Consulting Services for Plant Construction Project
Why are consulting services needed?

What are consulting services?

Building a plant requires specialists in planning, finance, design, procurement, construction, operation, maintenance and many other areas. However, plant construction is not work that is done constantly, and that makes it difficult for companies primarily engaged in manufacturing to retain the necessary specialists as their employees; Consequently, manufacturers will normally rely on the services of a company that does employ these specialists.
Responding to the needs of clients, TOYO offers services such as project planning, project management and support for maintenance and operation after completion.
TOYO’s consulting services range from planning in the initial stage to feasibility studies for surveying and assessing the viability of a project from both technical and economic viewpoints. If requested by the client, we also offer project management services after the construction plan is finalized, to manage and supervise design, procurement, construction and test operation. We also provide customer support services for maintenance and operation after completion.

Why are consulting services needed?

Plant construction demands specialists in a range of areas. For instance, TOYO has clients who need to apply international technical standards for the first time, or clients who need to apply the technical standards of a specific country. Responding to these demands requires specialists with expertise in numerous technical standards, and particularly those with experience not only in interpreting the text of these standards, but also their application.
In addition, the needs arise to conclude various contracts when proceeding with a project. A contract with the government, one with a source material supplier, one with a maritime company for transporting the source materials, one with construction workers and many other contracts need to be considered with parties in Japan and abroad. In these cases also, legal specialists are needed who are adept in the respective area of specialty and have experience in negotiations.
In the project implementation stage, a management specialist is also needed who hears progress reports from engineering companies, manufacturers, construction companies and others, while also confirming the progress himself/herself and to provide advice on how to resolve issues, if any, so that the project can be completed by the specified date with the quality requirements satisfied. As the project progresses, there may be vendors who demand additional costs. A specialist in negotiation is also needed, because expert knowledge and experience of legal and technical matters are necessary when dealing with these vendors.

Consulting Services for Plant Construction Project
Method and Flow of Consulting Services

Project planning stage

A potentially infinite variety of consulting methods can be employed in the project planning stage, depending on the client’s situation. Many clients in the government sector already have long-term national development and other plans in place, so sector development plans and cluster development plans are developed based on the long-term plan.
Based on the cluster development plan, the master plan for the project is drafted. Feasibility studies are then undertaken based on the master plan.

TOYO is experienced in cluster development planning and in the subsequent stages. We boast an extensive track record, especially in feasibility studies. We have also conducted numerous feasibility studies for clients in the commercial sector.

Project implementation stage


Master Plan Presentation

Project management technologies are used as the approach for consulting services in the project implementation stage. The areas of project management that TOYO covers are detailed below. TOYO takes full advantage of information technologies in each area, to create an integrated overall management system.

  • Technology Integration
  • Risk Management
  • Schedule Management
  • Cost Management
  • Procurement Management
  • Construction Management
  • Quality Management
  • Proposal Management
  • Integrated Management
  • Organization Management
  • Communication Management
  • Logistics Managemen
  • Contract Management
  • Field Administration Management

Support following project completion

Instructions on plant maintenance and operation after completion of the project are also among the categories of consulting services.
TOYO has experience with some of its clients in providing technical assistance services, in which instructions are provided to maintenance personnel and operators for a certain period following completion of the plant.

Consulting Services for Business Reformation Project
Why are consulting services needed?

What are consulting services?

TOYO offers an array of services for plant owners, including project planning, feasibility studies, project management and support for operation and maintenance. For domestic production and distribution system owners in particular, we also offer support for supply chain optimization that encompasses production planning and distribution network improvement. Another feature of our services for domestic businesses is support to facilitate the retention of technologies within an organization.
While consulting services for plant construction projects involve planning, feasibility studies, project management, and support for operation and maintenance in relation to plant construction, domestic clients usually possess most of these functions for their operations. For this reason, we principally diagnose existing facilities and analyze operation, maintenance, distribution and other tasks, and then prepare facility plans or make proposals for improvement.

Why are consulting services needed?

In Japan, manufacturing and distribution businesses are exposed to fierce competition, reflecting the maturity of the manufactured goods market, increasingly competitive emerging economies, and surging prices of source materials.
For this reason, these businesses have hired outside specialists not only for constructing manufacturing and distribution facilities, but also for tasks that they have conventionally carried out themselves, such as facility planning, operation and maintenance. This is enabling them to concentrate their resources on core business areas to achieve greater competitiveness.
For example, when constructing a production system that is able to respond precisely to demands from the supply chain, it is effective in the facility planning stage to use a production system simulation that assumes diverse market changes.
In general, however, building a simulation model requires expert technologies. Moreover, highly experienced experts are needed to assess differences between the simulation results and actual situations.
Even though facility operation is still largely the province of the plant owner, participation by specialists is also needed when applying state-of-the-art optimization tools. Also, an outsider’s viewpoint is effective when reforming operation tasks, so hiring a specialist in business reforms is desired.
A great deal of maintenance work is outsourced. Companies today seek not only cost savings but also clear maintenance policies. For example, an expert in materials and facility maintenance is needed when preparing a risk-based maintenance plan that applies material technologies.
Even though specialists are needed for preparing even more sophisticated facility plans or for configuring a system for operation and maintenance, plant owners do not need to retain them on an ongoing basis. Rather, these services are being sought on a consulting basis.

Consulting Services for Business Reformation Project
Service List and Case Study

Topics in consulting services

The nature of consulting services varies depending on the area of business that you wish to strengthen. Below is a list of some of the areas in which TOYO has experience.

Supply chain optimization

  • Distribution cost structure analysis
  • Service level analysis
  • Studies for business bases relocation and unification
  • Shipment optimization simulation
  • Outsourced parties appraisal

Facility planning

  • Process value assessment
  • Lot size optimization
  • Production system simulation

Operation task improvement

  • Organizational function analysis
  • Work value analysis
  • Worksite task analysis using images

Maintenance work improvement

  • Causality analysis
  • Safety Integrity Level (SIL) analysis
  • Reliability, Availability and Maintainability (RAM) analysis
  • Reliability-Centered Maintenance (RCM) plan

Support for knowledge management system configuration

  • Knowledge importance appraisal
  • Keyword configuration
  • Practical application of knowledge management

Case study --- Consulting to enhance the manufacturing efficiency of a major domestic chemical company

Routine manufacturing work was categorized based on each function required of the manufacturing divisions, and interviews were carried out to determine the annual number of hours spent on each of the segmented work units. The data was used to clarify the overall image of work load distribution, and then the degree of importance of tasks was evaluated. This is a case in which Value Engineering (VE) of the processing and fabrication industries was applied to the equipment industry. The outcome to be achieved by the manufacturing divisions are quantified in terms of quality (Q), cost (C) and production (D), assuming that the safety functions have been realized. A money value was then assigned in an evaluation of potential losses should the outcomes fail to be achieved.

When the amount of time spent patrolling is halved, for example, a score of 2 is given if this is certain to affect annual production at the plant, 1 is given when the possibility is half and half, and 0 if almost no effect is observed. By multiplying the amount of the loss with the score, the level of effect on production is evaluated. Tasks with a large total value are important because the reduction of time spent on them has significant effects. It would be possible to obtain a consensus that more time should be spent on them, even after reducing the tasks. The priority would be higher for downsizing tasks with a low value evaluation and that currently require significant time. The above method was used to derive the task reduction procedures and each task was studied systematically for a potential reduction. As a result, it was concluded that a task reduction of about 30% is possible with manufacturing divisions of about 700 persons.

Paretian distribution of routine works at worksite

Paretian distribution of routine works at worksite

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