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‘3S Segment Method’: To protect social infrastructure

Interview - December 13, 2021

A leading manufacturer of plastic products since 1948, Shonan Plastics has developed an innovative method for pipeline rehabilitation. A firm that specializes in plastic molded products, plastic mold design and non-excavation construction methods, Shonan Plastics is dedicated to monozukuri, the spirit of innovation and perfection that’s a core philosophy for Japanese businesses. We spoke with president Takao Kamiyama to get his take on monozukuri and learn more about the company, including about its ‘3S Segment Method’, which involves assembling translucent plastic segments on the pipe’s inside wall and injecting a cement-based filler between the segments and the inner surface.

TAKAO KAMIYAMA, PRESIDENT AND CEO OF SHONAN PLASTICS MFG. CO., LTD.
TAKAO KAMIYAMA | PRESIDENT AND CEO OF SHONAN PLASTICS MFG. CO., LTD.

The Japanese manufacturing spirit or philosophy, known as monozukuri, has traditionally meant seeking product perfection through craftsmanship. Nowadays, however, it involves responding to the ever-evolving demands from customers and providing the market with products and goods needed by society. As a company producing pipes and plastic products, can you tell us what are the advantages of the Japanese monozukuri?

I think the essence of manufacturing in Japan is "to produce what is needed by customers and society with high quality." As an example, a well-known Japanese automobile company was founded in the 1930s and 1940s. On the other hand, overseas automobile companies such as General Motors, Chrysler, and Rolls-Royce were established ahead of most Japanese companies. Therefore, Japanese automobile companies were forced to catch up in all respects because they were behind these overseas companies in terms of technology and sales. That is why Japanese companies pursued high quality, which is their specialty, and succeeded only because they were able to achieve it.

My father, our founder, foresaw the potential demand for plastics after the war and started the plastics business in 1948. Since then, we have been designing and manufacturing plastic parts for electrical, mechanical, automobile-related equipment, etc. Based on these basic technologies, we focused on the renewal of pipelines, such as sewer pipes in the aging social infrastructure, and decided to enter the construction industry in the late 1980s. Currently, we mainly provide renewal materials and related technologies necessary for renewal of aging sewer pipes. Road excavations are generally required to renew dilapidated drains. In this case, the work zone becomes large and the construction period becomes long, which causes adverse effects such as long-term traffic congestion. In order to solve this problem, we have non-cutting method technology that can minimize the above influence.

 

While the population of big cities like Tokyo and Osaka is increasing, Japan is an ageing population. As a company contributing to the construction industry, what are the needs that Japan currently has in terms of infrastructure, and what needs to be done there?

I think that the problem of labour shortage will be the biggest issue in the construction industry in the future. In order to overcome this, it is necessary to urgently develop a system that can be constructed by a smaller number of people. In particular, to minimize the restrictions on the transportation network due to construction, it is necessary to develop a method that shortens the construction period even further than our current method. In addition, when renewing pipelines, we believe that it is necessary to develop a renewal method that allows the use of a wide range of IT technologies that utilize pipelines.

 

Shonan Plastic has three main product divisions: “plastic moulded products,” “mould design,” and “non-excavation construction methods.”  Which of these three businesses are you focusing on? Which business has the most potential internationally?

At our company, all businesses are balanced, but the 3S segment construction method has the greatest potential for growth internationally in the future, and it is also the construction method that we are putting the most effort into. The reason is that we have hundreds of international patent applications in the pipeline renewal department. Along with this, the 3S segment construction method has gained international recognition. If it becomes possible to deal in each country, it will lead to business in the plastic manufacturing industry.  

 

Despite the coronavirus outbreak, construction in Asia is expected to boom and Shonan Plastics has factories or sales offices in Thailand, China and South Korea. Which countries are you looking to focus on in the future?

Now that I have taken a break from the corona pandemic, I would like to set my sights on Southeast Asia and the United States. For example, in South Korea, we are looking for a partner who can build a relationship of trust with us. If the partnership doesn't work, we're also considering setting up offices in each region.



Your company utilizes the latest technologies in the installation of pipes and cameras for pipe inspection.  Can you tell us about your use of robotics and Industry 4.0 technologies?

At our company, efforts for digital transformation are positioned as an important theme. We are in the process of discussing in-house what we will change from now on, or whether we will proceed with the reform. As an example, if we can utilize ICT technology and incorporate it into construction sites, we believe that it can be applied to maintenance in pipelines.

Regarding Industry 4.0, I cannot give specific details on trade secrets, but I am gradually starting to apply it to machine tools.

 

To develop such products, you will have to engage in Research and Development. Can you talk to us about your company's R&D efforts?

I cannot give a specific answer, but to give you an example, we will provide in-house digital transformation education, develop construction materials that can be used at product manufacturing and construction sites, and develop new construction systems.

 

Your business initially started with moulding plastic products and designs, and then supplying plastic parts to the construction industry. What is the synergy between the old-fashioned business of making small plastic parts and the new business for the construction industry?

The construction industry and the plastic manufacturing industry are completely different. The first is that the work style is completely different. The construction industry usually does field work on Saturdays, but the plastics manufacturing industry is usually closed on Saturdays. Second, because we were a plastic manufacturing company focusing on industrial parts, we were unfamiliar with manufacturing construction materials with relatively rough accuracy. To overcome these points, I had to put a lot of effort into thinking about directing the same vector to all employees, but in the end it went well, and new construction material ideas and patents were born one after another.

 

Could you briefly summarize the competitive advantage of the 3S pipe renewal method? What’s the key needs that you are trying to meet in creating this product?

First, because it is plastic, and it is lightweight. Secondly, unlike other similar products, the color of the product is translucent, so you can see how the mortar and cement are being injected during construction and the condition after injection. As a side note, "3S" is an acronym for see-through, simple, and shining. Thirdly, since this product does not require large-scale equipment during construction, the number of trucks will be reduced. Therefore, it also has the feature of being environmentally friendly. Fourth, the construction period is half that of conventional excavation. With this, the 3S segment construction method is very environmentally friendly.

 

This product is clearly going to play a big role in your company's midterm strategy moving forward. What is the strategy to increase its sales overseas?

Our midterm strategy is to focus on the US and Southeast Asian markets first. Currently, we are in the process of developing a strategy to sell our products in these countries. In addition, in order to increase overseas sales volume, I think it is necessary to formulate a mid-term strategy to achieve that goal.

 

Are you looking to open foreign offices or another factory? Would you be interested in joint ventures or M&As?

The expansion of overseas offices is an issue for future study and is currently suspended due to coronavirus. I am interested in joint ventures and M&A, so I would like to think positively and carefully in the future.

 

If we come back in five years and do this interview all over again, what achievements would you like to have accomplished for the company by then?

Whether I'm around or not, maybe the company will be taken over by the third generation. Also, if I was interviewed again, I would be very happy to show you that the company has grown many times in all respects since that time.

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