From Yamanashi Prefecture | Mastering Care Technology with Frontline-Led '80% Preparation'
TRAPE Co., Ltd. was commissioned for Yamanashi Prefecture's comprehensive consultation service project to improve care productivity. Through hands-on support introducing ICT equipment and redefining operations, model facilities significantly reduced staff burden and improved care quality.
📋 Article Processing Timeline
- 📰 Published: April 22, 2026 at 22:00
- 🔍 Collected: April 23, 2026 at 00:02 (2h 2m after Published)
- 🤖 AI Analyzed: April 23, 2026 at 06:37 (6h 34m after Collected)
TRAPE Co., Ltd. (Headquarters: Osaka City, Osaka Prefecture, President and CEO: Daikei Kamata), which has been involved in formulating national policies for productivity improvement since 2017 and leading transformation in the care sector, offers the free tool 'Seisansei Kojo-kun®' and the hands-on support service 'Sociwell' to assist the 'team building' essential for operational improvement and DX on the front lines.
Recently, TRAPE was commissioned for the 'Reiwa 7 Yamanashi Prefecture Comprehensive Consultation Window Project for Care Productivity Improvement'. In addition to holding seminars and providing technical advice, we provided hands-on support to model facilities.
Why Productivity Improvement Initiatives Are Necessary in Care Settings
In care settings, labor shortages and excessive busyness make it difficult to secure time to face users. Similar issues exist within Yamanashi Prefecture, demanding initiatives that effectively engage with technology to realize the 'ideal state' of the front lines.
As a business advisor for the Yamanashi Prefecture Comprehensive Consultation Center for Care Productivity Improvement, our company has been responsible for consultation support, acting as training instructors, providing hands-on support to model facilities, and participating in innovation conferences.
Results of Model Facilities (Excerpt)
Multidisciplinary Collaboration and Careful Care
- Redefining workflows visualized the division of roles. The introduction of intercoms created a sense of security even when acting alone, alleviating the anxiety of new staff. (Koshu Care Home)
- Unifying the assessment perspectives of multiple disciplines improved the capabilities of the entire organization. The number of accidents drastically decreased from an average of 16 to 4 per month. (Fuji-en)
Organizational Change Born from Frontline 'Dialogue'
- Management focused on support, driving improvements led by the front lines. As a result, the number of exhausted staff drastically decreased from 70% to 30%, evolving into an autonomous organization. (Okuyumura-en)
Effective Utilization of Technology Based on Analog Preparation
- Intercom implementation and standardization reduced 'time spent looking for people' by 80%. Through repeated dialogue, leaders became proactive, changing into an organization that shares goals. (Asahi Home)
- Made unique conference sheets a common language. Unnecessary room visits and anxiety were eliminated, evolving into a 'proactive organization' where staff themselves propose improvement plans. (Tsuru)
A Virtuous Cycle of 'Reducing Burden' and 'Improving Motivation'
- 'Clarifying priorities' and introducing cameras reduced unnecessary room visits. It enabled improved sleep quality for users and evidence-based assessments grounded in data. (Kanon)
- Visualizing operations and establishing rules distributed tablet usage. In addition to securing breaks for everyone, this led to 'high-quality care as it should be', such as resuming walks and one-on-one education. (Kindness Care)
- 'Looking for staff' plummeted from 7 times to 0.2 times a day. Utilizing the time created by role division and intercoms, the team evolved into a vibrant one where staff themselves improve the workplace. (Karada Lab Minami Alps)
Introduction of Voices from Managers and Administrators of Model Facilities
Care Health Facility Fuji-en
Chairman Shiro Nakamura
Yasuko Nakamura
The sense of labor shortage across all industries recently is a serious problem. The care health facility we currently operate is also struggling to secure staff. Furthermore, recent birth rates in Japan, pointing to an astounding future, have been announced through the media.
When considering the future operation of the facility, this problem cannot be avoided as someone entrusted with management. At that time, I learned about national and prefectural subsidies for care facilities to introduce ICT equipment.
I thought this was exactly the right time, and after discussing with frontline staff, I decided to utilize the subsidy to further ensure the safety of users and alleviate the hardships of the staff even a little.
Although it has not been long since the ICT introduction, listening to the voices of frontline staff:
1) Information sharing has become easier -> Shortened working hours
2) Nighttime movements of residents can be better monitored
3) Unnecessary movements have been eliminated -> Shortened working hours
4) Crisis management capabilities have increased, etc.
It has generally been very well received by the frontline staff.
We intend to continue doing everything in our power as a corporation for the further safety of our users and the further improvement of the working environment for our frontline staff.
Finally, I would like to express my sincere gratitude to the Yamanashi Prefecture authorities, the Council of Social Welfare, and all parties concerned for their assistance in this ICT implementation. Thank you very much.
