From Hiroshima Prefecture | Nursing Care is No Longer "3K"!
TRAPE Inc., which has led the transformation of the nursing care sector since 2017, has been appointed as a business advisor to the Hiroshima Prefecture Nursing Care Productivity Improvement Comprehensive Consultation Center for FY2025. They provided accompanying support to three model nursing care facilities in Hiroshima Prefecture, utilizing their free online tool "Productivity Improvement-kun®" and accompanying support service "Sociwell" to achieve well-being and productivity improvement in nursing care workplaces.
📋 Article Processing Timeline
- 📰 Published: April 23, 2026 at 17:00
- 🔍 Collected: April 23, 2026 at 08:31
- 🤖 AI Analyzed: April 24, 2026 at 04:27 (19h 55m after Collected)
TRAPE Inc. (Headquarters: Osaka, Osaka Prefecture; President and CEO: Hiroaki Kamata), which has been involved in national policy-making for improving productivity in nursing care since 2017 and has led the transformation of the nursing care sector, aims to realize nursing care facilities overflowing with well-being. While providing the free online tool "Productivity Improvement-kun®" to support "team building" and "visualization and analysis of issues" essential for on-site operational improvement and DX, and developing the accompanying support service "Sociwell" that simultaneously achieves "productivity improvement," "job satisfaction improvement," and "leader development," TRAPE Inc. was appointed as a business advisor to the Hiroshima Prefecture Nursing Care Productivity Improvement Comprehensive Consultation Center for FY2025 (commissioned by Hiroshima Prefecture to the Hiroshima Prefecture Council of Social Welfare "Kaisapo Hiroshima"). They provided accompanying support to three model nursing care facilities in Hiroshima Prefecture that are working on productivity improvement.
Why is it necessary to improve productivity in nursing care?
In nursing care settings, there is a growing shortage of personnel and an increase in workload, making it difficult to secure sufficient time for interaction with users, where nursing care staff should ideally demonstrate their value. In Nara Prefecture as well, securing nursing care personnel is difficult due to population decline and aging. In this context, what is needed are "productivity improvement" initiatives to review work processes and role assignments, utilize technology as needed, create余裕 in the workplace, and realize "the ideal state we aspire to."
On the other hand, even with the national promotion of ICT and robot equipment introduction, many voices from the field say, "We introduced it, but we can't use it effectively" or "We don't know where to start." This means that introducing technology itself is not the goal; it is important to align the perspectives of the field and utilize technology in a way that suits the challenges of the field.
As a business advisor to the Hiroshima Prefecture Nursing Care Productivity Improvement Comprehensive Consultation Center, our company provided advice and support regarding consultation responses from nursing care facilities, served as a lecturer for training sessions, provided accompanying support to model nursing care facilities, and supported the operation of innovation meetings.
This time, we introduce the practices of model nursing care facilities, which are excellent examples of facilities that were struggling with the inability of the site to "change" but created changes in working styles through the utilization of nursing care technology and the establishment of mechanisms. Please take a look.
Initiatives and Results (Partial) of Three Model Nursing Care Facilities
Social Welfare Corporation Ishikawa Fukushikai, Home Care Support Office Sakuragaoka Hoyoen
Challenge: Unable to utilize records and documents outside the facility, leading to inefficient administrative work and insufficient time to interact with users.
Initiative: Cloudification of nursing care software and document management tools to enable administrative work outside the facility.
Result: Efficient record-keeping and document creation became possible outside the facility, increasing time spent on user assessment.
Medical Corporation Meiwa Kai, Nursing Home Akebono
Challenge: When a call bell rang, no one responded, leading to accidents such as users falling in their rooms.
Initiative: Reviewed work processes for each shift and clarified roles for call response.
Result: It became clear who was responsible for call response, reducing the number of accidents and near-misses in rooms.
Matsushiro Co., Ltd., Group Home Kogo
Challenge: Inconsistent number of daily bath users, resulting in users bathing only once or twice a week.
Initiative: Created a weekly bathing schedule to ensure each user could bathe at least twice a week, clarifying the number of daily bath users.
Result: Flexible changes to the bathing schedule also contributed to an increase in user bathing frequency, and staff began to feel enjoyment in their work.
[Positive changes voiced by facilities through these initiatives]
Working styles that hadn't changed for 20 years have changed.
