Ronald Hagberth PresidentOKG
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.
Steve KimPresident DirectorSamick Indonesia, Pt.
Samick Indonesia, Pt.
At the completion of PT. Samick-IMPAC program, the following are the achievements attained:
- Reduction of material consumption
- Increased productivity
- Savings guarantee had been met 16 times during project time. End of project recovery is 90%.
- Return on investment is 339%
The biggest achievement is the change in thinking, awareness and responsibility of not only the Executives and Managers, but also of the supervisors and the Foremen.
Our supervision is now doing more active direct supervision and less hourly work in managing their respective areas. Management tools have been installed to help distinguish responsibility clearly for each department. No more firefighting, but coordinating together to figure out solutions.
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.
Dragan MilicevicCommercial Director, Intersport RussiaINTERSPORT
INTERSPORT
We are very pleased with the professional work performed by IMPAC team, which together with our people, have changed our warehouse logistics around.
The management behavior trainings, tailored to our specific needs, helped not only to change the mindset of our managers at all levels, but also supported our transition move into a new warehouse facility which occurred during the course of the project.
The initial planned annual savings from the project were exceeded. Our project reached the annual savings 30% more than it was expected.
Ichiro YoshidaManaging Director Brother Industries Technology (M) Sdn. Bhd.Brother
Brother
We are very pleased with the Access Communications Workshop training sessions conducted by IMPAC in the duration of the project. Behavior change is most evident in my supervisors and line leaders. They are now very proactive in taking action to correct variances highlighted by control which have been implemented.
The production lines have seen a reduction in the standard time to produce the same volume of output and through the close follow up by the supervisors and line leaders, they are able to exceed their targets and achieve the goals which had been set.
Olga BogomolovaExecutive Director, ZAO “Apteki 36,6”Apteki 36,6
Apteki 36,6
We are the largest pharmaceutical chain shops in Russia. After almost seven years we have in Moscow Region more than 100shops-large, medium and small.
Our project covered two major areas- operational and coaching. Operational part is very important as together with Impac team we invented new management system with its own tools which is necessary to manage such an amount of stores.
From tactical point of view Impac team led us with professional trainings which completed the operational part. After workshops-people found out new face of their positions and now work with the system and feel responsible for it. They are now one team that works for one company to reach common goal.
I have to mention also that average weekly additional profit that fluctuates in between 15 000- 20 000 USD is not all we reached after project. For me more important and valuable is change which I can see in people’s behavioiur. It is priceless and worth each proce.
Igor D. PashchenkoHead of Machinery DepartmentNovorossiysk Commercial Seaport JSC.
Novorossiysk Commercial Seaport JSC.
IMPAC 10000 system implementation has helped OVM supervisors to enhance their ability to plan and distribute maintenance jobs in a accordance with certain priorities, gave an opportunity to control jobs done effectively, eliminate lost time and take timely corrective actions if problems arise, as well as streamline report – actions taken relationship.
As a result of work completed, enhanced control, measures aimed at lost time elimination we were able to better define workloads and get a productivity improvement of 23%.
Together with IMPAC specialists we have developed the project of major mechanization restructuring. The scheme that takes into consideration maintenance specifics will benefit us in the following ways:
- major improvement in communication between mechanization and maintenance areas and cargo areas and other port departments
- considerably decrease payroll costs (40% on average)- higher efficiency of the work and considerable downtime decrease
- shorter response time
Juan Marti B. Director GeneralGIGANTE
GIGANTE
I would like to take this opportunity to inform you of the successful implementation of your Energy and Maintenance Program.
The cumulative weekly Energy savings have been accomplished at 180% level from the initial savings projection. These results are only from the first 25 stores in the scope, and will increase by installing all Gigante stores in Mexico, Guadalajara, Monterrey and Baja California regions.
The Gigante-Impac project is a major improvements process in our store operations. The above results have been achieved through continuous training of the personnel, and the behavior change towards greater cost awareness achieved without any capital investment of Gigante.
Mario FedericoChief of OperationsMcDonald’s Italia
McDonald’s Italia
We have increased productivity in the restaurants overall by 21% at the same time increasing sales and achieving 1,5 million euro in annualized savings, that were clearly identified in our P&L reports.
These results have been brought about mainly through implementing better behavior on the floor and improving our planning and communication practice.
The achieved behavioral change and improved communication resulting from the project will enable McDonald’s Italy to continuously improve it organization.
Andre Sukendra AtmadjaDirectorMayora Indah, Pt.
Mayora Indah, Pt.
During the last several months IMPAC did a professional job in interfacing with our employees, in particular our supervisory personnel in the areas of Production, PPIC, Quality Control and Engineering. We feel that your Access Communications program workshops where our supervisory as well as mid-management have learned important skills in supervision. The training given has motivated them to supervise better and IMPAC has given them better capabilities to plan, control and follow-up their area.
We saw the improvement in the production as well as maintenance system, the supervisor’s receptiveness to changes and in incorporating and applying a system to their jobs.
Since we now have the systems and a significant change in attitude and behavior of the team, I am fully confident that we will reach corporate goals.