AVILEN Formulates DX and AX Roadmap for Wayo Women's University, Commencing Operations for Transformation
Wayo Women's University and AVILEN have developed a DX execution roadmap to improve operational efficiency in university administration. Positioning AI as a business partner, the project involved current state analysis, concrete policy formulation, and prioritization. It plans time reductions through new attendance tools and AI enhancement in academic and accounting tasks.
📋 Article Processing Timeline
- 📰 Published: May 19, 2026 at 20:00
- 🔍 Collected: May 19, 2026 at 11:31
- 🤖 AI Analyzed: May 19, 2026 at 15:25 (3h 53m after Collected)
Wayo Women's University (Location: Ichikawa City, Chiba Prefecture; hereinafter "Wayo Women's University") and AVILEN Inc. (Headquarters: Chuo-ku, Tokyo; Representative Director: Kotaro Takahashi; hereinafter "AVILEN") have announced the formulation of a medium- to long-term DX execution roadmap through the "Use Case Creation Project for Operational Efficiency" which began in November 2025.
This project is a transformation program that goes beyond merely introducing AI as a tool. By identifying the "essential challenges" in university management and advancing the thinking and business processes of the staff, it aims to maximize the value provided to students.
◆ What is the "Use Case Creation Project for Operational Efficiency"?
This project is a transformation program targeting the administration office, which supports the foundation of university management, to thoroughly visualize current operational issues and implement AI as a "partner in thinking and business."
First, the root causes of inefficiencies occurring in the field were analyzed and structured, and priority was clarified by creating multiple proposals for operational efficiency measures aimed at solving them.
Furthermore, in the specialized tasks of each department, it materialized how AI could be utilized to deepen the "quality of work." Instead of leaving answers entirely to AI, the groundwork was laid to utilize it as a companion to support advanced thinking by appropriately inputting complex conditions (such as timetable data and legal revisions).
◆ Project Overview
The project was promoted in stages, from improving the resolution of the current situation to formulating a concrete execution plan.
Prioritization of business areas
To generate university-wide effects early on, the main departments of the administration office were set as the top priority scope.
Understanding operations (Interviews and surveys)
Through a survey of all staff in the target departments, cross-departmental and specific inefficient tasks were identified, and their root causes were organized.
Idea generation and policy formulation
While reflecting the voices of the field, feasible improvement measures with high impact were listed.
Measure evaluation and priority setting
Evaluations were conducted on the axes of "effect," "cost," and "speed," and prioritization was performed with an emphasis on fostering a positive culture for transformation.
Roadmap formulation
Anticipating full-scale operation from the next fiscal year onwards, a plan was visualized from creating early success experiences to the establishment and autonomous operation of efficiency measures.
◆ Features of this Project
The most significant feature is that it did not stop at mere external analysis or tool introduction; it visualized the current situation by penetrating deep into university management through AVILEN's specialized "hands-on" approach.
Thorough current state analysis and identification of the "root causes of inefficiency"
Through questionnaires and interviews with all staff in the target departments, realistic on-site issues were uncovered. The underlying issues behind superficial events were structured from five perspectives: "Culture, Organization, Mechanism, Human Resources, and Technology Infrastructure," clarifying priorities for solutions.
Formulation of an effective "field co-creation type" roadmap
Through dialogue with field staff, specific improvement measures in the specialized tasks of each department were extracted. Rather than entirely relying on AI for answers, a "practical AI utilization method" was materialized to advance staff thinking in tasks involving complex conditions. Together with the field, an actionable plan for next-generation university management was created.
◆ Results in this Project
<1. Visualization and policy formulation of cross-departmental "unnecessary/inefficient tasks">
Through surveys and other means, cross-departmental issues such as printing/filing on paper and manual double-checking were identified. In response, measures that can realize effects early on, such as "setting up internal survey forms" and "introducing attendance/expense tools," were organized in order of priority.
<2. Maximization of "operational capacity" by accumulating multifaceted measures>
For example, the introduction of an attendance management tool alone is expected to save about 3 hours per month per section manager and about 2.5 hours per month per department manager. By steadily accumulating such individual business improvements one by one, a large "operational capacity" is created across the entire university. This created time will be allocated to further strengthening education and research support and strategic organizational management.
<3. Advancement of specialized tasks utilizing AI>
An execution policy for AI utilization in collaboration with external partners was formulated for department-specific issues involving technological elements, such as processing data that can be input into the syllabus in the Academic Affairs Division and automatic sorting in the Accounting Division.
◆ A special article depicting the behind-the-scenes of this project is now available
A special interview article in a dialogue format between the Secretary-General of Wayo Women's University and our consultant, which delves into the full picture of this project, has been published simultaneously.
