General DirectorChaz OAO
The program encompassed a diverse range of the activities within our organization including all administrative departments (finance, accounting, HR, sales etc) and supportive areas (warehouse, maintenance, transportation). The program also allowed us the opportunity to start thinking about our current organizational structure and the activities towards restructuring it will start soon.
From skeptical start, I am pleased to report that the program has exceeded our expectations not only with regard to what has been achieved to date but the opportunity it has provided us.
The financial benefits generated during the program will provide us with a 2:1 return on our investment and this amount will rise in the future. More significantly is the change in the behaviors of our people.
Clarity if objectives, meaningful measurement of achievement and a proactive approach to daily problems together with improved communications are the major results from the behavioral change of our employees.
Director GeneralTransportes PITIC
Together with the IMPAC team we successfully developed and installed management systems in our Sales and Maintenance Areas and we are finalizing the systems in the systems in the Logistics and Warehouse Areas. Key indicators have been defined that allow us to make better decisions about our business. Since we have multiple locations spread throughout Mexico, the consistency that was established as part of the system important to us.
The Access training was a major support for the systems that were designed and installed in each of the areas.
In addition to the efforts mentioned above, IMPAC has greatly contributed in defining a more efficient organization chart for my company.
Chief of OperationsMcDonald’s Italia
We have increased productivity in the restaurants overall by 21% at the same time increasing sales and achieving 1,5 million euro in annualized savings, that were clearly identified in our P&L reports.
These results have been brought about mainly through implementing better behavior on the floor and improving our planning and communication practice.
The achieved behavioral change and improved communication resulting from the project will enable McDonald’s Italy to continuously improve it organization.
Group Director SouthBritish Rail
Working closely with all levels of management within the ISU, planning and control systems have been developed and implemented. A 4:1 Return on Investment, double your initial proposal has also been achieved. The training sessions conducted by yourselves have had a dramatic effect on the way Supervisors and Managers behave.
I have no doubt that the work carried out here will place us on a very firm footing for the forthcoming privatization of our industry.
Chief Executive OfficerThe First National Glassware, Pt.
The First National Glassware, Pt.
I would like to share with you the progress of 4 quarterly audit visits to follow-up on FNG-IMPAC.
We are pleased to see:
- Our yields keep stable on average 82.34% level, compare with 76.29 before the project and 85.39 at the end of the project.
- Downtime keep on the level of 4,166.07 minutes/week, compare with 12,189.77 minutes/week before the project the project and 3,201.00 minutes/ week at the end of the project.
I am very happy with this project and I would recommend it to other Companies that wants to improve their productivity and management control systems.
Director of OperationsHarry’s France SA.
Harry’s France SA.
The new management system, Access training workshops, and the follow-up work completed by the Project Team on the floor, resulted in 15% increase of productivity in our Talmont site. Raw material waist was also significantly reduced in this plant (-30%).
I also want to stress the fact that, during their 35 weeks long presence, the IMPAC Team have shown all the professionalism that one can expect. ‘No detail was neglected in helping our people to become more efficient in an economic environment where competition is ferocious.
As the project draws to a close I want to thank you and all Impac colleagues for a job well done.
We consider that the approach has not only been able to help us realize opportunities of efficiency improvement but has also helped bring about a change in mind set on the part of the leaders of these units.
Managing Director, Ericsson Mobile Communications (UK) LimitedERICSON
We had previous experience of consultants who worked at management level but were ineffective in improving performance at shop floor level. The approach proposed by IMPAC promised to address this issue.
The initial analysis was handled very professionally and convinced the skeptics in EML that we should give IMPAC a chance to prove their worth.
The benefits started coming early with headcount savings in several processes. Maintenance scheduling was another area where significant improvements were introduced early in the programme, but the most important contribution has been in the training of the supervisors level.
The change in attitude following training and removal of non-value-adding activities has made a significant contribution to the plant’s productivity.
A/s Nestle NorgeNESTLE
Summarizing the results and my opinion of the work carried out the following can be said:
- realized savings are on yearly base what we had expected.
- the factory management achieved a better cost awareness.
- the operation is restructured in a more rational way.
- your way of working has been systematic and result-oriented.
- the work carried out by your peoples has been of high quality.
Your people and our factory management have proved that potential savings are possible to realize. With the programmes installed as well as the spirit of the factory management I am confident that what has been achieved, will be permanent or even improve.
I continually speak to both my staff’s about passion and “owning their work”, repeatedly asking them to treat the business as if it was theirs. I have used IMPAC as an example, a number of times, when speaking of passion.
IMPAC’s efforts go beyond the incredible hours they keep. The IMPAC team has worked its way into the fabric of my organizations and in both of them has become a trusted confidant of my managing staffs. This I believe is the true gift. My people bare their professional should to the IMPAC team members, out of wanting to be better and to make every effort to not disappoint them.
You should know that I was one of the three decision makers to bring IMPAC on board at HID. I was a bit of a skeptic. Two months into the implementation we purchased our biggest competitor, my first phone call was to IMPAC saying I wanted a team with me from day one to help me understand and scale the new business. IMPAC was there to insure a successful transition.
I am a true believer; your process has been a great lesson in the leadership of change.