Krzysztof OlszewskiChief Executive Officer Solaris Bus & Coach
Solaris Bus & Coach
We see the improvement everyday. IMPAC’s team showed us hidden opportunities, which we did not see before and show us capability of our people by increasing their involvement. IMPAC team cooperates with all levels of our management very professionally and helps us to structure responsibilities at all levels. Our managers see now new opportunities for their departments and the whole company. People started working as a team, are more involved in their every day tasks and are happy when they see improvements.
The IMPAC operation covered the determination of precise operational goals for all management levels, optimization of planning process and resource allocation, implementation of control, performance follow up and reporting tools, and as the most important point improving information flow channels and personal responsibilities.
Adrian-Aguirre GomezChairmanGrupo Radio Centro
Grupo Radio Centro
The objective of the program was to give our sales executives the necessary tools to improved results, and to do it in less time. Sales concepts were identified as opportunity areas during the visits to different clients, that were performed by Grupo Radio Centro sales executives and IMPAC skills personnel.
Also a daily-weekly manager control system was installed to allow commercial directors and sales executives review the progress or advance of their actual sales immediately.
As a result of all the program, sales has increased 20% over actual budget, that is twice as much, as the original objective promise by IMPAC.
Kevin WolffTyco Electronics Director Cost Improvement & Six Sigma LeanTyco Electronics
Tyco Electronics
During the project, significant time was spent on training our managers who participated in workshop sessions on general management topics. These where basic and implementable management principles such as Key Competences of an Effective Manager, Barriers to Change, Confrontation and Confrontation Planning, and Cooperation.
After the training sessions, individual coaching was performed with the participants during which time they implemented and experienced the new methods in their day-to day working environment. As a result of the project the active supervisory time spent on the floor has increased by 40% and the quality of the supervision has also improved. These changes are also visible in the latest productivity figures of the company and we are confident that we will see further improvements in the future.
Don KochExecutive Vice President Management BoardING Bank (now RBS Polska)
ING Bank (now RBS Polska)
Our combined teams had been set a very challenging goal for this project-to increase productivity in the Financial Markets and Strategic Clients Department, an area we strongly believed is well managed and disciplined. To date, together with our supervisors and managers, the IMPAC team has demonstrated the ability to develop and install the necessary tools to achieve the productivity targets ambitiously set at the beginning of the project.
Jorna KielennivaManaging DirectorKT-Datacenter Oy
KT-Datacenter Oy
With IMPAC’s help we have made significant changes in our activities by standardizing working methods and tools.
We have succeeded in reducing overtime hours by better planning and follow-up. At the same time we have increased the productive work rate of individual employees. Productivity has increased because the employees have now very clear and measurable goals.
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.
Dr. Rolf ZondlerGeneral Manager Nokia Audio Electronics GmbHNOKIA
NOKIA
The behaviour change amongst the management has been successful especially as far as cost awareness and overtime control.
The crewing guides which have been developed is a very good tool for us to determine the manpower requirements for analyzed departments in future.
The savings projected during the analysis have been considerable in excess of the plan.
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.
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.
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.