HOTEL
CLEANING at Higashi-Ginza, Tokyo
1,050 - 1,100 yen/hour! (IDR Rp 135-142ribu/jam)
Little Japanese! Both MEN - WOMEN!
10:00 - 15:30 (FIXED) 3 days/week!
1,050 - 1,100 yen/hour! (IDR Rp 135-142ribu/jam)
Little Japanese! Both MEN - WOMEN!
10:00 - 15:30 (FIXED) 3 days/week!
cocoro. Inc.
Jobs Vacancy Hotel Cleaning Staff
in Tokyo
N4 or Basic Conversation
Wages
1,050 ~ 1,100 yen/hour
Nearest Station
5 minute walk from Higashiginza
Job detail
Job Category
Cleaning
Job Description
You are responsible for the following tasks
・Clean hotels
-More info-
・Mondays thru Fridays (those who can work on Thursdays and Fridays preferred!)
・1-month training period: 1,050 yen/hour
・Clean hotels
-More info-
・Mondays thru Fridays (those who can work on Thursdays and Fridays preferred!)
・1-month training period: 1,050 yen/hour
Why work with us (Benefits/Other Advantages)
- Commuting by car
OK
More Info
Working hours
Shift work between
- 10:00 am - 03:30
pm
Minimum Working hours per week
More than 5 hours/day, 3 days/week
Requirements
Resume/CV needed
Minimum Japanese Skill
N4 or Basic Conversation
Visa
- Dependent
- Student
- Designated
Activities
- Permanent Resident
- Spouse or Child of
Japanese Nationals
- Spouse or Child of
Permanent Resident
- Long-term Resident
- Designated
Activities(Refugee)
- Designated
Activities(Working Holiday)
- Designated
Activities(Job-Hunting Activities after Graduation)
- Designated
Activities(Others)
Transportation expenses
You will be told at the
interview.
Company
Name
cocoro. Inc.
Address
Work location
Somerset Ginza East, 4-1-12, Tsukiji, Chuo-ku, Tokyo
5 minute walk from Higashiginza
Cocoro,
Inc
Phone: (865) 748-0947
- Name: Seisuke Fukuoka
Job Title: Principal
·
Representing the future and hope of the restaurant industry
·
Mr. Kazuhiro Watanabe, President of Cocoro Inc.
Kazuhiro Watanabe: Born in Hiroshima in 1975. Graduated from Hiroshima Shudo Senior High-school, entered Faculty of Science and Engineering, Waseda University. Went to Canada in March 1997 and studied at Pacific Gateway International College (Canada) for one year and gained 810 TOEIC score points. Graduated from Waseda University in March 1999, worked for Oracle Japan (a listed company of First Section of Tokyo Stock Exchange) until July 2006. Founded Cocoro Inc. in Aug. 2007.
Kazuhiro Watanabe: Born in Hiroshima in 1975. Graduated from Hiroshima Shudo Senior High-school, entered Faculty of Science and Engineering, Waseda University. Went to Canada in March 1997 and studied at Pacific Gateway International College (Canada) for one year and gained 810 TOEIC score points. Graduated from Waseda University in March 1999, worked for Oracle Japan (a listed company of First Section of Tokyo Stock Exchange) until July 2006. Founded Cocoro Inc. in Aug. 2007.
― Would you introduce
yourself?
I was born in Hiroshima Prefecture. After I graduated from high school, I came to Tokyo to study at School of Science & Engineering, Waseda University. I met the current vice-president of the company (Mr. Mitsuaki Sato) at a class in a course of the department.
As soon as I enterd the university, I worked part time at a Hiroshima-style okonomiyaki pub in Iidabashi, Tokyo, which was operated by one of my friends who was a graduate of my high-school and university. I could learn the basics of operation of a restaurant.
I was born in Hiroshima Prefecture. After I graduated from high school, I came to Tokyo to study at School of Science & Engineering, Waseda University. I met the current vice-president of the company (Mr. Mitsuaki Sato) at a class in a course of the department.
As soon as I enterd the university, I worked part time at a Hiroshima-style okonomiyaki pub in Iidabashi, Tokyo, which was operated by one of my friends who was a graduate of my high-school and university. I could learn the basics of operation of a restaurant.
