President DirectorGatra Mapan, Pt.
Gatra Mapan, Pt.
In a short period of time, IMPAC team has found improvement opportunities that provide savings potential through the increase in productivity, with main focus in behavior change and control mechanism.
The following are the improvement achieved, even before completion of project :
- Increase in output by 32%
- Reduction in overtime by 10%
- Reduction in rework by 20%
- Reduction in dead” stock by 27%
This is a blessing. We are greatful with the achievement.
Chief Financial OfficerDunaferr
We invited IMPAC to help us to improve the business processes in the accounting department, taking into consideration the following goals:
- to optimize the internal business processes of accounting department of Dunaferr
- to explore the possibilities of SAP system so that it could be used to the maximum possible extent in the new optimized process
- to determine the necessary headcount with the installation of a management system
- to bring beforehand the month-end closing period
As a result of the review and optimized and integrated activities, with the full agreement of the supervisory and middle management, in case of the daughter companies, more than 60% headcount reduction has been identified.
As the result of the Business Process Reengineering activity, additional 13% headcount reduction potential has been identified. The business process reengineering steps contain SAP modification, organization improvement and several other implemented management tools.
Managing DirectorKarn Corn Co., Ltd.
Karn Corn Co., Ltd.
With the support and guidance by IMPAC, we were established our company goals and expectations, and rolled it down to all management levels. The improved management system helped supervisors to control operations at the point of execution. Furthermore, the installed controls made our people more aware of the cost implications of lost time, rejects and scrap, thus making them proactive in addressing such problems.
The financial benefits generated during the program were impressive. We got back a return on investment 325%.
DirectorAu Bon Marche
Au Bon Marche
At the start of the project we formulated the following objectives:
- To halt the decline in sales
- To reduce costs
- To change the behaviour of management staff
By implementing the measures of the project together, we have managed to halt the decline in sales of the past 7 years. A sustainable reduction of staff costs was also achieved. The annualized improvements realized a ROI of 1:9:4 related to the investment in the project. The operative improvements, which were realized over the period of the project, amounted to 3.7 times of the project investment.
I particularly appreciate the fact that it was possible to react in a flexible manner to any day-today developments and that project groups were put in place at short notice which addressed
- The optimisation of logistics
- The optimisation of personnel development planning and a reduction of the personnel costs
- The optimisation of marketing activities
- Sales training programmes for approx. 1000 sales assistants
The new management system has resulted in the implementation of structured work practices in the branches and an improvement in the quality of our presentation at points of sale. This was an important contribution to the positive development of our sales figures.
Managing DirectorVanda Factory Co., Ltd.
Vanda Factory Co., Ltd.
The installed controls made our people more aware of the cost implications of lost time, rejects, rework and scrap, thus making them proactive in addressing such problems. Reporting system gives managers and supervisors a cohesive picture of the organization’s performance on a regular basis and enables them to immediately identify, quantify and control variances.
The ACCESS workshop sessions have aided our executives, managers, and supervisors to realize their roles and responsibilities in the management chain. The one-on –one coaching sessions have helped a lot in transforming theories and concepts to practical on the job application.
Your very professional and dedicated team members truly worked hard to educate the Coordinators to be our next change agent. The Coordinators are now in charge to implement continuous improvement in various areas in the organization.
We are now reaping the fruits of the IMPAC 10000 program. The financial benefits generated during the program were impressive. We got back a return on investment of 369%.
Managing DirectorVita Food Co., Ltd.
Vita Food Co., Ltd.
In the beginning, many in the company questioned if the magnitude of return as a result of the project could really be big enough to justify such an investment of over 30 million baht.
However, my intentions had been only to improve the overall performance of our operations through behavior change of the employees and to realize a break-even situation between fees paid to IMPAC and annualized savings in operational costs at the end of the project.
We are now reaping the fruits of the IMPAC 10000 program. The financial benefits generated during the program were impressive. We have saved 137% more than was originally projected. More significantly we got back a return on investment of 332%.
Executive Director, ZAO “Apteki 36,6”Apteki 36,6
We are the largest pharmaceutical chain shops in Russia. After almost seven years we have in Moscow Region more than 100shops-large, medium and small.
Our project covered two major areas- operational and coaching. Operational part is very important as together with Impac team we invented new management system with its own tools which is necessary to manage such an amount of stores.
From tactical point of view Impac team led us with professional trainings which completed the operational part. After workshops-people found out new face of their positions and now work with the system and feel responsible for it. They are now one team that works for one company to reach common goal.
I have to mention also that average weekly additional profit that fluctuates in between 15 000- 20 000 USD is not all we reached after project. For me more important and valuable is change which I can see in people’s behavioiur. It is priceless and worth each proce.
Managing Director Siemens Measurement LimitedSIEMENS
What do we feel IMPAC have achieved? In terms of meeting the objectives we could summarise as below:
- Improved visibility of projects
- Improved forecasting, planning and follow up of work
- Improved prioritization
- Development of cultural change
- Improved communication between departments
- Improved teamwork
- Improved accountability of staff
ChairmanThe First National Glassware, Pt.
The First National Glassware, Pt.
At the completion of PT FNG –IMPAC Program, the following are the achievement attained.
1. The biggest achievement is the change in the thinking, awareness and responsibility in all level of management from executive, mid management until Group Leader.
2. Tremendous improvement in inter department communication, in which improve overall management performance to overcome barriers & problems.
3. Increase Yield of Glass Production from ave. 76.26 INTO ave. 80.20%
4. Reduce Waste
5. Reduce Downtime
6. Reduction of overtime
7. Cum Savings until week 40 which has exceeded the investment fee (192%)”
Executive Vice PresidentDätwyler Cables
As a result of the work during this period with the management team as well the supervisors on the floor and installing new management systems we have, together with the IMPAC team, managed to get up productivity of our machines by roughly 15%,and the productivity of our employees up by 50% in some cases. In relation to the financial results in project week 26, – 4 weeks before competition of the project- I can say we have reached 150% of the savings IMPAC promised to us after the analysis they performed at our company.