Hiroshi TeradaManaging Director Sharp Roxy Electronics Corporation (M) Sdn. Bhd.SHARP
SHARP
New management systems for production and maintenance were developed, and tactical and technical workshops were conducted with our personnel. IMPAC identified unnecessary down time in machines, and optimum production line configurations and timing were quickly established by working very closely with our personnel.
Positive behavioral change was apparent in numerous supervisors at an early stage; but this change was of greater prominence and significance towards the middle and end of project.
Improvements in efficiency started in the first few weeks of the project, and savings started to flow in at the same time. Upon reaching two-third of the project, savings were already well above the cost of the entire project.
Toru OgoPresident Fujitsu General (Thailand) Co., LtdFujitsu
Fujitsu
As a result of IMPAC implementation, we have seen the behavior change in particular areas:
- From reactive to preventive with planning tools
- More effective communication for both inter and intra departments
- Increased level of compliance to company procedure through clear role and responsibility
In terms of operation achievements, the project has successfully achieved:
- Significant increase in productivity
- Significant increase in productivity
- Great reduction downtime (line stop)
- Locator system installation leads to effective working tool in warehouse
We found your approach very effective. With 43 calendar weeks of the program, you are able to change our people behavior and improve our operation, which we have tried to achieve for the last 10 years.
Semion MlodikGeneral DirectorChaz OAO
Chaz OAO
The program encompassed a diverse range of the activities within our organization including all administrative departments (finance, accounting, HR, sales etc) and supportive areas (warehouse, maintenance, transportation). The program also allowed us the opportunity to start thinking about our current organizational structure and the activities towards restructuring it will start soon.
From skeptical start, I am pleased to report that the program has exceeded our expectations not only with regard to what has been achieved to date but the opportunity it has provided us.
The financial benefits generated during the program will provide us with a 2:1 return on our investment and this amount will rise in the future. More significantly is the change in the behaviors of our people.
Clarity if objectives, meaningful measurement of achievement and a proactive approach to daily problems together with improved communications are the major results from the behavioral change of our employees.
Robin OlsenManaging DirectorTolpost Globe
Tolpost Globe
The team on site was capable of changing my view of organizational respectively systematic work approach. They provided me and my leading team with a new mental model which will allow our organization to be prepared for the challenges of the future to work in a smarter and more efficient way.
I can report productivity improvement at the end of Oct 2005 compared to Oct 2004 of 9.1%, which to a significant part could be achieved by applying the IMPAC systematic work approach.
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.
Yoshiharu KurodaPresident Director Pt. Sharp Semiconductor IndonesiaSHARP
SHARP
As Japanese, what IMPAC did for the last 10 months during the project, is the most basic things to do but despite the method we had before the project, if Japanese implemented the project it will not as we don’t understand the mindset and behavior of the local people. And after 10 months of the project, I can see that this project has become successful, and in this 10 months, the change on working attitude is happening among leader and group leader. I also see operators working faster than before.
IMPAC has opened a hole in the big wall which is barrier to change, and IMPAC has prepared system and coordinators (people) to demolish the wall.
I will recommend IMPAC to other companies to experience the benefits which I had and will continue to gain.
C. M. LuVice PresidentHi-Sincerity Microelectronics Corp.
Hi-Sincerity Microelectronics Corp.
I am very pleased to confirm that the project delivered the productivity improvement without compromising service quality.
We found your approach very effective. The control systems were designed and installed along with the area management, to ensure ownership. The management workshops and one on one coaching further reinforced the benefits of the systems, leading to lasting behavior change.
Bjørn HøjgaardBrigantine Services LimitedBrigantine Services Limited
Brigantine Services Limited
Our production and inventory management process have changed almost completely during the course of the project, and we now have the foundation and methodology in place to perpetuate further improvements in the months and years ahead. We are also ready to capitalize on the improvements to outperform our competition and truly create an edge with our customers.
We have noted a marked behavioral improvement across our supervisory levels as well, largely spurred by training sessions of the project in conjunction with a robust dialogue between your IMPAC team and our associates.
The pay back has been substantial and we will benefit even further in the future as we continue to build on the foundation now laid down.
Philippe A. ArchinardPresidentbioMerieux
bioMerieux
The IMPAC organization has done a very good and professional job. IMPAC met their commitments and delivered result as promised. Communication Strategies Workshops will serve as a good foundation for perpetuation of the culture change which was the real key to success of this project. Workshops, combined with the efforts of the engineers will allow us to take this to next level.
Carlos DomingoManaging Director ABB Metron, S.A.ABB
ABB
The change process was extremely quick. This process took only seven months to materialize.
The new control systems and management reports were created at the factory plant by IMPAC in conjunction with ABB management, these are now the foundations that will help us prepare for a more competitive market.