― After you graduated
from the university, you joined Oracle Japan.
I joined them as a new graduate and worked there for seven and a half years. When I graduated from the university, Google, and then Yahoo and Rakuten started their services in Japan. That year can be said as the eve of the Internet revolution. One year before the year, I took a one-year leave from the university to study in Vancouver, Canada. I had a trip to West Coast, the U.S., during which I had the opportunity to see the atmosphere in which many venture businesses took place or view Japan from the outside.
I joined them as a new graduate and worked there for seven and a half years. When I graduated from the university, Google, and then Yahoo and Rakuten started their services in Japan. That year can be said as the eve of the Internet revolution. One year before the year, I took a one-year leave from the university to study in Vancouver, Canada. I had a trip to West Coast, the U.S., during which I had the opportunity to see the atmosphere in which many venture businesses took place or view Japan from the outside.
― What made you enter
the restaurant business?
I engaged in IT or system services for business customers at Oracle Japan. However, some doubts took over me: “Does my work make someone happy or smile?; should I continue this work throughout my entire life although I receive good incentive and reword when I achieve a result on my job? I quit the job, and worked part time at restaurants for one year and then a fish store in a supermarket where I learned how to cut/clean fish, which formed my basis for starting my own business.
I opened my first restaurant in August 2007, but until then I had registered a company in June 2004. My partner, Sato and I had operated Internet shopping sites only on weekends but a continuous basis and received orders for creation of homepages. Both of us experienced jobs in restaurants as part-time workers when we were students. At that time, we thought the jobs in restaurants were tough. However, we also found something new and satisfactory because we could directly serve our customers, provide dishes that we made on site and then they paid for our services and gave feedback with compliments like “That was a nice meal.”
I engaged in IT or system services for business customers at Oracle Japan. However, some doubts took over me: “Does my work make someone happy or smile?; should I continue this work throughout my entire life although I receive good incentive and reword when I achieve a result on my job? I quit the job, and worked part time at restaurants for one year and then a fish store in a supermarket where I learned how to cut/clean fish, which formed my basis for starting my own business.
I opened my first restaurant in August 2007, but until then I had registered a company in June 2004. My partner, Sato and I had operated Internet shopping sites only on weekends but a continuous basis and received orders for creation of homepages. Both of us experienced jobs in restaurants as part-time workers when we were students. At that time, we thought the jobs in restaurants were tough. However, we also found something new and satisfactory because we could directly serve our customers, provide dishes that we made on site and then they paid for our services and gave feedback with compliments like “That was a nice meal.”
― People say that the
restaurant business is very competitive. What made you venture into the
industry?
One of advantages of this job is the “size of the market” which was about 24 to 25 trillion yen in the entire industry. This ranked the 6th in all Japanese industry categories. I checked the companies that positioned in higher ranks in terms of sales and found that the company that ranked the first in sales at that time was Macdonald that showed about 300 to 400 billion yen, which, at present, is Zensho Group whose sales are about 400 to 500 million yen. I was surprised to know that there were no companies whose sales reached one trillion yen in spite of such a large market worth 25 trillion yen.
It is said that there are 670,000 restaurants in Japan, 90% of which is accounted for by proprietary businesses and small-and-medium operators. Thus, it can be said that what made us enter the industry was our confidence. We believed we had higher business skills, including communication and presentation skills, or better business mind than our competitors who had just engaged in restaurant business. Our business careers were different from those of the competitors, which, we thought, could work as strength.
One of advantages of this job is the “size of the market” which was about 24 to 25 trillion yen in the entire industry. This ranked the 6th in all Japanese industry categories. I checked the companies that positioned in higher ranks in terms of sales and found that the company that ranked the first in sales at that time was Macdonald that showed about 300 to 400 billion yen, which, at present, is Zensho Group whose sales are about 400 to 500 million yen. I was surprised to know that there were no companies whose sales reached one trillion yen in spite of such a large market worth 25 trillion yen.
It is said that there are 670,000 restaurants in Japan, 90% of which is accounted for by proprietary businesses and small-and-medium operators. Thus, it can be said that what made us enter the industry was our confidence. We believed we had higher business skills, including communication and presentation skills, or better business mind than our competitors who had just engaged in restaurant business. Our business careers were different from those of the competitors, which, we thought, could work as strength.
