Wiktor KurasiakManaging DirectorNESTLE (Goplana S.A.)
NESTLE (Goplana S.A.)
The installed Energy and Production new systems, as well as reinforcement training program have brought many positive changes in the factory, outlined hereinafter:
- The new heating control system helped us to reduce local consumption due to the reduction of losses and increased efficiency of system consumption.
- The new electricity control system.
- The improvements have brought the 10% rework reduction and more efficient follow up on production process.
- We have increased production norms and reduced the direct workload in the production area, which allowed us to slash the production costs.
- The training sessions for middle management and supervisors have already benefit with the positive behaviour change and expanded managing skills.
Yoshiharu KurodaPresident Director Pt. Sharp Semiconductor IndonesiaSHARP
SHARP
As Japanese, what IMPAC did for the last 10 months during the project, is the most basic things to do but despite the method we had before the project, if Japanese implemented the project it will not as we don’t understand the mindset and behavior of the local people. And after 10 months of the project, I can see that this project has become successful, and in this 10 months, the change on working attitude is happening among leader and group leader. I also see operators working faster than before.
IMPAC has opened a hole in the big wall which is barrier to change, and IMPAC has prepared system and coordinators (people) to demolish the wall.
I will recommend IMPAC to other companies to experience the benefits which I had and will continue to gain.
Lim Keng HockChairmanBCM Electronics Corporation Sdn. Bhd.
BCM Electronics Corporation Sdn. Bhd.
The new management system that was installed in the manufacturing areas helped the 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, rework and scrap, thus making them more proactive in addressing such problems. Productivity has improved dramatically during the course of the project, from 60% last year to an average of 90% to date.
Daniel BoajeOperation ManagerMcDonald’s Romania
McDonald’s Romania
I can evaluate the project from 2 perspectives. From a strict financial point of view the delivered cumulative savings exceed the plan, which was identified during the analysis.
Secondly, I can observe, that my management staff is now better prepared for the process of establishing long- term plans and more effectively able to follow- up in the area of labor control. This set of business like behavior is a serious benefit for us all in the Operations Department.
Mr. J.C. LobbezooManaging DirectorGeytenbeek
Geytenbeek
The IMPAC team, in close cooperation with all the management levels, has exceeded all our expectations.
- 50% increase in quantity of sales proposals processed;
- increase in success rate of all sales proposals processes from 48% to 86%;
- 25% increase in productivity of sales support services;
- 35% reduction in indirect operational costs;
- 27% reduction on the outstanding invoices and improved lead-time
These impressive results have been brought about by extensive system development, training and support by the project team.
The achieved behavioral change resulting from the project will enable Geytenbeek to continuously improve our organization.
Steven Chang, D.B.AChairman and CEOU-tech Media Corporation
U-tech Media Corporation
The yield rate of our production reached 86% in the first few weeks after project started and made a new highest point in the record. We were surprised that correct attitude of supervisor level, managers and augmented control of every production machine can substantially improve the yield rate. This is a new confine that science cannot reach.
Paolo ReginiPresidentePubliambiente S.p.A.
Publiambiente S.p.A.
The work done with the IMPAC experts has involved our managers and supervisors and our planning, assignment, communications and control systems were analyzed and improved.
At the moment we are in the phase of redesigning our mechanical and manual cleaning services, which will lead to a 30% productivity improvement.
Furthermore, our managers and supervisors have been involved in a training programme and I appreciate the fact that they are now prepared and know “their numbers”.
Andre Sukendra AtmadjaDirectorMayora Indah, Pt.
Mayora Indah, Pt.
During the last several months IMPAC did a professional job in interfacing with our employees, in particular our supervisory personnel in the areas of Production, PPIC, Quality Control and Engineering. We feel that your Access Communications program workshops where our supervisory as well as mid-management have learned important skills in supervision. The training given has motivated them to supervise better and IMPAC has given them better capabilities to plan, control and follow-up their area.
We saw the improvement in the production as well as maintenance system, the supervisor’s receptiveness to changes and in incorporating and applying a system to their jobs.
Since we now have the systems and a significant change in attitude and behavior of the team, I am fully confident that we will reach corporate goals.
Laura PaglieriAdministratore DelegatoPaglieri Sell System
Paglieri Sell System
The management systems have been changed, there have been changes in the planning procedures and in the methods of evaluating results.
We achieved good results in the warehouse operations and in labour savings. These results have consolidated and they keep improving.
In 2006 we started another, more difficult, project with IMPAC, with the goal of improving the productivity, and therefore reducing the costs, of the merchandisers organization that refills the supermarkets all over Italy.
We’re achieving very good results and there are signs that show additional improvements.
Ichiro YoshidaManaging Director Brother Industries Technology (M) Sdn. Bhd.Brother
Brother
We are very pleased with the Access Communications Workshop training sessions conducted by IMPAC in the duration of the project. Behavior change is most evident in my supervisors and line leaders. They are now very proactive in taking action to correct variances highlighted by control which have been implemented.
The production lines have seen a reduction in the standard time to produce the same volume of output and through the close follow up by the supervisors and line leaders, they are able to exceed their targets and achieve the goals which had been set.