Tsuru City Care Health Facility Tsuru
Facility Director Toshio Fukazawa
Our facility began preparations for operational improvements utilizing technology from FY Reiwa 6. Taking the opportunity of being selected as a 'Model Facility for Business Efficiency Utilizing Technology' this fiscal year, we were able to introduce monitoring cameras and intercoms.
I feel that this equipment provision has greatly advanced the creation of a comfortable working environment for staff and an environment where users can live with peace of mind.
Furthermore, through this project, all staff, including the Productivity Improvement Committee, reconsidered their working environment and collaborated to 'practice careful care for users'.
Recently, TRAPE was commissioned for the 'Reiwa 7 Yamanashi Prefecture Comprehensive Consultation Window Project for Care Productivity Improvement'. In addition to holding seminars and providing technical advice, we provided hands-on support to model facilities.
Why Productivity Improvement Initiatives Are Necessary in Care Settings
In care settings, labor shortages and excessive busyness make it difficult to secure time to face users. Similar issues exist within Yamanashi Prefecture, demanding initiatives that effectively engage with technology to realize the 'ideal state' of the front lines.
As a business advisor for the Yamanashi Prefecture Comprehensive Consultation Center for Care Productivity Improvement, our company has been responsible for consultation support, acting as training instructors, providing hands-on support to model facilities, and participating in innovation conferences.
Results of Model Facilities (Excerpt)
Multidisciplinary Collaboration and Careful Care
- Redefining workflows visualized the division of roles. The introduction of intercoms created a sense of security even when acting alone, alleviating the anxiety of new staff. (Koshu Care Home)
- Unifying the assessment perspectives of multiple disciplines improved the capabilities of the entire organization. The number of accidents drastically decreased from an average of 16 to 4 per month. (Fuji-en)
Organizational Change Born from Frontline 'Dialogue'
- Management focused on support, driving improvements led by the front lines. As a result, the number of exhausted staff drastically decreased from 70% to 30%, evolving into an autonomous organization. (Okuyumura-en)
Effective Utilization of Technology Based on Analog Preparation
- Intercom implementation and standardization reduced 'time spent looking for people' by 80%. Through repeated dialogue, leaders became proactive, changing into an organization that shares goals. (Asahi Home)
- Made unique conference sheets a common language. Unnecessary room visits and anxiety were eliminated, evolving into a 'proactive organization' where staff themselves propose improvement plans. (Tsuru)
A Virtuous Cycle of 'Reducing Burden' and 'Improving Motivation'
- 'Clarifying priorities' and introducing cameras reduced unnecessary room visits. It enabled improved sleep quality for users and evidence-based assessments grounded in data. (Kanon)
- Visualizing operations and establishing rules distributed tablet usage. In addition to securing breaks for everyone, this led to 'high-quality care as it should be', such as resuming walks and one-on-one education. (Kindness Care)
- 'Looking for staff' plummeted from 7 times to 0.2 times a day. Utilizing the time created by role division and intercoms, the team evolved into a vibrant one where staff themselves improve the workplace. (Karada Lab Minami Alps)
Introduction of Voices from Managers and Administrators of Model Facilities
Care Health Facility Fuji-en
Chairman Shiro Nakamura
Yasuko Nakamura
The sense of labor shortage across all industries recently is a serious problem. The care health facility we currently operate is also struggling to secure staff. Furthermore, recent birth rates in Japan, pointing to an astounding future, have been announced through the media.
When considering the future operation of the facility, this problem cannot be avoided as someone entrusted with management. At that time, I learned about national and prefectural subsidies for care facilities to introduce ICT equipment.
I thought this was exactly the right time, and after discussing with frontline staff, I decided to utilize the subsidy to further ensure the safety of users and alleviate the hardships of the staff even a little.
Although it has not been long since the ICT introduction, listening to the voices of frontline staff:
1) Information sharing has become easier -> Shortened working hours
2) Nighttime movements of residents can be better monitored
3) Unnecessary movements have been eliminated -> Shortened working hours
4) Crisis management capabilities have increased, etc.
It has generally been very well received by the frontline staff.
We intend to continue doing everything in our power as a corporation for the further safety of our users and the further improvement of the working environment for our frontline staff.
Finally, I would like to express my sincere gratitude to the Yamanashi Prefecture authorities, the Council of Social Welfare, and all parties concerned for their assistance in this ICT implementation. Thank you very much.
Tsuru City Care Health Facility Tsuru
Facility Director Toshio Fukazawa
Our facility began preparations for operational improvements utilizing technology from FY Reiwa 6. Taking the opportunity of being selected as a 'Model Facility for Business Efficiency Utilizing Technology' this fiscal year, we were able to introduce monitoring cameras and intercoms.
I feel that this equipment provision has greatly advanced the creation of a comfortable working environment for staff and an environment where users can live with peace of mind.
Furthermore, through this project, all staff, including the Productivity Improvement Committee, reconsidered their working environment and collaborated to 'practice careful care for users'.