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.
Osamu YanooManaging Director, Matsushita Electric Works (Thailand) Ltd.Panasonic
Panasonic
The managers and the first line supervision have improved the control of their operations and have now a much greater awareness of their performance. We are able to better plan our resources according to our needs. Variances to our plan are detected early, and the control systems have provided our people with the tools to take appropriate corrective action at the right time.
As a result of the behavioral training that has coincided with the installation of the management controls, we have noticed a positive change in both the supervisors and the line leaders behavior.
Efficiency and productivity are expected to scale up with the sound management fundamentals imparted by the IMPAC team.
Considering all the above, I would recommend this program to be evaluated by any executive that is aiming at improving the productivity of their organization in a sustainable way.
Suseng LimDirectorKedaung Industrial Ltd, Pt.
Kedaung Industrial Ltd, Pt.
Today, our company is one of the largest manufacturers of glassware in the world.
During the 40 weeks project, the IMPAC team along with out management team had achieved the following results:
- The average weekly saving for last month was 244% ROI which when annualized.
- The efficiency (yield) which is used by us to measure the process productivity has been improved 31.5%
- IMPAC assisted us installed a sophisticated data report system which covered all aspects of factory’s operation to summarize and report the KPIs of operation by each level.
IMPAC helped us to set up the preventive maintenance program to reduce the machine downtime caused by the breakdown, this helps for the efficiency improvement; SMED program helps us to reduce the changeover time.
Among all of these changes, I think the most important is that there was a great change, the sense of urgency when our management levels handle problems, and this change had improved the communication and cooperation among departments and management levels.
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.
C. Y. PaoPresident and CEOLeader Electronics Ltd.
Leader Electronics Ltd.
Thinking back to when IMPAC first did the analysis down to the final presentation, I certainly do not regret having pursued an IMPAC project to assist our company to further develop and improve on our problematic areas within the company. It would have been a “loss” to the organization had we not gone through with this fantastic IMPAC ideology and systematic improvement to productivity and system management in LEI.
At this juncture I am pleased to report a significant reduction in product standard times hence increasing the productivity and throughput ability of the company while at the same time reducing total used hours in production. One word; Fantastic !
- Average reduction in production standard times : 45 %
- Return of Investment 413 %
- Significant coordinator technical and tactical skill improvements
- Exponential positive behavior change from all internal staff involved
A.J. HindManaging Director Siemens Measurement LimitedSIEMENS
SIEMENS
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
Andrey MladentsevGeneral DirectorNizhpharm OAO
Nizhpharm OAO
We have, over the years invested much into gaining our current position in the top 3 of the Russian pharmaceutical industry.
I am glad to say that our decision to employ IMPAC this year in order to increase the productivity of our production department was a move in the same direction. In the past six months we have seen a productivity increase that has brought us savings due to the efforts of the IMPAC team. We have seen our supervisors go from tracking the processes they are responsible for to actively planning and seeking out improvements.
Joseph W. InkiriwangChief Executive OfficerBakrie Building Industries, Pt.
Bakrie Building Industries, Pt.
The accomplished results have exceeded our initial expectations and our return on investment and cash-flow is significant. The savings attained are in line with the plan and quite well reflected on the bottom line.
On the shop-floor, we have improved on work methods, upgraded our systems and procedures. This has enables us to plan and control the operations in more capable and efficient manner.
There is also a general paradigm shift amongst the management, whereby we can see positive changes in attitudes and behavior.
Kevin WolffTyco Electronics Director Cost Improvement & Six Sigma LeanTyco Electronics
Tyco Electronics
During the project, significant time was spent on training our managers who participated in workshop sessions on general management topics. These where basic and implementable management principles such as Key Competences of an Effective Manager, Barriers to Change, Confrontation and Confrontation Planning, and Cooperation.
After the training sessions, individual coaching was performed with the participants during which time they implemented and experienced the new methods in their day-to day working environment. As a result of the project the active supervisory time spent on the floor has increased by 40% and the quality of the supervision has also improved. These changes are also visible in the latest productivity figures of the company and we are confident that we will see further improvements in the future.
Thomas FuhrbergChief Operating Officer Building MaterialsHeidelberg Cement AG.
Heidelberg Cement AG.
We are impressed with the new Operational Excellence Management systems and tools that were developed and installed during the project. Both companies are being completely restructured, final new organizational structures are much more leaner than before.
The installed tools and structures now allow to achieve the same or more results with less resources.