― Then, you opened your first restaurant in 2007. How
many and what kinds of restaurants do you have right now?
Exactly 20 restaurants. We have rapidly increased our brands in June and July this year. Until now, we positioned “Tenku” as our main brand and outsourced the management and operation of “Tajimaya” shabushabu restaurant. We have launched new brand restaurants and acquired a company, Shizuoka Kihachiro, which added small changes to our operation.
We experienced hardships for the first three years of the foundation. First, we opened and closed a Hiroshima-style okonomiyaki/teppanyaki pub. Second, we opened “Tenku” in Yurakucho. The third restaurant was a pub that served Jidori (local-specific chicken). We were forced to close these restaurants and bumped into a wall. Then, we realized what we had been doing was not a strategic multi-restaurant operation but just the increase in the number of restaurants according to our preferences. We seriously studied business and learned that it was important for us to think much of “choice and concentration” and we decided that we would concentrate our resources on one brand until the company grew to a certain level. We also decided to establish the head office, thereby, we would do the business using the established method.
Exactly 20 restaurants. We have rapidly increased our brands in June and July this year. Until now, we positioned “Tenku” as our main brand and outsourced the management and operation of “Tajimaya” shabushabu restaurant. We have launched new brand restaurants and acquired a company, Shizuoka Kihachiro, which added small changes to our operation.
We experienced hardships for the first three years of the foundation. First, we opened and closed a Hiroshima-style okonomiyaki/teppanyaki pub. Second, we opened “Tenku” in Yurakucho. The third restaurant was a pub that served Jidori (local-specific chicken). We were forced to close these restaurants and bumped into a wall. Then, we realized what we had been doing was not a strategic multi-restaurant operation but just the increase in the number of restaurants according to our preferences. We seriously studied business and learned that it was important for us to think much of “choice and concentration” and we decided that we would concentrate our resources on one brand until the company grew to a certain level. We also decided to establish the head office, thereby, we would do the business using the established method.
― Did you come up with the idea to introduce IT into the
restaurant business at that time?
We came to seriously consider the introduction of IT in spring 2014, when we just opened the first restaurant in Shizuoka City. We intended to establish a system to check the current status of our restaurants by introducing an online and paperless system. We went online, starting with supervision and management, such as sales management, attendance record management and staff rotation, at the head office. Then we established a system to receive or place orders through a cloud service so that we could clearly separate things to be made by us from services to be outsourced to outsiders. Originally, we aimed at achieving such online management and operation.
We came to seriously consider the introduction of IT in spring 2014, when we just opened the first restaurant in Shizuoka City. We intended to establish a system to check the current status of our restaurants by introducing an online and paperless system. We went online, starting with supervision and management, such as sales management, attendance record management and staff rotation, at the head office. Then we established a system to receive or place orders through a cloud service so that we could clearly separate things to be made by us from services to be outsourced to outsiders. Originally, we aimed at achieving such online management and operation.
― When the idea is converted into an established system,
you can use it anywhere, namely Shizuoka or Hokkaido, can’ you?
Yes. We can now manage and monitor the state of restaurants located in remote places to some extent, which will improve the quality of our management and supervision.
Yes. We can now manage and monitor the state of restaurants located in remote places to some extent, which will improve the quality of our management and supervision.
Establishing a System for Efficient Operation
― Many restaurants still maintain apprenticeship in some
part, and they don’t want to disclose their sales or profits, do they?
Our company delivers everyday and on-time information on the sales and journals of all the restaurants to all employees’ smart phones to let them share the information and check the current status of the company. This system uses the business concept that ensures that every employee at the site shares and has the responsibility for those figures. In principle, we disclose information as much as possible and ensure that the employees have respective responsibilities. We have been aiming at the success of not a family business but a corporate business.
Our company delivers everyday and on-time information on the sales and journals of all the restaurants to all employees’ smart phones to let them share the information and check the current status of the company. This system uses the business concept that ensures that every employee at the site shares and has the responsibility for those figures. In principle, we disclose information as much as possible and ensure that the employees have respective responsibilities. We have been aiming at the success of not a family business but a corporate business.
