Reijo LanttoManaging Director Salcomp Oy ; Nokia Consumer EelectronicsNOKIA
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.
Simon JethrokusumoPresident DirectorAdi Putro Wirasejati, Pt.
Adi Putro Wirasejati, Pt.
During the project the following results were achieved:
- Significant behavior change of managers, supervisors, foremans and operators.
- Dramatic improvement of control at point of execution in production lines (action log, MOT and KPI).
- Annualized saving representing 260% return on our investment.
- Reducing Lead time in Bus Production from 62 days/unit to 39.5 days/unit.
- Reducing Lead time in Minibus production for ELF type from 51.3 days/unit to 40 day/unit.
- Lead time improvement in design engineering for new model from 56.6 days/unit to 36.5 days/unit
- Quality improvement in Welding Department from 79% to 87%
- Quality improvement in paneling department from 64% to 82%
- Increase Productivity in terms of manhours from 12 hours/day producing 1.5 unit/day into 10 hours/day producing 2 units of buses.
By inviting IMPAC into our company, we have made improvements to face global competition and we feel ready to face the globalization era.
H. PirchlDirectorSULZER
SULZER
After nine months of mutual project work I can say that the improvement potential has been confirmed. At the high priority goals have been achieved.
As main factors of success in our co-operation with IMPAC we considered:
- Mutually agreed goals and objectives at all levels.
- Productivity improvement at the point of execution through intensive work on the floor.
Our expectation concerning the support from IMPAC have all been met.
Kuni FukushimaPresident Director Pt. Omron Manufacturing Of IndonesiaOmron
Omron
This program constitutes the implementation of a Management Control System in our organization. I’m satisfied with the activities performed and results achieved in order to reach our objectives in reducing cost and in improving communication within our organization.
With this my people are more pro-active and very conscious to reduce the operating cost of the company.
Dinh Quang HuangChairman Batico Tin Thanh Plastic Packaging JSC.
Batico Tin Thanh Plastic Packaging JSC.
After 30 weeks of Tin Thanh – IMPAC projects, we together achieved :
- The biggest achievement is the change in thinking, awareness and responsibility of not only Executives, Managers but also Team Leaders, Shift Leaders.
- Management tools are installed
- Coordination among departments has improved
- Successful implementation of SMED and 5S program to reduce 35 % of Printing machine changeover, and 58 % of Packaging machine changeover
- Labour productivity has increased 77%
- Average monthly output of Printing products is 124% higher than the highest in the history
Peter C. SmerlingManaging DirectorSCA Hygiene Malaysia Sdn. Bhd.
SCA Hygiene Malaysia Sdn. Bhd.
The main objective of this program was meant to be a cost reduction drive, and through the above has resulted in:
1. Improvement in material utilization by 18.5%
2. Reduction in maintenance cost by 28.6%
3. Labour cost reduction by 10.92%. Major contributor to this reduction is in the overtime cost.
The savings guaranteed in the agreement has exceeded the promise several times and we can also see the improved financial impact in our financial statements.
Mr. Alex MortonQuality and Engineering ManagerRosti (Scotland) Ltd.
Rosti (Scotland) Ltd.
The IMPAC program has shown us a large potential for the reduction of direct labour within all manufacturing areas of the facility. The target for direct labour is as low as 9% of sales and during the IMPAC program one major area of weakness which was highlighted was planning process for the entire factory but in particular for our Mould shop. This area was identified by the IMPAC program and it was decided to use the Kaizen Blitz technique to re-engineer the planning process in a very short time.
It was notable for me how well the Kaizen Blitz methodology and the IMPAC methodology complimented each other to achieve an excellent result. Both methodologies focus on the reduction of waste and have as a stated goal the institutionalization of change.
Lasse KurkilahtiPresident and Managing Director Nokia Tyres (Nokian Renkaat Oy)NOKIA
NOKIA
We have had a total of ten different area installations, as widely varying as production units and research and development or technical planning.!
The overall results have been that now, as the project is drawing to a conclusion, the savings achieved have already at this point exceeded the cost of the project by over siz times.
I sincerely recommend an IMPAC project for anyone interested in not only quick improvements but continuous progress and development in the future.
Pekka KopraVice-PresidentVersowood Oy
Versowood Oy
Versowood started the creation and implementation of a new management system, together with IMPAC in the fall of 2004, with a goal of increasing productivity and improving the quality of products as well as the operations along the entire cycle. The activities, profitability and quality of the group are being monitored through a reliable weekly reporting system created during the project. Through the management system the operations in the different production unit has become more standardized, giving the organization the opportunity to operate uniformity.
A clear management system also provides the company with the tools for further development, either through expansion by corporate takeovers or through other organizational growth-tools.
The financial gains brought the project were, thought measurements, an ROI over 290% as was projected in the beginning. We have been pleased with the project, IMPAC’s commitment to us as well as their through and practical was of operations.
Herbert W. FuchsOesterreichische Nestle Geselschaft m.b.h.NESTLE
NESTLE
We can now say that the savings achieved have certainly made the project worth while and that furthermore changes in attitude that cannot easily and immediately be translated into monetary values have been considerable additional benefit.