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.
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.
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.
Matti Saynevirta General Manager Nokia Metal ProductsNOKIA
NOKIA
I can tell you that the results have well fulfilled my expectations and the savings guaranteed in the agreement has been realized.
As a result of the training given to our supervisors, and the systems you assisted us in installing, we have now complete control of the areas and the method to deal with the daily problems.
Mr. Agus H GunawanChief Executive OfficerThe First National Glassware, Pt.
The First National Glassware, Pt.
I would like to share with you the progress of 4 quarterly audit visits to follow-up on FNG-IMPAC.
We are pleased to see:
- Our yields keep stable on average 82.34% level, compare with 76.29 before the project and 85.39 at the end of the project.
- Downtime keep on the level of 4,166.07 minutes/week, compare with 12,189.77 minutes/week before the project the project and 3,201.00 minutes/ week at the end of the project.
I am very happy with this project and I would recommend it to other Companies that wants to improve their productivity and management control systems.
Christian NesmeDirector of OperationsHarry’s France SA.
Harry’s France SA.
The new management system, Access training workshops, and the follow-up work completed by the Project Team on the floor, resulted in 15% increase of productivity in our Talmont site. Raw material waist was also significantly reduced in this plant (-30%).
I also want to stress the fact that, during their 35 weeks long presence, the IMPAC Team have shown all the professionalism that one can expect. ‘No detail was neglected in helping our people to become more efficient in an economic environment where competition is ferocious.
Peter ViehboeckFinance DirectorSouth Pacific Viscose
South Pacific Viscose
IMPAC project with its focus on systems and human behavior has made a tangible difference here in SPV.
We wanted to make sure that our employees would not revert to the old way of doing things once IMPAC had left the company; this had to be avoided by all means.
During a year period mentioned, IMPAC Services Review Specialist together with coordinators had done four (4) times intensive Compliance Reviews of our new management system.
This has proved extremely positive, given confidence to our coordinators and has contributed to maintaining the system.
The weekly telephone contact done by IMPAC Project Support Centre during this period was of immense help to our coordinators.
In my opinion it is a must to make use of IMPAC’s phase III, if you wish to maje sure that the management system functions on an optimum basis, thereby continuing the cost savings and securing an increased profit for the company.
Jan LamserMember of the Board Senior Executive OfficerCSOB
CSOB
I can say that we have achieved the targets laid down at the beginning of the project: installation of the management systems and identified operational productivity increase of 30%. I appreciate the hard work and perseverance demonstrated by your staff. They met stiff skepticism from our Finance staff, most of whom were never before exposed to appropriate management systems during their careers.
The installation of new management systems, and a new attitude towards effective management could not have been achieved without your professional assistance.
YuHang YinChairman & Managing DirectorMonte-Blanco Diamond Applications Co., Ltd
Monte-Blanco Diamond Applications Co., Ltd
The IMPAC team along with our management team had achieved the following results:
- According to our original KPI to measure the over all productivity, the average revenue per labor of production system had been improved 14.4% in the first 6 months of 2011.
- The productivities of workers for all workshops had been improved remarkably, especially in the workshop 2 and workshop mechanical, with the improvement 44.1% and 41.9%.
- IMPAC assisted us installed a sophisticated data report system which covered all aspects of production’s operation to summarize and report the KPIs of operation. The influence of the project is not limited in production area, but all departments started to do the periodic review of KPIs and improve their performance with the assistance of IMPAC team.
- Correct the management behaviors and to train the management skills of our supervisors were parts of the major task of the project.
IMPAC helped us to set up the Norms of the major materials utilization and control the materials waste gradually by using Norms. And also, the “Lead Time Reduction” program that been set up accordingly to the actual situation of our company could change the time usage in the production process.
Paolo ReginiPresidentePubliambiente S.p.A.
Publiambiente S.p.A.
The work done with the IMPAC experts has involved our managers and supervisors and our planning, assignment, communications and control systems were analyzed and improved.
At the moment we are in the phase of redesigning our mechanical and manual cleaning services, which will lead to a 30% productivity improvement.
Furthermore, our managers and supervisors have been involved in a training programme and I appreciate the fact that they are now prepared and know “their numbers”.