Kyoto Prefecture: Achieving Increased Capacity While Enhancing Care Quality
TRAPE Inc., a leader in nursing care reform, served as a business advisor to the Kyoto Prefecture Welfare Human Resources and Training Center, supporting two model nursing care facilities in Kyoto. By utilizing their free online tool "Seisansei Kojo-kun®" and hands-on support service "Sociwell," TRAPE helped these facilities improve productivity, leading to enhanced care quality, increased capacity, and reduced workload for staff.
📋 Article Processing Timeline
- 📰 Published: April 30, 2026 at 17:00
- 🔍 Collected: April 30, 2026 at 08:31
- 🤖 AI Analyzed: April 30, 2026 at 08:45 (14 min after Collected)
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You are a Japanese business intelligence AI. Please thoroughly analyze the following press release and simultaneously translate it into English (en) and Traditional Chinese (zh).
## Press Release Information
Title: Kyoto Prefecture: Achieving Increased Capacity While Enhancing Care Quality
Subtitle:
Company Name:
Industry:
Body (first 8000 characters): TRAPE Inc. (Headquarters: Osaka City, Osaka Prefecture; Representative Director and President: Hiroaki Kamata), which has led reforms in the nursing care sector since 2017, including the creation of guidelines for improving productivity in nursing care settings, aims to realize nursing care facilities overflowing with well-being. The company provides the free online tool "Seisansei Kojo-kun®" to support "team building" and "visualization and analysis of issues," which are indispensable for on-site operational improvement and DX, and also offers the hands-on support service "Sociwell," which simultaneously achieves "productivity improvement," "job satisfaction improvement," and "leader development." In this context, TRAPE was commissioned as a business advisor by the Kyoto Prefecture Welfare Human Resources and Training Center (commissioned by the Kyoto Prefecture Council of Social Welfare) for the Reiwa 7th fiscal year, providing hands-on support to two model nursing care facilities in Kyoto Prefecture that are working on productivity improvement.
Why is it necessary to improve productivity in nursing care settings?
In nursing care settings, staff shortages and heavy workloads are progressing, creating a situation where it is difficult for care workers to secure sufficient time for interaction with users, where they should ideally be demonstrating their value. In Nara Prefecture as well, securing nursing care staff is difficult due to population decline and aging. In this context, what is required is an initiative for "productivity improvement" to review work processes and role assignments, utilize technology as needed, create leeway on-site, and realize "the ideal state they aspire to be."
On the other hand, even with the national promotion of ICT and robot equipment introduction, there are many voices from the field saying, "We introduced it, but we can't use it effectively," or "We don't know where to start." In other words, the goal is not merely to introduce technology, but to align the perspectives of the field and utilize technology in a way that suits the issues on-site.
As a business advisor to the Kyoto Prefecture Welfare Human Resources and Training Center, our company was responsible for advising and supporting nursing care facilities regarding consultations and providing hands-on support to model nursing care facilities.
The practices of the model nursing care facilities introduced here are excellent examples of how to overcome the "common problem" in introducing nursing care technology, namely, the challenge of "introduced but no one uses it or it's not fully utilized." Please take a look.
Initiatives of Model Facilities
Social Welfare Corporation Fudoen Hiraori Day Service Center
【Site transformed by visualizing operations and utilizing intercoms】
Delays in operations and confusion on-site due to daily fluctuations in the number of users and shifts were resolved by formulating a "master line" based on Ministry of Health, Labour and Welfare guidelines and deploying intercoms to all staff.
By clarifying roles, staff became able to act autonomously, and real-time collaboration across job types was realized. As a result, staff gained leeway, and care could be provided according to the users' timing.
Furthermore, the management function of leaders was restored, and while enhancing care quality, a management achievement of significantly increasing the capacity from 25 to 35 people was attained.
Social Welfare Corporation Seikouen Life Stage Maimu
【From "calling people" to "using lifts"】
With staff leaving for tasks such as transportation and committee meetings, a mismatch between staffing arrangements and operational fluctuations occurred, leading to operational delays as an on-site issue.
In response, the "master line" based on Ministry of Health, Labour and Welfare guidelines was utilized to visualize work flows. Details such as users requiring lift use, time slots, and assigned shifts were clearly specified. Furthermore, by promoting the utilization of lifts that had not been used for many years, a shift from two-person assistance to one-person assistance was achieved, creating leeway for one person.
As a result, the time for excretion assistance was reduced by 465 minutes per week, and an environment was created where staff could concentrate on users without interrupting meal assistance. This led to achievements in enhancing care quality, reducing the psychological burden on staff, and improving motivation.
Messages from the Managers of Model Facilities
Social Welfare Corporation Fudoen
Facility Manager Maki Fujiwara
Thank you very much for giving us the opportunity to participate in the productivity improvement hands-on support at the Kyoto Prefecture Welfare Human Resources and Training Center.
I sincerely appreciate the very intensive support we received from Mr. Hayashi of TRAPE Inc. for just over seven months.
And Assistant Managers Ishida and Okano of our center made up their minds and continued to move forward without giving up. Without their behavioral changes, we would not have been able to hold today's results presentation. Thank you very much.
As leaders who drive the team, they struggle, think, and work hard every day without giving up. I was stuck on how to improve productivity to maximize the use of this facility as a regional social resource, but through this learning, we were able to create a breakthrough together.
Also, the capacity of the day service was increased from 25 to 3.
Keywords:
## Instructions
Please respond in the following JSON format. Fill in all items. Guesses are acceptable.
[IMPORTANT] For the translation body, please fully translate both English and Traditional Chinese without omission. If the Traditional Chinese body is significantly shorter than the English version, it will be considered unacceptable. Both languages must have equivalent volume of translation.
