Mr. Keiichi HiroseManaging Director Sankyo Seiki (M) Sdn. Bhd.Sankyo
Sankyo
IMPAC’s approach is simple yet effective. Today, problems are identified much earlier and prompt actions are taken subsequently. During the project, our managers and supervisors have received valuable management training both theoretical and practical, this together with a simple yet effective management system has also given us a very significant and positive result money-wise.
Natalya V. BashynskaChief Financial OfficerDunaferr
Dunaferr
We invited IMPAC to help us to improve the business processes in the accounting department, taking into consideration the following goals:
- to optimize the internal business processes of accounting department of Dunaferr
- to explore the possibilities of SAP system so that it could be used to the maximum possible extent in the new optimized process
- to determine the necessary headcount with the installation of a management system
- to bring beforehand the month-end closing period
As a result of the review and optimized and integrated activities, with the full agreement of the supervisory and middle management, in case of the daughter companies, more than 60% headcount reduction has been identified.
As the result of the Business Process Reengineering activity, additional 13% headcount reduction potential has been identified. The business process reengineering steps contain SAP modification, organization improvement and several other implemented management tools.
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.
Carlos DomingoManaging Director ABB Metron, S.A.ABB
ABB
The change process was extremely quick. This process took only seven months to materialize.
The new control systems and management reports were created at the factory plant by IMPAC in conjunction with ABB management, these are now the foundations that will help us prepare for a more competitive market.
Johannes MüllerExecutive Vice PresidentDätwyler Cables
Dätwyler Cables
As a result of the work during this period with the management team as well the supervisors on the floor and installing new management systems we have, together with the IMPAC team, managed to get up productivity of our machines by roughly 15%,and the productivity of our employees up by 50% in some cases. In relation to the financial results in project week 26, – 4 weeks before competition of the project- I can say we have reached 150% of the savings IMPAC promised to us after the analysis they performed at our company.
Robin OlsenManaging DirectorTolpost Globe
Tolpost Globe
The team on site was capable of changing my view of organizational respectively systematic work approach. They provided me and my leading team with a new mental model which will allow our organization to be prepared for the challenges of the future to work in a smarter and more efficient way.
I can report productivity improvement at the end of Oct 2005 compared to Oct 2004 of 9.1%, which to a significant part could be achieved by applying the IMPAC systematic work approach.
David HuangExecutive DirectorTa Yang Group
Ta Yang Group
Impac was invited to commence the 30 weeks project on May 2008. As a result of the work with IMPAC team during this period with the management team as well as with the supervisors on the floor we are able to achieve tangible results, such as:
- Project Cum Savings till now already exceeds the total cost of the project. Cum Annualized Savings ROI is 450%.
- In Factory II we able to achieve an increased of material ratio from 62% to 77%
- In Factory I (JINHE), comparing to Company Standards we improved the overall labour productivity from 74% in July to 90% in October.
- PAP program generated more than 150 proposals with annualized saving 207,604 RMB.
Martin BrusseChairman of the BoardRMO
RMO
The first project, which concentrated on production and increased productivity, and resulted in our taking action to reduce our workforce, we undertook a joint venture to again increase efficiencies and productivity, but to increase our market share and increase sales potential, as well as gain control of our total operating expenses.
The result have been dramatic, both finally and culturally.
You had proposaed a 2.04:1 ROI, but you delivered an astonishing 4.83:1 ROI, by addressing the very heart of our operating problems, and guiding us through some very challenging customer service issues, and this was accomplished by your company’s ability to be innovative, flexible and dynamic in your solutions, and to be very patient mentors .
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.
Ian A. MaclureManaging Director, Ericsson Mobile Communications (UK) LimitedERICSON
ERICSON
We had previous experience of consultants who worked at management level but were ineffective in improving performance at shop floor level. The approach proposed by IMPAC promised to address this issue.
The initial analysis was handled very professionally and convinced the skeptics in EML that we should give IMPAC a chance to prove their worth.
The benefits started coming early with headcount savings in several processes. Maintenance scheduling was another area where significant improvements were introduced early in the programme, but the most important contribution has been in the training of the supervisors level.
The change in attitude following training and removal of non-value-adding activities has made a significant contribution to the plant’s productivity.