From Aomori Prefecture | Care Technology Will Become the "Strongest Partner"
TRAPE Co., Ltd. implemented productivity improvement support at three care facilities in Aomori Prefecture, demonstrating the importance of "dialogue and preparation" before technology adoption. This successfully led to not only operational efficiency but also enhanced employee engagement and the fostering of an autonomous organizational culture.
📋 Article Processing Timeline
- 📰 Published: April 30, 2026 at 19:00
- 🔍 Collected: April 30, 2026 at 10:31
- 🤖 AI Analyzed: April 30, 2026 at 20:29 (9h 58m after Collected)
TRAPE Co., Ltd. (Headquarters: Osaka, Osaka Prefecture; President & CEO: Hiroaki Kamata), which has been involved in national policy-making for productivity improvement in care settings since 2017 and has led the transformation of the care sector, aims to realize care facilities overflowing with well-being.
The company offers "Productivity Improvement-kun®," a free online tool that supports "team building" and "visualization/analysis of issues" essential for on-site operational improvement and DX, and "Sociwell," an accompanying support service that simultaneously achieves "productivity improvement," "work engagement improvement," and "leader development."
This time, in the FY2025 support project commissioned by the Aomori Care Productivity Improvement Consultation Center (operated by the Aomori Prefectural Council of Social Welfare), the company provided accompanying support to three model facilities in the prefecture.
"Technology introduced with good intentions is not being utilized," "There's an atmosphere of waiting for instructions on-site," "We're so busy with daily tasks that we don't have time to discuss ideal care."
In response to these voices from Aomori Prefecture's care settings, we did not simply offer "operational efficiency" as the answer.
Our goal was to foster an organizational culture where the site can continue to evolve autonomously even after the support ends.
We prioritized the process where on-site staff themselves derive issues and solutions through repeated "dialogue" and thorough "preparation (80% preparation)."
As a result, in addition to quantitative achievements such as reduced unnecessary movement and secured break times, qualitative improvements in the quality of care and the staff's confidence and pride in "being able to change the site themselves" were generated by the power of the on-site personnel. We report these results.
Why is "Productivity Improvement" in care settings an urgent task now?
In current Japan, the demand for care continues to expand rapidly with the increase in the late-stage elderly. However, the supply of care personnel cannot keep up.
"Not enough people," "too busy to improve" – this is not a problem for a specific facility but a structural issue faced by the entire care sector.
To address this reality, efforts to improve productivity are indispensable to ensure the quality of care, improve the working environment for care workers, and promote the securing and retention of care personnel.
The key to productivity improvement lies before "technology adoption."
When it comes to productivity improvement, "introduction and utilization of care technology" is often immediately imagined.
However, what is truly important is "80% preparation" before technology adoption. This is the keyword that runs through this entire project. *This is also clearly stated in the "Productivity Improvement Guidelines" issued by the Ministry of Health, Labour and Welfare.
Creating an environment where on-site staff can comfortably discuss "what they are troubled by," clarifying issues, and sharing them with the entire team.
Only after this process can technology function effectively.
In other words, technology can only exert its power when it is built upon the foundation of "dialogue and preparation."
Case studies that brought about real changes on-site:
Case 1: [Day Care] "No one uses the intercom..." Revitalizing a formalized tool and reducing wasted movement!
[On-site Issue]
During bathing duties, users requiring significant assistance were often guided all at once, causing constant chaos. Bathing would only begin after all users were assembled, leading to delays, and staff frequently moved between the bathroom and hall to call other staff, resulting in much wasted movement.
[Approach]
Changed the system to designate a "guidance leader" who, while grasping the overall situation on-site, would give precise guidance instructions. Additionally, bathing began sequentially for users upon arrival, and intercoms were utilized for morning briefings and calling staff, creating an environment where "coordination can be done without moving."
[Changes Achieved]
The number of times staff had to call other staff by moving decreased by 44% (from 16 to 9 times per week) with intercom use. The reduction in wasted movement eliminated the chaotic feeling during bathing, and 91% of staff felt an improvement in "ease of work and work engagement." Time spent with users increased by approximately 47 hours per month.
Case 2: [Day Care] Eliminating "wasted time searching for staff"! Securing leader's break time and reducing stress by 37% through clear guidance standards and intercom introduction.
