Cato NaesfeldtA/s Nestle NorgeNESTLE
NESTLE
Summarizing the results and my opinion of the work carried out the following can be said:
- realized savings are on yearly base what we had expected.
- the factory management achieved a better cost awareness.
- the operation is restructured in a more rational way.
- your way of working has been systematic and result-oriented.
- the work carried out by your peoples has been of high quality.
Your people and our factory management have proved that potential savings are possible to realize. With the programmes installed as well as the spirit of the factory management I am confident that what has been achieved, will be permanent or even improve.
Dr. Tran Qui ThanhChairman and CEOTan Hiep Phat Trade & Service Co., LTD
Tan Hiep Phat Trade & Service Co., LTD
As a result of the work IMPAC has done, we have seen improved productivity and utilization of the lines by 25% and reduced losses by 40%.
Based on these experiences we are very satisfied with the IMPAC System as well as the results achieved. We already received the forecasted ROI of 250%.
The IMPAC project is a foundation on which you build a future with the assurance of success. We have also begun a second project with IMPAC for additional successes in other area of our organization to improve our current Staff Productivity.
Junji TetsuoPresident Hayakawa Electronics Philippines, Corp.Hayakawa Electronics
Hayakawa Electronics
I would like to take this opportunity to express my satisfaction with the results that we have achieved through this project.
Many things have changed in our organization with the help of IMPAC:
- The Goals Roll Down Process helped us to establish our company goals and expectations, and this gave all level of management the direction
- Setting up of the Departmental Key performance Indicators gave us a tool to objectively monitor departmental performance
- The new Material Control System has helped us reduce our material constraint problem.
- The Sales Skills program has enhanced the skills of the sales force to enable them to bring in more new business for Hayakawa.
Our coordinator has been trained and he is equipped with the knowledge and experience gained during the project.
The ACCESS Communication Workshops have been an integral part of the project. I found the training to be simple and effective in getting our people to see their roles and responsibilities in the new systems. I can clearly see the behavior change in my people.
The financial benefits generated during the program will provide us with a 5:1 ROI. More significantly, we got back 100% of our investment in week 33 of the project. The behavior changes in our people, clarity of the company’s objectives, objective performance measurements, and more pro-active management are the major output of these changes.
Eric NeyrinckCEOIG Watteeuw CR s.r.o.
IG Watteeuw CR s.r.o.
We began our cooperation with IMPAC in October 2008. The main goal of the project was to implement management systems that would allow producing more gear boxes for railways applications, improving planning, increasing machine utilization and maintenance as well train management and supervision in management techniques and tactics.
- The number of gear boxes assembled weekly increase from 54 (average of 2008 before the project) to 82 (average of 2009)—which is 52%
- Cumulative savings achieved at the end of the project are over 4 000 000,-EUR and actual ROI was above 400%
- Thanks to the savings achieved our Out-Of-Pocket became positive as of week 8
- The results are also reflected in improvement of EBITDA which increased by 12% points comparing to beginning of the project and contributed to the plant’s profitability”
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.
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.
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.
John HollowsK&H Bank
K&H Bank
As the project draws to a close I want to thank you and all Impac colleagues for a job well done.
We consider that the approach has not only been able to help us realize opportunities of efficiency improvement but has also helped bring about a change in mind set on the part of the leaders of these units.
Eiju HorieVice President Director Pt. Sanyo Compressor IndonesiaSanyo
Sanyo
The first reaction to IMPAC supervision was that we were astonish that the IMPAC team could, through their professionalism, collect and analyze data from various sectors with high efficiency and accuracy within such a short period of time. And furthermore, the “Training” and “Monthly Progress” presentations to the Sanyo’s staff was excellent in which I myself had gained much knowledge and experiences that I was not aware during my years of working life.
The very thing about IMPAC System program is that, it is also mean to reform PT. SANYO Compressor Indonesia to achieve cultural assimilation. We could know see significant changes in the attitude and way of thinking of the Local Managers and Frontline Supervisors and Leaders, even though they were not that enthusiastic in the beginning.
Joyce LunsfordCEO / PresidentPizza Hut
Pizza Hut
As a result of the behavioral training, along with the design and installation of the management controls, we are experiencing a renewed excitement among our Restaurant General Managers and team members. We are seeing a positive change in our Supervisor’s behavior with the concepts being taught in the communication workshop classes.
Our management group now posses the enhanced skill sets required to accelerate and perpetuate a working environment of continuous improvement.
Our managers have improved control over the operation of their units and have a greater awareness of their own performance and that of their subordinates.
We are seeing behavior changes in individuals, dramatic in several cases by following IMPAC recommendations.