Reforming Project Execution and Strengthening Quality, Schedule and Cost Management
First written in FY2016. 9 of 14 entries say "Advanced", first in FY2017. Latest entry: FY2026.
25 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「We are working to improve planning accuracy and strengthen our ability to respond to project risks by combining our internally developed schedule optimization system, “EffiMateTM,” with 4D simulation and resource assessment. In addition, through the implementation of AWP, we are advancing the visualization and efficiency of engineering, procurement and construction schedules.」
In addition to AWP, the company is putting into practice schedule and risk management that combines EffiMateTM, 4D simulation and resource assessment. - FY2025AdvancedAnnual report
「In addition, following efforts in 2024 to implement AWP (Advanced Work Packaging), which our company considers important, its application in the EPC field has expanded to 12 projects, and the visualization and increased efficiency of schedules through digital transformation are making a significant contribution to improved profitability.」
The company explains that the application of AWP to actual projects expanded to 12 projects in 2024, and that schedule visualization and efficiency improvements contributed to higher profitability. - FY2024AdvancedAnnual report
「As part of the digital transformation of on-site operations, the number of tools for welding management and quality management has now reached 12, and we are continuing to improve them through use on actual jobs.」
On-site welding and quality management tools increased from 11 in the previous fiscal year to 12, with use on actual projects and continuous improvement under way. - FY2023AdvancedAnnual report
「As part of the digital transformation of on-site operations, we have completed the development of a total of 11 tools, including a welding management system and a quality management system, and are making further improvements through their use on actual jobs.」
For construction and quality management, development of a total of 11 tools, including welding and quality management tools, has been completed and the tools have moved into the operational stage on actual projects. Execution reform through the digitalization of quality, schedule and cost management is taking concrete shape. - FY2020-Q3AdvancedAnnual report
「Regarding the ethylene production facility project for the United States, the detailed inspection of the piping leak detected in mid-September 2019 has been completed, and preparations are under way for the start of production and handover.」
For the ethylene production facility project for the United States, the detailed inspection of the piping leak has been completed and the project has moved into the preparation stage for the start of production and handover. - FY2020-Q2WorsenedAnnual report
「Regarding the ethylene production facility project for the United States, a piping leak was detected in mid-September this year toward the end of commissioning. We are conducting a detailed inspection of the piping and preparing for the start of production.」
Although the ethylene production facility for the United States had progressed to the latter stages of commissioning, a piping leak was detected, requiring a detailed piping inspection and preparations for the start of production. A new issue has in fact arisen in quality and execution management. - FY2019AdvancedAnnual report
「Construction has now been completed and commissioning has begun, with completion and handover scheduled during the first half of fiscal 2019.」
The ethylene production facility project for the United States has reached the stage at which construction is complete and commissioning has begun, with completion and handover scheduled during the first half of fiscal 2019. - FY2018AdvancedAnnual report
「To restore and accelerate construction progress by increasing mobilization capacity and improving productivity, we newly engaged 2 construction contractors and transferred approximately 50% of the remaining construction work. We also strengthened the on-site structure so that our company and the contractors could operate more cohesively and respond in a timely manner.」
For the ethylene production facility project for the United States, the company implemented a specific change to the execution structure by newly engaging 2 construction contractors and transferring approximately 50% of the remaining construction work. - FY2018-Q3RestatedAnnual report
「Going forward, we will review the construction management frameworks of our company and the construction contractors, strengthen construction management and improve productivity, and focus on meeting delivery deadlines and minimizing expenditures while maintaining safety and quality.」
Following losses and delays on the ethylene production facility project for the United States, the company reconfirms its previous execution-reform measures of reviewing the construction management framework, strengthening management and improving productivity. - FY2017AdvancedAnnual report
「In response, we increased our personnel and strengthened the management framework for quality control and construction-work efficiency. As a result, as of the end of March this year, construction overall was progressing in line with the revised plan, and we will further strengthen and rigorously implement these measures ahead of the full-scale start of construction this summer.」
For the project for the United States, the company increased personnel and strengthened its management framework for quality and construction-work efficiency, and states that progress was in line with the revised plan as of the end of March. - FY2017-Q3RestatedAnnual report
「In response to these loss costs, we will work across the entire company to identify and address their root causes at an early stage, while implementing fundamental measures such as anticipating risks, structural reform and rigorous quality control to reduce the occurrence of the underlying problems themselves.」
Following the losses incurred on the ethylene production facility for the United States, the company has reiterated root-cause analysis, risk anticipation, structural reform and quality control as fundamental measures. No specific completion track record or numerical targets are presented. - FY2016First statedAnnual report
「During the project execution phase, we will strengthen our quality management framework, including vendors, and ensure rigorous quality control. At the same time, we will make integrated operations with our Group operating bases more visible, expand the framework for identifying and addressing issues at an early stage, work to prevent schedule delays and losses, and seek to improve profitability.」
The company plans to prevent delays and losses through quality control, greater visibility across operating bases, and early response.