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.
Anton ParkanskyGeneral DirectorVeropharm, OAO
Veropharm, OAO
To achieve the goals of the project it was necessary to make changes in the way our managers, supervisors and production staff thought about their roles in our operations.
Changes in behaviour and newly implemented management systems allowed for achieving the goals determined at the beginning of the project:
- Productivity increased in all departments by 9% to 30%
- Overtime hours consumption was reduced by 8% to 10%
- The throughput on the 10g ampoule line increase by 40%
Reporting systems was improved in a way that all variances and arising problems are immediately identified and corrective actions are taken.
Christopher SommDirector, Toyoda-Sulzer Sales Ltd.SULZER
SULZER
- Your Project team had analyzed the present situation of our daily operation.
- Your project team has set up a Management Operating System.
- Our employees have understood the importance of communication by participating the very essential ACCESS training sessions.
All our expectations were at least satisfied or exceeded. We intend to sustain business success as well as a positive development of our sales and service organization in Japan and overseas.
Marek GrabowskiChief Operating OfficerPilkington
Pilkington
This investment was very good value for money and that the decision to start had been correct. We have seen very significant savings and have also created, with the active help and support of the IMPAC team, a new management structure far more suitable to our needs than the previous one.
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.
Dinh Quang HuangChairman Batico Tin Thanh Plastic Packaging JSC.
Batico Tin Thanh Plastic Packaging JSC.
After 30 weeks of Tin Thanh – IMPAC projects, we together achieved :
- The biggest achievement is the change in thinking, awareness and responsibility of not only Executives, Managers but also Team Leaders, Shift Leaders.
- Management tools are installed
- Coordination among departments has improved
- Successful implementation of SMED and 5S program to reduce 35 % of Printing machine changeover, and 58 % of Packaging machine changeover
- Labour productivity has increased 77%
- Average monthly output of Printing products is 124% higher than the highest in the history
Laura PaglieriAdministratore DelegatoPaglieri Sell System
Paglieri Sell System
The management systems have been changed, there have been changes in the planning procedures and in the methods of evaluating results.
We achieved good results in the warehouse operations and in labour savings. These results have consolidated and they keep improving.
In 2006 we started another, more difficult, project with IMPAC, with the goal of improving the productivity, and therefore reducing the costs, of the merchandisers organization that refills the supermarkets all over Italy.
We’re achieving very good results and there are signs that show additional improvements.
E. MoesgaadGeneral ManagerChina Intl. Marine Containers Ltd.
China Intl. Marine Containers Ltd.
We were impressed by the results and the professional way your hard working and devoted staff carried out the analysis enrolling the co-operation and support of our Chinese employees who all enthusiastically participated in the analysis and studies.
I am confident that introduction of your system into organizations be it manufacturing, administration or trade would be beneficial to companies newly established in China as well as long time established companies.
The IMPAC analysis served as an eye opener for seeing our operations and potentials in a new perspective and dimension.
Henry SukiantoManaging DirectorJakarta Tunggal Citra, Pt.
Jakarta Tunggal Citra, Pt.
During the project, IMPAC were then able to work together with our manager and department head identify problem & they able set key control tool to encounter those problem. Through their hard work these are the results we able to achieve:
- Improvement in our productivity.
- Department head able to target and monitor each and every worker productivity.
- Manager and department head start to care problem & finding solution.
- Accuracy in our stock level by installing few monitoring tools.
- 5S program that make our working environment cleaner, organize and discipline.
Slowly but surely we do see s culture change in our worker and department head. Therefore, I would recommend IMPAC implementation program to any company looking for improvement & better efficiency.
Alain BEYENSZone President CEE!nBev
!nBev
Scope was to substantially redesign the administration process and therewith reduce the headcount & cost in the administration and sales back offices. The project was conducted in due time and produced substantially savings.