― On what do you put special focus in order to increase
customer satisfaction?
That is employee education. At most of all restaurants, they instruct their employees to “learn by watching your superiors” or “learn on the job” but we provide our employees with a training program of a certain period of time. There were limits for us to develop educational contents ourselves, so we outsourced the development to an outside provider and have used the contents for hospitality education for two years. Besides, we hold once a month “Cocoro Juku (mind-set workshop)” to directly deliver our principle to employees.
That is employee education. At most of all restaurants, they instruct their employees to “learn by watching your superiors” or “learn on the job” but we provide our employees with a training program of a certain period of time. There were limits for us to develop educational contents ourselves, so we outsourced the development to an outside provider and have used the contents for hospitality education for two years. Besides, we hold once a month “Cocoro Juku (mind-set workshop)” to directly deliver our principle to employees.
― Do you have any plan to expand your business by
increasing restaurants in the future?
I would like to increase our brands first and then open “ten restaurants for each brand.”
I would like to increase our brands first and then open “ten restaurants for each brand.”
― Is it possible for you to acquire more businesses?
That’s possible. We have acquired the company, because we are interested in providing other restaurant owners with the IT infrastructure that we have created. I have cherished an idea to do business using the IT services that we have developed to make operations more efficient. If we get this business we acquired off the ground, we could provide a package of attractive proposals based on the result.
That’s possible. We have acquired the company, because we are interested in providing other restaurant owners with the IT infrastructure that we have created. I have cherished an idea to do business using the IT services that we have developed to make operations more efficient. If we get this business we acquired off the ground, we could provide a package of attractive proposals based on the result.
― You are facing the declining population and workforce
shortage, so will you employ foreign people in the future?
We have already employed some. Different from manufacturing business, it is difficult for companies in service industries to employ on-the-job training students because it is banned under laws. Some foreigners wish to join us in a formal capacity of university graduates, but actually that is impossible.
At the moment, we have employed part-time workers with cooperation of language schools. Most of them are from Vietnam and Myanmar. We have about 300 part-time workers right now, and 15% of them are foreign students.
We have already employed some. Different from manufacturing business, it is difficult for companies in service industries to employ on-the-job training students because it is banned under laws. Some foreigners wish to join us in a formal capacity of university graduates, but actually that is impossible.
At the moment, we have employed part-time workers with cooperation of language schools. Most of them are from Vietnam and Myanmar. We have about 300 part-time workers right now, and 15% of them are foreign students.
― Even under such circumstances, you have succeeded in
operating restaurants and created a system that allows foreign students to work.
The system could be called “standardization” or work rules. We have “defined” our tasks and divided the kitchen work into some parts. In other words, we have converted a restaurant into a simplified version of a plant. I believe the working condition has been improved.
The system could be called “standardization” or work rules. We have “defined” our tasks and divided the kitchen work into some parts. In other words, we have converted a restaurant into a simplified version of a plant. I believe the working condition has been improved.
― Is the labor shortage in the restaurant industry a
challenge for you, too?
Yes, that is a serious problem. The condition abruptly worsened about two and a half years ago and we became unable to secure part-time workers. Some restaurants downsized their operation. Looking to the future, it is obvious that the decline in working population will accelerate. It is unlikely that the situation would get better. I may take it too seriously, but I have mentioned the problem as a “crisis of the nation” to the employees to gain their understanding. Of course, the employees work with foreign workers will be affected most when we accept them, but we cannot afford to wait Japanese to join us, and if the employees refuse to work with foreigners, we cannot keep the operation of restaurants any longer. I’m telling this to the employees.
In addition to such a basic educational activity, we provide some considerations for foreign employees, for example, addition of hiragana characters beside kanji characters in recipes used in restaurants. Foreign workers have already experienced hard times from lack of communication due to the language barrier. There are many food ingredients that foreign workers cannot recognize as Japanese can do when we mention them. If we talk about, for example, “karashi-mentaiko,” they don’t know what it is and what it looks like because they have never seen or eaten it. So we have prepared a list and some materials containing descriptions and photos of food ingredients.
