Managing DirectorAker 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.
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.
President DirectorTotal Bangun Persada Tbk, Pt.
Total Bangun Persada Tbk, Pt.
“IMPAC has improved our management system so that we have better control on our projects, specifically in Site Management, Engineering and Commercial departments.”
There is also significant behavior change from our supervisors and managers in their work approach. They have better planning and proactive in solving problems.
I believe that we will able to continuously reduce the material wastage in the future as now we have better control system on material usage, specifically in concrete and steel.
I am also pleased with the Progress Alert Program as it has encouraged our people on continuous improvement.
Managing DirectorAntara Steel Mills Sdn. Bhd.
Antara Steel Mills Sdn. Bhd.
An impressive show of professionalism was the flexibility of the IMPAC staff moving from air-conditioned room with suits to hot furnace area with blue foreman uniform. This has made my people on the floor feel very comfortable, creating a conducive atmosphere for major behavioral change.
I am seeing the combination of trained supervisors, procedural controls and systems, and Coordinators to take over the role of IMPAC after the conclusion of the project.
The above have resulted in savings achievements as committed by IMPAC in the installation areas so far and with two more installations to go, I am expecting further savings to fulfill my return on investment of at least in the neighborhood of 3 to1.
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.
General ManagerKBC Bank
The designed planning- and follow-up system is being used effectively to measure the productivity of processes and activities and to direct employees in line with their skills and with the changing work volume.
Based on these changes, savings in personnel (+15%) have been identified.
My final impression is that my managers have become more of a manager and that they have a tighter grip on the organization of the activities in their departments.
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
Managing 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.
Vice Chairman and President AdjunctGIGANTE
The objectives we set for the program were met, and in some specific areas they were over achieved. This includes the Return on Investment.
Through the Impac project Gigante acquired a methodology for training the people that are responsible of implementing the right behaviors and supplying the right tools to our staff in their day-to-day contact with our customers.
As a result of this, Management Training and the skills for identifying continuous improvement opportunities will remain as a key success factor for our future.
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”.