The Shikoku Bank, Ltd.
Integrated Centralized Administrative Infrastructure Solution

Mr. Okabayashi
With the introduction of the current system, scanners in each department were eliminated, data entry was centralized in one place, most departments were consolidated on one floor, and the layout was drastically changed. Cabinets higher than eye level have been eliminated, allowing for an open and panoramic view of the entire floor. If trouble were to occur somewhere, we can immediately send backup and deal with the situation. This is another benefit of the new system.

Mr. Okabayashi
The time required for sorting forms has been reduced, giving the tax and public finance staff time to perform other tasks and freeing up manpower resources for other foreign exchange operations, etc. During busy periods, the center used to respond by increasing the number of part-timers. However, by bringing in support from other centers, unnecessary personnel can be eliminated, resulting in cost reductions.
In 2012, the total number of employees at the center was 145 (including part-timers), but since then, the number increased to 175 at peak times due to the consolidation of various operations such as Densai-net and My Number. However, the number of employees has now been reduced to 109 through the introduction of this system.
Ms. Kadowaki (regarding procedures for managing due dates of bills)
Bills received from each branch are pre-processed at the bill center to check for any deficiencies, and then loaded into ImageValue, where they are entered and checked for due dates and other requirements at the operations center. After that, the bills are again sent to ImageValue and stored in the vault to be sorted by due date.
Ms. Kiya (regarding the process of managing tax and public money)
As with bills, we check the tax and public money payment forms collected from each branch to make sure there are no deficiencies, and load them into ImageValue. Then, after data entry at the operation center, they are sorted by tax category in ImageValue. After that, the tax payment forms are sent to each branch or to other banks.
Ms. Kunitomo (on the effects of introducing ImageValue)
The recognition rate has improved because the barcodes we used to use have been replaced by QR codes. As a result, the number of unclassifiable physical items has almost disappeared. The time required for manual sorting of physical items that could not be sorted by machine has been greatly reduced. The elimination of manual work has dramatically reduced the amount of time required for operations. The fact that the number of employees can be reduced to a minimum is also a big advantage. I feel that the work efficiency has improved due to the reduction of time and effort.
Mr. Okabayashi (on skill development of staff)
Operators are concentrated in one operation center, but originally they were operators of various operations such as bills and transfers. They are naturally capable of performing their original duties, but by concentrating their operations, they are now able to perform other duties, which has improved the efficiency of operations. Part-time workers are only available to assist during busy times, so they are not versatile and cannot perform multiple tasks. By reducing the number of part-timers and line workers, it has become possible to run the entire operation with a small number of staff. At the same time, the centralization of operations has increased the speed and proficiency of operators and reduced operational errors. The rate of errors is only about one out of 1.5 million foreign exchange transactions per year.

The most important and difficult part of the process of improving personnel efficiency is the training of human resources. It took some time for the current number of people and staff to be able to handle everything, but since the same schemes are repeated, it is easier once they start working. Other banks come to visit us, but I tell them that in the end, human resource development is the most important thing.