Million Dollar Quotes

Here are just a few things our clients have had to say about their experience with the IMPAC® productivity system.
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FedEx

Through the application of sound management fundamentals, such as establishing our vision, mission, and expectations, mutually agreeing to those expectations, following up on performance, properly identifying and quantifying variances, we are learning to make the changes required to accelerate and perpetuate a working environment of continuous improvement.

Our management team is improving our controls over the operation of IRR and have a greater awareness of our own performance and that our subordinates. This is leading to performance improvement throughout our entire IRR organization.

  1. Management meetings are much more efficient.
  2. We are learning the most effective ways to handle issues and how to confront people over compliance, planning for a win-win situation more often.
  3. We are seeing behavior changes in individuals, dramatic in several cases by following IMPAC recommendations.
  4. Our employees are becoming more proactive through the systems of tools.

Mark KurthGeneral Manager, IRRFedEx

SULZER

  • Your Project team had analyzed the present situation of our daily operation.
  • Your project team has set up a Management Operating System.
  • Our employees have understood the importance of communication by participating the very essential ACCESS training sessions.

All our expectations were at least satisfied or exceeded. We intend to sustain business success as well as a positive development of our sales and service organization in Japan and overseas.

Christopher SommDirector, Toyoda-Sulzer Sales Ltd.SULZER

NOKIA

The good cooperation of IMPAC people and our own line organization has resulted in an efficient control system. The system reports most of the resource and cost variances and allows corrections in real time.

The behavior change amongst the management and line supervisors has started successfully specially in the areas of cost awareness and resource utilization.

The promised R.O.I. has been achieved.

Reijo LanttoManaging Director Salcomp Oy ; Nokia Consumer EelectronicsNOKIA

South Pacific Viscose

IMPAC project with its focus on systems and human behavior has made a tangible difference here in SPV.

We wanted to make sure that our employees would not revert to the old way of doing things once IMPAC had left the company; this had to be avoided by all means.

During a year period mentioned, IMPAC Services Review Specialist together with coordinators had done four (4) times intensive Compliance Reviews of our new management system.

This has proved extremely positive, given confidence to our coordinators and has contributed to maintaining the system.

The weekly telephone contact done by IMPAC Project Support Centre during this period was of immense help to our coordinators.

In my opinion it is a must to make use of IMPAC’s phase III, if you wish to maje sure that the management system functions on an optimum basis, thereby continuing the cost savings and securing an increased profit for the company.

Peter ViehboeckFinance DirectorSouth Pacific Viscose

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.

Thomas FuhrbergChief Operating Officer Building MaterialsHeidelberg Cement AG.

OKG

When we now are at the end of the project we can summarise the result of the programme as a success. The cost savings, on a yearly base, are more than double the cost for introducing IMPAC 10000. But also the direct savings during the project time are higher than the project cost.

Ronald Hagberth PresidentOKG

BCM Electronics Corporation Sdn. Bhd.

The new management system that was installed in the manufacturing areas helped the 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, rework and scrap, thus making them more proactive in addressing such problems. Productivity has improved dramatically during the course of the project, from 60% last year to an average of 90% to date.

Lim Keng HockChairmanBCM Electronics Corporation Sdn. Bhd.

Vita Food Co., Ltd.

In the beginning, many in the company questioned if the magnitude of return as a result of the project could really be big enough to justify such an investment of over 30 million baht.

However, my intentions had been only to improve the overall performance of our operations through behavior change of the employees and to realize a break-even situation between fees paid to IMPAC and annualized savings in operational costs at the end of the project.

We are now reaping the fruits of the IMPAC 10000 program. The financial benefits generated during the program were impressive. We have saved 137% more than was originally projected. More significantly we got back a return on investment of 332%.

Siriwan TangcharoenchaichanaManaging DirectorVita Food Co., Ltd.

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.

Tim BrownPresident, Arch of Wyoming, Inc.Arch of Wyoming

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:

  1.      The average weekly saving for last month was 244% ROI which when annualized.
  2.       The efficiency (yield) which is used by us to measure the process productivity has been improved 31.5%
  3.       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.

Suseng LimDirectorKedaung Industrial Ltd, Pt.

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