Records, plan creation, and revisions can now be completed on-site at visiting locations or in the car, increasing work speed.
By encountering new technologies such as voice input and scanning, staff's awareness has shifted to constantly adopting new things.
Communication among care managers has increased, and a culture of solving on-site issues collaboratively has emerged.
The system of role assignment has become established, and staff naturally call out to each other when leaving the site.
To further promote communication among staff that increased through these initiatives, we plan to consider utilizing intercoms.
Bathing three times a week is becoming established for all users, and some users are now able to bathe four times a week.
Staff are making proactive and autonomous care decisions, such as deciding to bathe a user daily due to skin problems.
Achieving a sense of accomplishment through successful experiences has fostered staff proactivity and motivation.
The results report presented by these model facilities can be viewed on Kaisapo Hiroshima's website.
https://care-robot.org/topics/news24/index.html
Why is it necessary to improve productivity in nursing care?
In nursing care settings, there is a growing shortage of personnel and an increase in workload, making it difficult to secure sufficient time for interaction with users, where nursing care staff should ideally demonstrate their value. In Nara Prefecture as well, securing nursing care personnel is difficult due to population decline and aging. In this context, what is needed are "productivity improvement" initiatives to review work processes and role assignments, utilize technology as needed, create余裕 in the workplace, and realize "the ideal state we aspire to."
On the other hand, even with the national promotion of ICT and robot equipment introduction, many voices from the field say, "We introduced it, but we can't use it effectively" or "We don't know where to start." This means that introducing technology itself is not the goal; it is important to align the perspectives of the field and utilize technology in a way that suits the challenges of the field.
As a business advisor to the Hiroshima Prefecture Nursing Care Productivity Improvement Comprehensive Consultation Center, our company provided advice and support regarding consultation responses from nursing care facilities, served as a lecturer for training sessions, provided accompanying support to model nursing care facilities, and supported the operation of innovation meetings.
This time, we introduce the practices of model nursing care facilities, which are excellent examples of facilities that were struggling with the inability of the site to "change" but created changes in working styles through the utilization of nursing care technology and the establishment of mechanisms. Please take a look.
Initiatives and Results (Partial) of Three Model Nursing Care Facilities
Social Welfare Corporation Ishikawa Fukushikai, Home Care Support Office Sakuragaoka Hoyoen
Challenge: Unable to utilize records and documents outside the facility, leading to inefficient administrative work and insufficient time to interact with users.
Initiative: Cloudification of nursing care software and document management tools to enable administrative work outside the facility.
Result: Efficient record-keeping and document creation became possible outside the facility, increasing time spent on user assessment.
Medical Corporation Meiwa Kai, Nursing Home Akebono
Challenge: When a call bell rang, no one responded, leading to accidents such as users falling in their rooms.
Initiative: Reviewed work processes for each shift and clarified roles for call response.
Result: It became clear who was responsible for call response, reducing the number of accidents and near-misses in rooms.
Matsushiro Co., Ltd., Group Home Kogo
Challenge: Inconsistent number of daily bath users, resulting in users bathing only once or twice a week.
Initiative: Created a weekly bathing schedule to ensure each user could bathe at least twice a week, clarifying the number of daily bath users.
Result: Flexible changes to the bathing schedule also contributed to an increase in user bathing frequency, and staff began to feel enjoyment in their work.
[Positive changes voiced by facilities through these initiatives]
Working styles that hadn't changed for 20 years have changed.
Records, plan creation, and revisions can now be completed on-site at visiting locations or in the car, increasing work speed.
By encountering new technologies such as voice input and scanning, staff's awareness has shifted to constantly adopting new things.
Communication among care managers has increased, and a culture of solving on-site issues collaboratively has emerged.
The system of role assignment has become established, and staff naturally call out to each other when leaving the site.
To further promote communication among staff that increased through these initiatives, we plan to consider utilizing intercoms.
Bathing three times a week is becoming established for all users, and some users are now able to bathe four times a week.
Staff are making proactive and autonomous care decisions, such as deciding to bathe a user daily due to skin problems.
Achieving a sense of accomplishment through successful experiences has fostered staff proactivity and motivation.
The results report presented by these model facilities can be viewed on Kaisapo Hiroshima's website.
https://care-robot.org/topics/news24/index.html