Consulting Services for Business Reformation ProjectService 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 |











