Svein BredahlManaging DirectorAker Engineering
Aker Engineering
We entered into cooperation with IMPAC in order to develop a more efficient organization, especially through improved first line management and supervision. Special attention has been given to our staff functions and the resource allocation and planning in our engineering disciplines.
Throughout the project we have developed new and improved systems and practices for day-to-day planning and follow-up, and our supervisors have been trained to support this in the future.
Further, we have taken an important step forward in the quality of personnel planning. We have also developed methods for initiating preventing actions to avoid extensive ad hoc work.
Thomas PerkioDirector Production and LogisticsSwedish Meats
Swedish Meats
A new management system has been developed and installed, and non-value adding has been scrapped. We also reorganized maintenance department putting maintenance direct into the Production area. We have achieved significant results, and I would like to highlight a few:
- Internal performance improved by 13%
- External resources reduced by 10%
- Significant reduction of overtime hours.”
Carlos DomingoManaging Director ABB Metron, S.A.ABB
ABB
Project has been centered on the development and implementation of an effective Management System through which we have achieved noticeable improvements in the performance of our sales force. Furthermore, IMPAC has shown that they not only can improve productivity in production areas, but they also can develop management systems applicable to commercial administrative areas.
We have observed a positive change of attitude in everything that refers to process & control.
Dr. Xiao Ping PuGeneral Manager, Dätwyler Cables & Systems ShanghaiDätwyler Cables (China)
Dätwyler Cables (China)
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 20%, decrease changeover time of Jacketing line by roughly 30%, and create behavior of our Management to act proactively and take better control of the organization.
Olga BogomolovaExecutive Director, ZAO “Apteki 36,6”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.
Anton ParkanskyGeneral DirectorVeropharm, OAO
Veropharm, OAO
To achieve the goals of the project it was necessary to make changes in the way our managers, supervisors and production staff thought about their roles in our operations.
Changes in behaviour and newly implemented management systems allowed for achieving the goals determined at the beginning of the project:
- Productivity increased in all departments by 9% to 30%
- Overtime hours consumption was reduced by 8% to 10%
- The throughput on the 10g ampoule line increase by 40%
Reporting systems was improved in a way that all variances and arising problems are immediately identified and corrective actions are taken.
Olof EkelundManaging DirectorVARTA Batteri AB
VARTA Batteri AB
The need to increase our productivity and to reach shorter and safer delivery time led to a corporation with IMPAC.
The project has now been completed and the results have loved up to our expectations. New routines have been established, the connected training has given a clear change in attitudes.
Jan LamserMember of the Board Senior Executive OfficerCSOB
CSOB
I can say that we have achieved the targets laid down at the beginning of the project: installation of the management systems and identified operational productivity increase of 30%. I appreciate the hard work and perseverance demonstrated by your staff. They met stiff skepticism from our Finance staff, most of whom were never before exposed to appropriate management systems during their careers.
The installation of new management systems, and a new attitude towards effective management could not have been achieved without your professional assistance.
Dean R. IacopettiSr. Vice PresidentMattel Indonesia, Pt.
Mattel Indonesia, Pt.
The savings achieved on the project equal to IMPAC’s original estimate, and three times of the cost of the project.
The results are outstanding. Efficiency has improved to 75%, resin waste has fallen by 66%, and daily schedule adherence is up. We now have more capacity, without an expansion.
Johannes MüllerExecutive Vice PresidentDätwyler Cables
Dätwyler Cables
After having accomplished so far six other projects with IMPAC, we decided to conduct a comprehensive Training Programme with the help of IMPAC.
The training programme focused on “Best in Class”-principles and behavior, containing training on systems and leadership, planning and role responsibility, as well as compliance and cooperation.
Furthermore we were able to design new management goals for our Foreman and Area Manager in order to future increase the results of the previous projects; resulting effectively in an ROI of 210%, and to make our people ready for future challenges.