It details the steps of AI transformation, from the thorough structuring of administrative tasks to building the mindset for integrating AI into daily operations.
The AI transformation roadmap envisioned by Wayo Women's University
"Creative margins" for the administration, and "infinite closeness" to the students.
URL:
Keywords:
This project is a transformation program that goes beyond merely introducing AI as a tool. By identifying the "essential challenges" in university management and advancing the thinking and business processes of the staff, it aims to maximize the value provided to students.
◆ What is the "Use Case Creation Project for Operational Efficiency"?
This project is a transformation program targeting the administration office, which supports the foundation of university management, to thoroughly visualize current operational issues and implement AI as a "partner in thinking and business."
First, the root causes of inefficiencies occurring in the field were analyzed and structured, and priority was clarified by creating multiple proposals for operational efficiency measures aimed at solving them.
Furthermore, in the specialized tasks of each department, it materialized how AI could be utilized to deepen the "quality of work." Instead of leaving answers entirely to AI, the groundwork was laid to utilize it as a companion to support advanced thinking by appropriately inputting complex conditions (such as timetable data and legal revisions).
◆ Project Overview
The project was promoted in stages, from improving the resolution of the current situation to formulating a concrete execution plan.
Prioritization of business areas
To generate university-wide effects early on, the main departments of the administration office were set as the top priority scope.
Understanding operations (Interviews and surveys)
Through a survey of all staff in the target departments, cross-departmental and specific inefficient tasks were identified, and their root causes were organized.
Idea generation and policy formulation
While reflecting the voices of the field, feasible improvement measures with high impact were listed.
Measure evaluation and priority setting
Evaluations were conducted on the axes of "effect," "cost," and "speed," and prioritization was performed with an emphasis on fostering a positive culture for transformation.
Roadmap formulation
Anticipating full-scale operation from the next fiscal year onwards, a plan was visualized from creating early success experiences to the establishment and autonomous operation of efficiency measures.
◆ Features of this Project
The most significant feature is that it did not stop at mere external analysis or tool introduction; it visualized the current situation by penetrating deep into university management through AVILEN's specialized "hands-on" approach.
Thorough current state analysis and identification of the "root causes of inefficiency"
Through questionnaires and interviews with all staff in the target departments, realistic on-site issues were uncovered. The underlying issues behind superficial events were structured from five perspectives: "Culture, Organization, Mechanism, Human Resources, and Technology Infrastructure," clarifying priorities for solutions.
Formulation of an effective "field co-creation type" roadmap
Through dialogue with field staff, specific improvement measures in the specialized tasks of each department were extracted. Rather than entirely relying on AI for answers, a "practical AI utilization method" was materialized to advance staff thinking in tasks involving complex conditions. Together with the field, an actionable plan for next-generation university management was created.
◆ Results in this Project
<1. Visualization and policy formulation of cross-departmental "unnecessary/inefficient tasks">
Through surveys and other means, cross-departmental issues such as printing/filing on paper and manual double-checking were identified. In response, measures that can realize effects early on, such as "setting up internal survey forms" and "introducing attendance/expense tools," were organized in order of priority.
<2. Maximization of "operational capacity" by accumulating multifaceted measures>
For example, the introduction of an attendance management tool alone is expected to save about 3 hours per month per section manager and about 2.5 hours per month per department manager. By steadily accumulating such individual business improvements one by one, a large "operational capacity" is created across the entire university. This created time will be allocated to further strengthening education and research support and strategic organizational management.
<3. Advancement of specialized tasks utilizing AI>
An execution policy for AI utilization in collaboration with external partners was formulated for department-specific issues involving technological elements, such as processing data that can be input into the syllabus in the Academic Affairs Division and automatic sorting in the Accounting Division.
◆ A special article depicting the behind-the-scenes of this project is now available
A special interview article in a dialogue format between the Secretary-General of Wayo Women's University and our consultant, which delves into the full picture of this project, has been published simultaneously.
It details the steps of AI transformation, from the thorough structuring of administrative tasks to building the mindset for integrating AI into daily operations.
The AI transformation roadmap envisioned by Wayo Women's University
"Creative margins" for the administration, and "infinite closeness" to the students.
URL:
Keywords:
FAQ
Who is supporting Wayo Women's University's DX project?
AVILEN Inc. is supporting it, promoting roadmap formulation and AI utilization based on a hands-on approach.
What level of effect is expected from the operational efficiency improvement?
The introduction of an attendance management tool alone is expected to save about 3 hours per month for section managers and about 2.5 hours for department managers.
Which university tasks will utilize AI?
AI will be utilized in specialized tasks such as data processing for syllabuses in the Academic Affairs Division and automatic sorting in the Accounting Division.