Carlos DomingoManaging Director ABB Metron, S.A.ABB
ABB
The change process was extremely quick. This process took only seven months to materialize.
The new control systems and management reports were created at the factory plant by IMPAC in conjunction with ABB management, these are now the foundations that will help us prepare for a more competitive market.
Pierre GoetschiPresident A/s Nestle NorgeNESTLE
NESTLE
We, in Nestle Norway thus engaged Impac and commissioned them to fine-comb the whole of our organization, i.e. three factories and our head-office/ sales organizations. The work was concluded and the result achieved-obviously varying somewhat from place to place-not only achieved our expectations, but even surpassed them in most instances.
In our work with Impac, we discovered that your organization basically is a system or tool-probably currently the best one on the market-which helps the customers to achieve the desired results with regard to productivity and efficiency.
The training of our mid-and supervisory management, the training of internal coordinators, the sensibilisation of the management team as well as the continued follow-up from Impac’s side have all contributed to that extend.
Concluding I ought also to mention that in our case Impac’s engagement led to a situation where we could maintain production volumes with roughly 30% less resources used.
Robin OlsenManaging DirectorTolpost Globe
Tolpost Globe
The team on site was capable of changing my view of organizational respectively systematic work approach. They provided me and my leading team with a new mental model which will allow our organization to be prepared for the challenges of the future to work in a smarter and more efficient way.
I can report productivity improvement at the end of Oct 2005 compared to Oct 2004 of 9.1%, which to a significant part could be achieved by applying the IMPAC systematic work approach.
Martin DlouhyManaging DirectorMcDonald’s Ceska republika
McDonald’s Ceska republika
We have achieved an average 15% productivity increase at our 28 restaurants in the Czech Republic and Slovakia through the implementation of IMPAC 10 000 Programme and have been successful in achieving better compliance to our McDonald’s standards and better utilization of management control systems.
The financial results and the savings meet the forecast given.
Siriwan TangcharoenchaichanaManaging 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%.
Ahmad BananiPresident DirectorLatinusa, Pt. (Krakatau Steel Group)
Latinusa, Pt. (Krakatau Steel Group)
As for the results, it is quite obviously seen and felt in our bottom-line. As in any business prone to mood swings in the market, we too had our fair share of up and down moments but in the end I can say we had achieved the set targets of 100 % payback in pocket and an annualized savings of 300 % by end of the project.
I am very satisfied with the behavior change of my people.
I have personally benefitted from going through this IMPAC project. I now know it is possible to measure performance at the point of execution through selective key performance indicators.
Bambang T. TedjokusumoPresident DirectorPahala Kencana, Pt.
Pahala Kencana, Pt.
IMPAC has delivered tremendous improvement in productivity by increasing number of buses available by 20 %, starting week 6 instead of week 10 of the project as promised.
In addition, I can see obviously behavior change of key persons within our organization on supervisor and manager level. They now understand the important aspect of their daily business tasks in order to get the job done.
The achievement that we have reached is considerably excellent.
Luis DavilaManufacturing Director, Matsushita Electric of Puerto Rico, Inc.Panasonic
Panasonic
Our supervisory personnel have improved their job performance and the communication program has helped us in improving the communication with our manager, supervisor, foreman, utilities and general workers. The program made our supervisory employees more conscious of proper labor utilization and improve their communication technics.
Karol MadrowskiPresident of the BoardNESTLE (Winiary SA.)
NESTLE (Winiary SA.)
1. we have installed new managing systems in the following areas:
- heating and electricity control
- maintenance
- six production departments
2. We have achieved the savings coming from the installed systems. The savings allowed us to get over 100% return of investment during the course of the project and guarantee over 330% return of investment one year after the completion of the project.
3. The systems installed include the labour and performance standards, which were developed according to Nestle requirements, as well as the tools for performance and efficiency follow up.
Our Winiary/IMPAC program resulted in a significant behavior change.
Mario FedericoChief of OperationsMcDonald’s Italia
McDonald’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.