DX Initiatives dx

DX Initiatives

01DX vision

We are changing the way institutional kitchens work through digital means and responding quickly to diversifying needs to increase customer satisfaction and achieve sustainable food service operations.

Delivering tasty meals on a consistent basis is a “natural” value proposition.Our mission is to continue to respond quickly to the diversifying needs of society and our customers, and to realize the sustainable operation of medical and welfare food services.

The Narikoma Group views DX as not an option but a necessity in order to provide sustainable value without relying on manpower, and will aggressively invest in DX promotion.This is to ensure that our customers and visitors have a “tasty” time with us.

DX認定
We obtained DX certification on October 1, 2024.

Message from Representative

For speedy response

Narikoma's journey to date has always been with digital, including the manufacturing of 365-day menus in a central kitchen and cook-chill service. As the business grew, so did the demand for “meals that are easy for everyone to prepare” and “a certain level of quality,” and many people became involved in the business. For example, a variety of seasonal flavors, a quality that balances visual appeal and nutritional value, and consistent delivery. It was only with the help of digital technology that we were able to establish a menu that changes daily for 365 days. Narikoma's culture of solving problems digitally has taken root because of this reason.

We also believe that “information sharing” is an important element in DX promotion. We will gather the various opinions of our customers and find a single direction. Digital power will become increasingly necessary to respond in real time and with speedy. We think that everything, including the construction and maintenance of the system to date, is "the meal that Narikoma provides. We will continue to promote DX together with our customers by keeping an eye on the trends of the times and continuing to innovate our business.

President Yoshio Takeuchi

Narikoma Enterprise Co., Ltd.,

President Yoshio Takeuchi
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Adopt advanced technology solutions

We design the future of kitchens. Since our establishment, we has worked closely with many nursing care and welfare facilities and hospitals, listening to their voices, uncovering potential needs, and continuing to solve problems with advanced, right-suited technology. In 2022, we launched the DX Promotion Department and took on the challenge of promoting DX, mainly in central kitchens. When we receive requests for high-mix, high-volume manufacturing, we use ICT and the latest technology to maintain high quality and efficiency.

We also have developed our own core system (Narikoma Cloud), which handles manufacturing, sales, and administration, and we are strengthening data linkage with hospital management systems, electronic medical records, and nutrition management systems. By 2028, we will establish a system to increase the variety of meal selections and provide all menu items for caregivers. We will increase the use of big data and AI, and aim to DX kitchen operations in the future. We look forward to your continued support.

President, Katsushige Takeuchi

Narikoma Food Co., Ltd.,

President, Katsushige Takeuchi
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02Meal service DX strategy

Narikoma's advisors will lead the digital transformation of clients' kitchens based on the know-how cultivated through practical experience in kitchen outsourcing.

We support labor saving and stabilization of kitchen operations by proposing cook-chill and new cook-chill to improve efficiency of cooking and serving operations, and by reducing administrative workload through digitalization.Furthermore, the burden of providing highly individualized meals tailored to the health conditions of patients and users is also solved digitally.

In addition, we are not satisfied with our current services.We will continue to improve our services by consolidating and analyzing customer requests and other data and responding speedy. It is essential to reorganize our internal manufacturing system to achieve these goals.

Reorganization of production system

We will create an environment where AI makes suggestions to people, rather than people operating the system proactively. We will proceed with the construction of a data infrastructure to prepare the big data held by each system for AI in production planning, menu creation, purchasing and procurement, and the manufacturing process. In the future, we aim to create a situation where menu creation, production planning, and order predictions can be done by AI.

Meal service DX strategy

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03DX Promotion Scenario

Construction of the digital infrastructure

1.Construction of the digital infrastructure

  • Development of cloud infrastructure

    We build a cloud-based system to integrate recipes, nutritional information, inventory, order data, etc.

  • Installation of IoT devices

    We used non-contact ICs and cameras about inspection to improve efficiency at the food preparation site.

Enhancement of operational efficiency

2.Enhancement of operational efficiency

  • Big data analysis

    We identify disposal rates and consumption trends and provide useful data for on-site improvements.

