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.
Matti Saynevirta General Manager Nokia Metal ProductsNOKIA
NOKIA
I can tell you that the results have well fulfilled my expectations and the savings guaranteed in the agreement has been realized.
As a result of the training given to our supervisors, and the systems you assisted us in installing, we have now complete control of the areas and the method to deal with the daily problems.
Mario FedericoChief of OperationsMcDonald’s Italia
McDonald’s Italia
As result of this co-operation 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 behaviour on the floor and improving our planning and communication practice. By extensive system development, training through the Access workshops and support by the project team, we carefully cleared problems from the way of achieving our final goals. The achieved behavioural change and improved communication resulting from the project will enable McDonald’s Italy to continuously improve its organization.
K. IdenoManaging Director, Matsushita Kotobuki Electronics Industries Singapore Pte. Ltd.Panasonic
Panasonic
The program is total approach which encompassing area development, base development, and access training. It is diversified enough to cover the main production elements of man, machine, material and method as well as an in-depth insight in terms of product, process and system.
The Access management training has been closely tied to the new systems installed. The training has made supervisors and managers more measurement oriented, proactive and sensitive in dealing with their daily jobs and established better communication among departments.
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.
Dennis GartsylovCEO Arterium CorporationArterium
Arterium
In course of the project, IMPAC proposed changes in management methods, worked out and implemented the tools facilitating effectiveness of management systems in production workshops, maintenance area and quality control department.
Also a number of business processes were restructured, it is worth mentioning that IMPAC’s unique approach provides the involvement of all management levels at every stage of the project.
Such approach to building a professional behaviour of supervisors and managers as well as new management systems resulted in overachievement of key project goals; in addition, specially designed training program for all levels of management has led to considerable positive changes in corporate management culture.
David FarrarChief ExecutiveAllied Colloids
Allied Colloids
You will know that we have commenced projects at our Virginia plant, in our global supply chain systems and will soon commence a project to improve performance in our other US plants and in our sales force around the world.
- You promised a return on investment of 300%. We achieved 1400%.
- You stated that we would recoup 70% of the project cost by the end of the project. In reality we have already received more than twice the project cost back in pocket.
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.
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.
Ing. Dusan NepejchalGeneralni ReditelChemopetrol
Chemopetrol
For the evaluation of this project Chemopetrol-Impac I do not need high flying phrases. Let the numbers speak themselves: 350 million CzK increase in profit. Problems with cashflow are history and accounts receiveable decrease reached 3500 million CzK. Part of it is because of market refreshment in petrochemical products, but largly it is a result of the new management systems and change of peoples approach. And especially here IMPAC has played a fundamental role.
Your team was definitely distinguished from the other consultancy companies by depth of solution of problems, ability to work with real figures, problems and people. The persistency of your specialists resulted in a change of behavior of our people from “this is imposible” towards “how can we do it”.