[On-site Issue]
Morning bathing duties often did not finish on schedule, leading to insufficient time to interact with users in the afternoon and inadequate break time for leaders. The causes were unclear standards for who to guide next, causing hesitation, and time spent moving from the bathroom to the hall to call staff or users.
[Approach]
Created and utilized "guidance standards" that anyone could follow without hesitation, such as guiding individuals who take longer to bathe first. Simultaneously, intercoms were introduced, allowing staff in the bathroom and hall to share information and respond without leaving their posts.
The company offers "Productivity Improvement-kun®," a free online tool that supports "team building" and "visualization/analysis of issues" essential for on-site operational improvement and DX, and "Sociwell," an accompanying support service that simultaneously achieves "productivity improvement," "work engagement improvement," and "leader development."
This time, in the FY2025 support project commissioned by the Aomori Care Productivity Improvement Consultation Center (operated by the Aomori Prefectural Council of Social Welfare), the company provided accompanying support to three model facilities in the prefecture.
"Technology introduced with good intentions is not being utilized," "There's an atmosphere of waiting for instructions on-site," "We're so busy with daily tasks that we don't have time to discuss ideal care."
In response to these voices from Aomori Prefecture's care settings, we did not simply offer "operational efficiency" as the answer.
Our goal was to foster an organizational culture where the site can continue to evolve autonomously even after the support ends.
We prioritized the process where on-site staff themselves derive issues and solutions through repeated "dialogue" and thorough "preparation (80% preparation)."
As a result, in addition to quantitative achievements such as reduced unnecessary movement and secured break times, qualitative improvements in the quality of care and the staff's confidence and pride in "being able to change the site themselves" were generated by the power of the on-site personnel. We report these results.
Why is "Productivity Improvement" in care settings an urgent task now?
In current Japan, the demand for care continues to expand rapidly with the increase in the late-stage elderly. However, the supply of care personnel cannot keep up.
"Not enough people," "too busy to improve" – this is not a problem for a specific facility but a structural issue faced by the entire care sector.
To address this reality, efforts to improve productivity are indispensable to ensure the quality of care, improve the working environment for care workers, and promote the securing and retention of care personnel.
The key to productivity improvement lies before "technology adoption."
When it comes to productivity improvement, "introduction and utilization of care technology" is often immediately imagined.
However, what is truly important is "80% preparation" before technology adoption. This is the keyword that runs through this entire project. *This is also clearly stated in the "Productivity Improvement Guidelines" issued by the Ministry of Health, Labour and Welfare.
Creating an environment where on-site staff can comfortably discuss "what they are troubled by," clarifying issues, and sharing them with the entire team.
Only after this process can technology function effectively.
In other words, technology can only exert its power when it is built upon the foundation of "dialogue and preparation."
Case studies that brought about real changes on-site:
Case 1: [Day Care] "No one uses the intercom..." Revitalizing a formalized tool and reducing wasted movement!
[On-site Issue]
During bathing duties, users requiring significant assistance were often guided all at once, causing constant chaos. Bathing would only begin after all users were assembled, leading to delays, and staff frequently moved between the bathroom and hall to call other staff, resulting in much wasted movement.
[Approach]
Changed the system to designate a "guidance leader" who, while grasping the overall situation on-site, would give precise guidance instructions. Additionally, bathing began sequentially for users upon arrival, and intercoms were utilized for morning briefings and calling staff, creating an environment where "coordination can be done without moving."
[Changes Achieved]
The number of times staff had to call other staff by moving decreased by 44% (from 16 to 9 times per week) with intercom use. The reduction in wasted movement eliminated the chaotic feeling during bathing, and 91% of staff felt an improvement in "ease of work and work engagement." Time spent with users increased by approximately 47 hours per month.
Case 2: [Day Care] Eliminating "wasted time searching for staff"! Securing leader's break time and reducing stress by 37% through clear guidance standards and intercom introduction.
[On-site Issue]
Morning bathing duties often did not finish on schedule, leading to insufficient time to interact with users in the afternoon and inadequate break time for leaders. The causes were unclear standards for who to guide next, causing hesitation, and time spent moving from the bathroom to the hall to call staff or users.
[Approach]
Created and utilized "guidance standards" that anyone could follow without hesitation, such as guiding individuals who take longer to bathe first. Simultaneously, intercoms were introduced, allowing staff in the bathroom and hall to share information and respond without leaving their posts.