  • Introduction of proposal-based AI

    We streamline cooking operations and food procurement by using AI to automatically generate menus and forecast demand.

Improvement of individual response capability

3.Improvement of individual response capability

  • Individualized Nutrition Management System

    We implement nutrition management tools that allow for personalized attention based on health status and preferences.

  • Development of mobile apps

    We provide a mechanism for clients and facility staff to review and provide feedback on nutritional information.

Realization of smart kitchen

4.Realization of smart kitchen

  • Robotics technology

    We automate cooking operations in the central kitchen to improve efficiency and accuracy.

  • Energy management

    We optimize energy consumption and reduce environmental impact.

Enhancement of digital collaboration and transparency

5.Enhancement of digital collaboration and transparency

  • Block-chain

    We ensure transparency in the food supply chain and improve safety and reliability.

  • Digital collaboration with related institutions

    We share information and facilitate collaboration with medical and social service institutions.

04Structure and Organization

  • Launching a<br>company-wide<br>project
    01

    Launching a
    company-wide
    project

    In order to ensure planned and company-wide promotion, we are preparing to establish a company-wide DX promotion organization.
    The establishment of this organization is expected to create synergies that go beyond headquarters, potentially expanding the scale of DX promotion and providing additional benefits such as making more effective use of employees.

  • Securing<br>digital<br>talent
    02

    Securing
    digital
    talent

    Starting in 2023, we will launch a recruitment team specializing in engineers to secure talent. At the same time, we will also work to promote increased engagement among in-house engineers and further improvements to flexible working styles.

  • Developing<br>digital<br>talent
    03

    Developing
    digital
    talent

    Using AI-powered data analysis, the company proposes menus based on users' health conditions and preferences, optimizing nutritional value and reducing food waste, delivering the joy of eating.

05Environmental Improvement

  • Development of core systems

    We have developed our own core system (Narikoma Cloud) that handles production, sales, and management. In order to respond to the diversity of food produced due to regional differences and customer needs, we are able to produce a wide variety of products, which is difficult to achieve with a central kitchen system. We are working to improve the UI/UX and further enhance functionality, with a revision scheduled for February 2024. Going forward, we will strengthen data integration with hospital management systems, electronic medical records, and nutrition management systems.

    Development of core systems

  • Diversifying talent acquisition

    In order to expand our business and promote digital transformation, we will strengthen our acceptance of international students and foreign engineers, creating an inclusive work environment. We will also improve our personnel system to attract more diverse talent.

    Diversifying talent acquisition

06Performance indicators

  • Promoting digital
    transformation in customer kitchens

    We have developed our own core system (Narikoma Cloud) that handles production, sales, and management. In order to respond to the diversity of food produced due to regional differences and customer needs, we are able to produce a wide variety of products, which is difficult to achieve with a central kitchen system. We are working to improve the UI/UX and further enhance functionality, with a revision scheduled for February 2024. Going forward, we will strengthen data integration with hospital management systems, electronic medical records, and nutrition management systems.

    Promoting digital <br class="sp">transformation in customer kitchens

  • Production System

    In terms of production, we will expand our capacity from the current approximately 420,000 meals (as of September 2024) to approximately 600,000 meals in fiscal 2028 by adding bases and improving productivity.

    Production System

  • Creating business digital talent

    Through in-house human resource development and external talent acquisition, we will increase the proportion of business digital talent (IT engineers and talent who can promote digitalization across the entire company while utilizing their business knowledge) to more than 50% of all employees by 2028.

    Creating business digital talent

07Security measures

SECURITY ACTION

Actions to enhance information security

We have declared “SECURITY ACTION” (two stars) and are acting to enhance information security.
On the soft face, we are promoting information literacy education, focusing on security engineers who can appropriately utilize cutting-edge technologies such as AI. On the hard face, we have a robust data center, backup system, and 24-hour surveillance (SOC) to prepare for disasters and cyber-attacks on the medical and welfare sectors to ensure safe and sustainable business operations.