Jun Ho LeeDirectorRoyal Korindah, Pt.
Royal Korindah, Pt.
As overall results of the IMPAC Implementation program, we want to mention:
- Improved management control systems in production, PPIC, Packing, Pre-Production as well as our Branches.
- Improved inter and intra communications between departments.
- Improved problem solving techniques.
- Reduction in scrap/rework.
- Reduce material consumption.
- Improvement in productivity in factory by 38%
- ROI 544%
- Savings in Pocket at the end of the Project at the rate of: 140.57%
Through the ACCESS Communication program workshops our supervisory and mid-management have learned important skills in giving and following up on assignments, as well as reporting on variances. They also acquired confrontation techniques, problem solving techniques and cost awareness training.
Cato NaesfeldtA/s Nestle NorgeNESTLE
NESTLE
Summarizing the results and my opinion of the work carried out the following can be said:
- realized savings are on yearly base what we had expected.
- the factory management achieved a better cost awareness.
- the operation is restructured in a more rational way.
- your way of working has been systematic and result-oriented.
- the work carried out by your peoples has been of high quality.
Your people and our factory management have proved that potential savings are possible to realize. With the programmes installed as well as the spirit of the factory management I am confident that what has been achieved, will be permanent or even improve.
Ing. Dusan NepejchalGeneralni ReditelChemopetrol
Chemopetrol
For the evaluation of this project Chemopetrol-Impac I do not need high flying phrases. Let the numbers speak themselves: 350 million CzK increase in profit. Problems with cashflow are history and accounts receiveable decrease reached 3500 million CzK. Part of it is because of market refreshment in petrochemical products, but largly it is a result of the new management systems and change of peoples approach. And especially here IMPAC has played a fundamental role.
Your team was definitely distinguished from the other consultancy companies by depth of solution of problems, ability to work with real figures, problems and people. The persistency of your specialists resulted in a change of behavior of our people from “this is imposible” towards “how can we do it”.
Lim Keng HockChairmanBCM Electronics Corporation Sdn. Bhd.
BCM Electronics Corporation Sdn. Bhd.
Our people, especially the first line supervision, are now equipped with sound management fundamentals and had learned to utilize performance indices to confront poor performances. The installed controls made our people more aware of the cost implications of lost time, rejects, rework, and scrap, thus making them more proactive in addressing such problems.
Productivity has improved dramatically during the course of this project, from 60% last year to an average of 90% to date.
The ACCESS training sessions had aided the managers, supervisors, and group leader realize, to a great extend, their roles and responsibilities in the management chain. The one on one coaching sessions had helped a lot in transforming theories and concepts to practical on the job application.
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.
Vanchai TosomboonManaging DirectorRoyal Porcelain Public Company Ltd.
Royal Porcelain Public Company Ltd.
When we started the program, there were three overall objectives
- Provide Managers with the essential management fundamentals
- Create and organization climate where Managers are continuously instilling the passion, energy. Enthusiasm and edge.
- Turn Managers into potential Business Leaders.
All the objectives were met as promised and most important the enthusiastic and energy now been demonstrated by staff who successfully completed the program.
The program has also invigorated the staff interest in effective project management, creativity, responsibilities and accountability.
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.
Pierre GoetschiPresident A/s Nestle NorgeNESTLE
NESTLE
We, in Nestle Norway thus engaged Impac and commissioned them to fine-comb the whole of our organization, i.e. three factories and our head-office/ sales organizations. The work was concluded and the result achieved-obviously varying somewhat from place to place-not only achieved our expectations, but even surpassed them in most instances.
In our work with Impac, we discovered that your organization basically is a system or tool-probably currently the best one on the market-which helps the customers to achieve the desired results with regard to productivity and efficiency.
The training of our mid-and supervisory management, the training of internal coordinators, the sensibilisation of the management team as well as the continued follow-up from Impac’s side have all contributed to that extend.
Concluding I ought also to mention that in our case Impac’s engagement led to a situation where we could maintain production volumes with roughly 30% less resources used.
Karsten AndersenVelux
Velux
We have implemented systems to create a daily overview of the use of resources and productivity in our production processes. During the project we were often at the positive way of implementing the IMPAC systems which were easy to adapt and install in our production philosophy.
The IMPAC working methods are fast and at first we were skeptical of gaining the savings but we have to conclude we have acquired many useful improvements to benefit from in the future.
Janusz Petrykowski Vice President of the Board Automation Division ABB Group PolskaABB
ABB
We have invited IMPAC to conduct an analysis of our newly reconstructed sales department in Automation Division of ABB Group Polska. The sales concept we have implemented last year needed totally new approach to the internal communication, control tools put in place and systems of management in order to achieve goals in this highly competitive environment we operate.
IMPAC people not only mapped our systems and procedures, but also evaluated our sales force on the road, in their natural working environment.
We had intuitive feeling, now confirmed by IMPAC analysis results, that still a lot is to be done in our sales structures, especially as it refers to training and coaching.
What is the most important however, IMPAC has not only showed us gals in existing system and areas for improvements but also gave us practical hints as well as designed new tools that will serve our management to establish ABB brand on the Polish market for years.