[IMPORTANT] clean_body_ja is the pure text version of the body that is easy for AI to read, not the HTML version. It must not contain any HTML tags.
[IMPORTANT] Output ONLY valid JSON array. NO markdown code blocks (no ```json), prose, or explanation. First char MUST be [ and last char MUST be ]. Reject malformed JSON; retry before returning
You are a Japanese business intelligence AI. Please thoroughly analyze the following press release and simultaneously translate it into English (en) and Traditional Chinese (zh).
## Press Release Information
Title: Kyoto Prefecture: Achieving Increased Capacity While Enhancing Care Quality
Subtitle:
Company Name:
Industry:
Body (first 8000 characters): TRAPE Inc. (Headquarters: Osaka City, Osaka Prefecture; Representative Director and President: Hiroaki Kamata), which has led reforms in the nursing care sector since 2017, including the creation of guidelines for improving productivity in nursing care settings, aims to realize nursing care facilities overflowing with well-being. The company provides the free online tool "Seisansei Kojo-kun®" to support "team building" and "visualization and analysis of issues," which are indispensable for on-site operational improvement and DX, and also offers the hands-on support service "Sociwell," which simultaneously achieves "productivity improvement," "job satisfaction improvement," and "leader development." In this context, TRAPE was commissioned as a business advisor by the Kyoto Prefecture Welfare Human Resources and Training Center (commissioned by the Kyoto Prefecture Council of Social Welfare) for the Reiwa 7th fiscal year, providing hands-on support to two model nursing care facilities in Kyoto Prefecture that are working on productivity improvement.
Why is it necessary to improve productivity in nursing care settings?
In nursing care settings, staff shortages and heavy workloads are progressing, creating a situation where it is difficult for care workers to secure sufficient time for interaction with users, where they should ideally be demonstrating their value. In Nara Prefecture as well, securing nursing care staff is difficult due to population decline and aging. In this context, what is required is an initiative for "productivity improvement" to review work processes and role assignments, utilize technology as needed, create leeway on-site, and realize "the ideal state they aspire to be."
On the other hand, even with the national promotion of ICT and robot equipment introduction, there are many voices from the field saying, "We introduced it, but we can't use it effectively," or "We don't know where to start." In other words, the goal is not merely to introduce technology, but to align the perspectives of the field and utilize technology in a way that suits the issues on-site.
As a business advisor to the Kyoto Prefecture Welfare Human Resources and Training Center, our company was responsible for advising and supporting nursing care facilities regarding consultations and providing hands-on support to model nursing care facilities.
The practices of the model nursing care facilities introduced here are excellent examples of how to overcome the "common problem" in introducing nursing care technology, namely, the challenge of "introduced but no one uses it or it's not fully utilized." Please take a look.
Initiatives of Model Facilities
Social Welfare Corporation Fudoen Hiraori Day Service Center
【Site transformed by visualizing operations and utilizing intercoms】
Delays in operations and confusion on-site due to daily fluctuations in the number of users and shifts were resolved by formulating a "master line" based on Ministry of Health, Labour and Welfare guidelines and deploying intercoms to all staff.
By clarifying roles, staff became able to act autonomously, and real-time collaboration across job types was realized. As a result, staff gained leeway, and care could be provided according to the users' timing.
Furthermore, the management function of leaders was restored, and while enhancing care quality, a management achievement of significantly increasing the capacity from 25 to 35 people was attained.
Social Welfare Corporation Seikouen Life Stage Maimu
【From "calling people" to "using lifts"】
With staff leaving for tasks such as transportation and committee meetings, a mismatch between staffing arrangements and operational fluctuations occurred, leading to operational delays as an on-site issue.
In response, the "master line" based on Ministry of Health, Labour and Welfare guidelines was utilized to visualize work flows. Details such as users requiring lift use, time slots, and assigned shifts were clearly specified. Furthermore, by promoting the utilization of lifts that had not been used for many years, a shift from two-person assistance to one-person assistance was achieved, creating leeway for one person.
As a result, the time for excretion assistance was reduced by 465 minutes per week, and an environment was created where staff could concentrate on users without interrupting meal assistance. This led to achievements in enhancing care quality, reducing the psychological burden on staff, and improving motivation.
Messages from the Managers of Model Facilities
Social Welfare Corporation Fudoen
Facility Manager Maki Fujiwara
Thank you very much for giving us the opportunity to participate in the productivity improvement hands-on support at the Kyoto Prefecture Welfare Human Resources and Training Center.
I sincerely appreciate the very intensive support we received from Mr. Hayashi of TRAPE Inc. for just over seven months.
And Assistant Managers Ishida and Okano of our center made up their minds and continued to move forward without giving up. Without their behavioral changes, we would not have been able to hold today's results presentation. Thank you very much.
As leaders who drive the team, they struggle, think, and work hard every day without giving up. I was stuck on how to improve productivity to maximize the use of this facility as a regional social resource, but through this learning, we were able to create a breakthrough together.
Also, the capacity of the day service was increased from 25 to 3.
Keywords:
## Instructions
Please respond in the following JSON format. Fill in all items. Guesses are acceptable.
[IMPORTANT] For the translation body, please fully translate both English and Traditional Chinese without omission. If the Traditional Chinese body is significantly shorter than the English version, it will be considered unacceptable. Both languages must have equivalent volume of translation.
[IMPORTANT] clean_body_ja is the pure text version of the body that is easy for AI to read, not the HTML version. It must not contain any HTML tags.
[IMPORTANT] Output ONLY valid JSON array. NO markdown code blocks (no ```json), prose, or explanation. First char MUST be [ and last char MUST be ]. Reject malformed JSON; retry before returning