Expense control through multifunctional roles, mutual support, and business system implementation
First written in FY2022-Q3. 6 of 7 entries say "Advanced", first in FY2022. Latest entry: FY2025.
0 other companies' latest entry also says "Advanced".
- FY2025AdvancedAnnual report
「For existing hotels, based on active renovation investment in each group hotel, we will optimize various unit prices, including room rates, and strengthen earnings capacity by using outsourcing in inefficient departments and making effective use of underutilized space within hotels.」
In addition to the previous measures of multiskilling and systemization, the Company newly identified outsourcing in inefficient departments and the use of underutilized hotel space as measures to strengthen earnings capacity. - FY2024AdvancedAnnual report
「With regard to improving productivity and operational efficiency, we continued a system under which administrative employees support restaurants and banquet facilities by assisting with guest services, venue setup and cleanup, and worked to improve proficiency in cross-departmental multiskilling.」
We continued the cross-departmental support system and multiskilling, specifying support responsibilities ranging from guest services to venue setup and cleanup, and worked to embed the system in operations. - FY2023AdvancedAnnual report
「In addition, the company upgraded its core systems for procurement, cooking and merchandise manufacturing.」
In addition to cross-departmental support and multiskilling, we upgraded the core operating systems for procurement, food preparation and merchandise production, advancing measures to improve productivity and operational efficiency. - FY2023-Q2AdvancedAnnual report
「With regard to improving productivity and operational efficiency, we worked to further improve productivity by strengthening cross-departmental support and increasing proficiency in multiskilling. In addition, we introduced new systems for procurement, food preparation and merchandise production, establishing a structure for integrated management of inventory-taking, ingredient management, cost data, ordering and purchasing.」
We advanced the cross-departmental support structure and multiskilling, introduced the new systems for procurement, food preparation and merchandise production that had previously been under preparation, and established a structure for integrated management of related operations. - FY2023-Q1AdvancedAnnual report
「With regard to improving productivity and operational efficiency, we worked to further improve productivity by strengthening cross-departmental support and increasing proficiency in multiskilling. In addition, we advanced projects to introduce new systems for procurement, food preparation and merchandise production, and prepared for integrated management of inventory-taking, ingredient management, cost data, ordering and purchasing.」
We advanced the cross-departmental support structure and multiskilling, reaching the stage of preparing integrated management of inventory-taking, ingredient management, cost data, ordering and purchasing through the introduction of new systems. - FY2022AdvancedAnnual report
「With regard to improving productivity and operational efficiency, we promoted multiskilling throughout the Group so that employees could perform multiple roles. We promoted lean operations by operating joint shifts among restaurants, developing personnel without restricting them to a particular culinary category, and providing cross-departmental training to enable employees to learn a range of duties. In addition, we consolidated operations through organizational restructuring and expanded a system under which administrative employees support restaurants and banquet facilities by assisting with guest services, venue setup and cleanup.」
We implemented multiskilling, joint shifts, mutual training, a cross-departmental support system and operational consolidation through organizational restructuring, thereby establishing lean operations. - FY2022-Q3First statedAnnual report
「For expense control, we provided repeated training to build a mutual support structure covering not only guest services but also administrative departments, promoted multiskilling and worked to reduce labor costs in order to improve productivity and operational efficiency. In addition, we worked to systemize operations and implemented measures including going paperless and reviewing authority levels.」
New expense control measures were specified combining mutual support between guest services and administrative departments, multiskilling, labor cost reductions, business systemization, paperless operations and a review of authority levels.