Paul CandelariaPresident/CEOOcean Canning Corporation, Inc.
Ocean Canning Corporation, Inc.
It is now more than 3 years since the conclusion of the Ocean Canning/IMPAC Project at our tuna processing plant at General Santos, Mindanao.
IMPAC project team installed a Management Control System to control all activity in the Tuna Plant, from receipt of tuna to dispatch of finished product, producing substantial improvements and cash savings in the process.
My recent review found that not only are the essential elements of the system still soundly in place, but also that my management have themselves since fine-tuned and enhanced the system.
Overall I am pleased that the benefits of our collaboration have continued for so long and expect they will continue to do so for a long time to come.
Roberto E. AboitizPresident & CEOMetaphil, Inc.
Metaphil, Inc.
The appeal of IMPAC was precisely the focus on the shop floor, the frontlines, middle managers and the emphasis on performance to agreed upon standards.
With time and opportunity, we will multiply our gains through productivity consciousness at all levels. The savings are there and the attitude change in our management has been significant.
Tim BrownPresident, Arch of Wyoming, Inc.Arch of Wyoming
Arch of Wyoming
The project has improved operating time on our major equipment and does so with less personnel. This allowed us to reassign personnel into other areas. They are doing work that was previously contracted out and doing it cheaper. One major goal was to focus supervisors and hourly personnel on effective planning and use of resources. During the project our organization went through several major unforeseen events and the planning skills learned helped immensely.
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.
Thomas LepistoManaging DirectorSilja Line
Silja Line
With the support from IMPAC, we have been able to install a Management System which enables detailed control of the operation. The Management System provides the management with relevant information for efficient utilization of the Sales organization in Silja Line Skandinavien. The System has been installed in Phone Booking, Ticket offices, Teminals, Marketing and in Sales Promotion departments.
Your management training, supplied by your team, has raised the skills level of our supervisors and managers to a point that enables them to solve problems and manage their areas more effectively. This increased our ability to identify and realize opportunities at each sales point.
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.
Mr. Craig BarkerPresident DirectorSouth Pacific Viscose
South Pacific
ViscoseIMPAC ACCESS utilized various diagnostic techniques and information from the initial Analysis of our company to tailor a series of workshops specifically designed to address our weaknesses and to develop our personnel.
The workshops were conducted for all levels of management. This laid the foundation for a common management approach throughout the organization.
With a multi-cultural management team of Indonesians, Indians, Austrians, and others learning together in the ACCESS Workshops, a strong sense of teamwork is developed based on mutual respect and a common purpose of collective success. We have a vision of our future and are confident of our ability realize that vision.
Dr. Tran Qui ThanhChairman and CEOTan Hiep Phat Trade & Service Co., LTD
Tan Hiep Phat Trade & Service Co., LTD
As a result of the work IMPAC has done, we have seen improved productivity and utilization of the lines by 25% and reduced losses by 40%.
Based on these experiences we are very satisfied with the IMPAC System as well as the results achieved. We already received the forecasted ROI of 250%.
The IMPAC project is a foundation on which you build a future with the assurance of success. We have also begun a second project with IMPAC for additional successes in other area of our organization to improve our current Staff Productivity.
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.
Igor D. PashchenkoHead of Machinery DepartmentNovorossiysk Commercial Seaport JSC.
Novorossiysk Commercial Seaport JSC.
IMPAC 10000 system implementation has helped OVM supervisors to enhance their ability to plan and distribute maintenance jobs in a accordance with certain priorities, gave an opportunity to control jobs done effectively, eliminate lost time and take timely corrective actions if problems arise, as well as streamline report – actions taken relationship.
As a result of work completed, enhanced control, measures aimed at lost time elimination we were able to better define workloads and get a productivity improvement of 23%.
Together with IMPAC specialists we have developed the project of major mechanization restructuring. The scheme that takes into consideration maintenance specifics will benefit us in the following ways:
- major improvement in communication between mechanization and maintenance areas and cargo areas and other port departments
- considerably decrease payroll costs (40% on average)- higher efficiency of the work and considerable downtime decrease
- shorter response time