Mr. Angel Losada MorenoVice Chairman and President AdjunctGIGANTE
GIGANTE
The objectives we set for the program were met, and in some specific areas they were over achieved. This includes the Return on Investment.
Through the Impac project Gigante acquired a methodology for training the people that are responsible of implementing the right behaviors and supplying the right tools to our staff in their day-to-day contact with our customers.
As a result of this, Management Training and the skills for identifying continuous improvement opportunities will remain as a key success factor for our future.
Herbert FrankensteinManaging Director BASF Polska Sp zo.oBASF
BASF
I would like to stress that I am very happy with the overall quality of the work delivered and the outcome of our common endeavor. The project had several main goals to accomplish:
- To deliver training and system development in Sales Department of our local production
- To conduct a Train The Trainer Class for our Branch Sales Managers
- To improve planning and reporting of our production facility
- To conduct a Communication Training of our Management staff at aforementioned facility
- To set the proper manload for the Production Department
All the above goals had been accomplished successfully!
Steffen BinoderPlant ManagerNovem
Novem
During the IMPAC project we implemented several system tools in each department that enabled us to look at quality on an hourly and daily base. Our managers, supervisors and quality auditors were trained to use the quality management system implemented.
As a result, we are able to identify quality issues in the department where it happens before it proceeds to the next department or before it reached the end of the process. This has decreased the cost of scraped and reworked parts in each department. Scrap has decreased significantly. Rework levels have improved slightly and it is due to the fact that more parts are being reworked instead of scraped.
Currently we can see the improvement in efficiency in our production which has increased on average from 100% depending on the department. In some departments efficiency increased up to 27%. At the same time we have reduced lost and non productive times.
Temesvari KornelChairman/General ManagerFriesland
Friesland
The total annual return of our investment into the project has reached 350 per cent (instead of the originally planned 1,400,000 euros it is now 2,500,000 euros). The cumulative saving realized during the project totally covers the cost of initiating the project itself. The rest of the improvements was clear from the beginning to the end with no problems at all.
These significant improvements originate primarily from four areas: the savings on the number of working hours, the decrease in the loss of raw material, the improvement of the utilization of packing material and the savings on domestic energy suppliers. In relation to the total need of working hours, the number of extra house has reduced by 30 percent.
The personal development training carried out among the higher and middle level managers was the main attraction of the project.
Ramon de la Pena ManriquePresidentITESM
ITESM
The first phase of the IMPAC program, the analysis phase, was carried out in less time that initially planned, and the project team always showed an open and cooperative attitude to us. The result clearly showed that it is possible to obtain savings in our operation.
We would like to recognize the effort and dedication shown by the project team, every one of them have worked hard to get his / her part done up to now.
We look forward to the completion of the program to get into the perpetuation phase and to have the ability to use the IMPAC concept in other areas of the Monterrey Tech.
Wiktor KurasiakManaging DirectorNESTLE (Goplana S.A.)
NESTLE (Goplana S.A.)
The installed Energy and Production new systems, as well as reinforcement training program have brought many positive changes in the factory, outlined hereinafter:
- The new heating control system helped us to reduce local consumption due to the reduction of losses and increased efficiency of system consumption.
- The new electricity control system.
- The improvements have brought the 10% rework reduction and more efficient follow up on production process.
- We have increased production norms and reduced the direct workload in the production area, which allowed us to slash the production costs.
- The training sessions for middle management and supervisors have already benefit with the positive behaviour change and expanded managing skills.
Finn Buus NielsenMaersk Container Industrial ASMAERSK
MAERSK
The goals and targets set up from the start of the project have all been reached, exceeding what was expected from the very beginning.
Productivity has within the period been improved by 14% and will within 1 year exceed the target of 20%. Scrap from the production line has been reduced by 70% and approval rate at the end of the production line has increased with 10%.
On top of this, training of the supervisors has taken place, and I am convinced that the company will gain from this in the future.
The process working together with IMPAC was beneficial, the consultants worked in a professional way and showed high flexibility, if something in the process had to be changed or altered at the same time the presence of IMPAC ensured the necessary focus, speed and the structure in the project.
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.
Wee Hong ImChairman & Managing DirectorChong Wah Plastics Sdn. Bhd.
Chong Wah Plastics Sdn. Bhd.
Your personnel assigned to our project are qualified and capable of carrying out the IMPAC Program successfully. The first installation of the IMPAC system in production department has brought about satisfactory results.
The communications training workshops have succeeded in improving the confrontation and problem solving capabilities of the supervisors.
We would be happy to recommend IMPAC to those companies interested in achieving improved profitability through increased productivity and cost savings.
Rolf BrackGeneral ManagerKimberly Clark Gmbh
Kimberly Clark Gmbh
The installation areas involved are Sales, Marketing and Logistics. The new systems installed allow a better planning and controlling of the variances. Managers as well as Team Leaders are getting more control of the areas and start to take corrective actions. The introduction of such elements as variance reports, management reports and review meeting in all areas support the managers to improve performance.
We are benefiting to a large extent from the installation of the forecast process as well as from the new budget process and the resulting detailed customer plans for each customer and product group. Common focus is set on the profitability and costs, ensuring that spendings will be allocated to their utmost potential.
During the project IMPAC also accompanied us in the effective restructuring of the organization, which we implemented with excellent results.