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.
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
Claude DavelayChairman of the boardLaboratoires FujiFilm S.A.
Laboratoires FujiFilm S.A.
We are approaching the end of our first Project, and I am pleased to express my complete satisfaction concerning the achieved results in three of our major sites. IMPAC has brought us success, thanks to the implementation of a simple yet efficient management operating system, complemented by individual training for managers and supervisors.
The excellent cooperation between the IMPAC team and our management has generated a true dynamics for change in our company. Our personnel is now focused on reducing operating costs in their day-to-day activities. Processing coherent and appropriate management tools, we have finally accomplished a dream which has been ours for the past 20 years: our managers’ behavior has evolved considerably, and we have now the tools to identify variances and to take corrective action in real time and on a continuous basis.
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
Ken PetersonManaging DirectorElectrolux
Electrolux
IMPAC functions not only as advisors, but also participated actively in the development and implementation of our new system. Managers at all levels have been involved in the process, and have taken responsibility to implement the agreed upon changes.
IMPAC represents a strong and systematical method that improves the companies bottom line. Throughout the project this method has been adapted to our specific situation and needs.
The channels of communication has been analysed and improved at all levels of the organization. The degree of communication between supervisors and coworkers has been improved significantly.
IMPAC’s management training has been closely tied to the new system installations that have taken place. This has contributed to a fairly painless implementation of the necessary changes.
In general we are convinced that the IMPAC project has improved productivity, and also given us valuable input for further development of Electrolux.
Bambang T. TedjokusumoPresident DirectorPahala Kencana, Pt.
Pahala Kencana, Pt.
IMPAC has delivered tremendous improvement in productivity by increasing number of buses available by 20 %, starting week 6 instead of week 10 of the project as promised.
In addition, I can see obviously behavior change of key persons within our organization on supervisor and manager level. They now understand the important aspect of their daily business tasks in order to get the job done.
The achievement that we have reached is considerably excellent.
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.
Daniel BoajeOperation ManagerMcDonald’s Romania
McDonald’s Romania
I can evaluate the project from 2 perspectives. From a strict financial point of view the delivered cumulative savings exceed the plan, which was identified during the analysis.
Secondly, I can observe, that my management staff is now better prepared for the process of establishing long- term plans and more effectively able to follow- up in the area of labor control. This set of business like behavior is a serious benefit for us all in the Operations Department.
Suseng LimDirectorKedaung Industrial Ltd, Pt.
Kedaung Industrial Ltd, Pt.
Today, our company is one of the largest manufacturers of glassware in the world.
During the 40 weeks project, the IMPAC team along with out management team had achieved the following results:
- The average weekly saving for last month was 244% ROI which when annualized.
- The efficiency (yield) which is used by us to measure the process productivity has been improved 31.5%
- IMPAC assisted us installed a sophisticated data report system which covered all aspects of factory’s operation to summarize and report the KPIs of operation by each level.
IMPAC helped us to set up the preventive maintenance program to reduce the machine downtime caused by the breakdown, this helps for the efficiency improvement; SMED program helps us to reduce the changeover time.
Among all of these changes, I think the most important is that there was a great change, the sense of urgency when our management levels handle problems, and this change had improved the communication and cooperation among departments and management levels.
Laszlo KovacsPresident- CEOPick Szeged
Pick Szeged
The developed management system meant a training and coaching to the managers at the same time. We consider it important that during trainings persuasion was used as a tool: or managers and supervisors could check the usability of the system before and during implementation through practical examples. This has become a base for long term, continuous and high level utilization.
This way the level of spontaneous actions decreased and we achieved a high level of productive operation.