Yes, that is a serious problem. The condition abruptly worsened about two and a half years ago and we became unable to secure part-time workers. Some restaurants downsized their operation. Looking to the future, it is obvious that the decline in working population will accelerate. It is unlikely that the situation would get better. I may take it too seriously, but I have mentioned the problem as a “crisis of the nation” to the employees to gain their understanding. Of course, the employees work with foreign workers will be affected most when we accept them, but we cannot afford to wait Japanese to join us, and if the employees refuse to work with foreigners, we cannot keep the operation of restaurants any longer. I’m telling this to the employees.
In addition to such a basic educational activity, we provide some considerations for foreign employees, for example, addition of hiragana characters beside kanji characters in recipes used in restaurants. Foreign workers have already experienced hard times from lack of communication due to the language barrier. There are many food ingredients that foreign workers cannot recognize as Japanese can do when we mention them. If we talk about, for example, “karashi-mentaiko,” they don’t know what it is and what it looks like because they have never seen or eaten it. So we have prepared a list and some materials containing descriptions and photos of food ingredients.
― Such steady efforts have improved the working
environment.
We have continued these efforts, and now I know that the toughest time is in the first year. If leaders emerge from among the foreign workers and they act as instructors of their followers, which can result in an autonomous cycle. Now, foreign part-time workers are essential workforce and I don’t know how to operate the restaurants without them.
We have continued these efforts, and now I know that the toughest time is in the first year. If leaders emerge from among the foreign workers and they act as instructors of their followers, which can result in an autonomous cycle. Now, foreign part-time workers are essential workforce and I don’t know how to operate the restaurants without them.
Next dream is simply “listing”!
― What is your future dream?
I just want to list my company. I am serious, and I am determined to make it true. There are no listed companies in the restaurant sector in Shizuoka Prefecture. We have made a platform for the restaurant industry in which we have demonstrated our system to keep a restaurant in the good condition through M & As. We have also established an outsourcing system by which a restaurant can perform payroll calculation and accounting without establishing its own administrating office.
It may be difficult for us by simply operating and increasing restaurants, but if we can propose IT-based platforms, I’m sure that people in the industry and investors will change their evaluation of our businesses.
I just want to list my company. I am serious, and I am determined to make it true. There are no listed companies in the restaurant sector in Shizuoka Prefecture. We have made a platform for the restaurant industry in which we have demonstrated our system to keep a restaurant in the good condition through M & As. We have also established an outsourcing system by which a restaurant can perform payroll calculation and accounting without establishing its own administrating office.
It may be difficult for us by simply operating and increasing restaurants, but if we can propose IT-based platforms, I’m sure that people in the industry and investors will change their evaluation of our businesses.
― In consideration of the future restaurant industry, and
in order to grow your own businesses, the concept as you described earlier will
increase its importance.
Yes, I guess so. I expect these kinds of innovations will continue to take place. But I believe, how much you improve the efficiency using IT, what a customer wants from us is “hospitality provided by a person to another person.” In the future, robots will be used for cooking, and if the recipes accumulated in individual chefs are converted into data and then put into robots, we will be able to quickly serve dishes at the same level as those served by chefs anywhere in the nation. If we can reduce human workload for cooking, we will be able to reduce other tasks than those related to “hospitality,” and then put our focus on the education of services provided to customers.
We would like to eventually try the export of our services based on the “hospitality” spirit as Japanese knowledge while competing on our improved platforms and knowledge obtained in the restaurant industry. I believe the success in export of the hospitality based services means the success in the export of Japanese food culture.
Yes, I guess so. I expect these kinds of innovations will continue to take place. But I believe, how much you improve the efficiency using IT, what a customer wants from us is “hospitality provided by a person to another person.” In the future, robots will be used for cooking, and if the recipes accumulated in individual chefs are converted into data and then put into robots, we will be able to quickly serve dishes at the same level as those served by chefs anywhere in the nation. If we can reduce human workload for cooking, we will be able to reduce other tasks than those related to “hospitality,” and then put our focus on the education of services provided to customers.
We would like to eventually try the export of our services based on the “hospitality” spirit as Japanese knowledge while competing on our improved platforms and knowledge obtained in the restaurant industry. I believe the success in export of the hospitality based services means the success in the export of Japanese food culture.
― Thank you for today’s interview.
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