Masaru ShojiPresident DirectorDai Nippon Printing Indonesia, Pt.
Dai Nippon Printing Indonesia, Pt.
As overall results of the IMPAC 10000 program, we want to mention:
- Improved management control systems in production, planning, QA/QC as well as Maintenance
- Improved inter and intra communications between department
- Improved problem solving techniques
- Reduction in scrap/rework
- Reduce material consumption
Significantly, the above has resulted in:
- Improvement in material losses by 30%
- overtime cost reduction by 8%
Even more important perhaps than the financial result is the achievement in setting the grounds for a proper behavior at the supervisory and mid-management level.
Svein BredahlManaging DirectorAker Engineering
Aker Engineering
We entered into cooperation with IMPAC in order to develop a more efficient organization, especially through improved first line management and supervision. Special attention has been given to our staff functions and the resource allocation and planning in our engineering disciplines.
Throughout the project we have developed new and improved systems and practices for day-to-day planning and follow-up, and our supervisors have been trained to support this in the future.
Further, we have taken an important step forward in the quality of personnel planning. We have also developed methods for initiating preventing actions to avoid extensive ad hoc work.
K. IdenoManaging Director, Matsushita Kotobuki Electronics Industries Singapore Pte. Ltd.Panasonic
Panasonic
The program is total approach which encompassing area development, base development, and access training. It is diversified enough to cover the main production elements of man, machine, material and method as well as an in-depth insight in terms of product, process and system.
The Access management training has been closely tied to the new systems installed. The training has made supervisors and managers more measurement oriented, proactive and sensitive in dealing with their daily jobs and established better communication among departments.
Dean R. IacopettiSr. Vice PresidentMattel Indonesia, Pt.
Mattel Indonesia, Pt.
The savings achieved on the project equal to IMPAC’s original estimate, and three times of the cost of the project.
The results are outstanding. Efficiency has improved to 75%, resin waste has fallen by 66%, and daily schedule adherence is up. We now have more capacity, without an expansion.
Herbert FrankensteinManaging Director BASF Polska Sp zo.oBASF
BASF
I would like to stress that I am very happy with the overall quality of the work delivered and the outcome of our common endeavor. The project had several main goals to accomplish:
- To deliver training and system development in Sales Department of our local production
- To conduct a Train The Trainer Class for our Branch Sales Managers
- To improve planning and reporting of our production facility
- To conduct a Communication Training of our Management staff at aforementioned facility
- To set the proper manload for the Production Department
All the above goals had been accomplished successfully!
Adrian-Aguirre GomezChairmanGrupo Radio Centro
Grupo Radio Centro
Three main objectives were establishes for the “Great Challenge of Change” project.
- Develop an organizational balance.
- Increase 10% of sales over actual budget.
- Improve the credit and collect area.
The objectives promised, by the IMPAC team were accomplished.
Very important tools were developed for our sales executives in our four commercial areas. These tools helped them reach and upgrade the objective established at the beginning.
The ACCESS program developed an attitude change in the Grupo Radio Centro personnel, directors, managers and supervisors.
Luis DavilaManufacturing Director, Matsushita Electric of Puerto Rico, Inc.Panasonic
Panasonic
Our supervisory personnel have improved their job performance and the communication program has helped us in improving the communication with our manager, supervisor, foreman, utilities and general workers. The program made our supervisory employees more conscious of proper labor utilization and improve their communication technics.
Ahmad BananiPresident DirectorLatinusa, Pt. (Krakatau Steel Group)
Latinusa, Pt. (Krakatau Steel Group)
As for the results, it is quite obviously seen and felt in our bottom-line. As in any business prone to mood swings in the market, we too had our fair share of up and down moments but in the end I can say we had achieved the set targets of 100 % payback in pocket and an annualized savings of 300 % by end of the project.
I am very satisfied with the behavior change of my people.
I have personally benefitted from going through this IMPAC project. I now know it is possible to measure performance at the point of execution through selective key performance indicators.
Ramon de la Pena ManriquePresidentITESM
ITESM
The first phase of the IMPAC program, the analysis phase, was carried out in less time that initially planned, and the project team always showed an open and cooperative attitude to us. The result clearly showed that it is possible to obtain savings in our operation.
We would like to recognize the effort and dedication shown by the project team, every one of them have worked hard to get his / her part done up to now.
We look forward to the completion of the program to get into the perpetuation phase and to have the ability to use the IMPAC concept in other areas of the Monterrey Tech.
Mr. J.C. LobbezooManaging DirectorGeytenbeek
Geytenbeek
The IMPAC team, in close cooperation with all the management levels, has exceeded all our expectations.
- 50% increase in quantity of sales proposals processed;
- increase in success rate of all sales proposals processes from 48% to 86%;
- 25% increase in productivity of sales support services;
- 35% reduction in indirect operational costs;
- 27% reduction on the outstanding invoices and improved lead-time
These impressive results have been brought about by extensive system development, training and support by the project team.
The achieved behavioral change resulting from the project will enable Geytenbeek to continuously improve our organization.