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.
Hiroshi TeradaManaging Director Sharp Roxy Electronics Corporation (M) Sdn. Bhd.SHARP
SHARP
New management systems for production and maintenance were developed, and tactical and technical workshops were conducted with our personnel. IMPAC identified unnecessary down time in machines, and optimum production line configurations and timing were quickly established by working very closely with our personnel.
Positive behavioral change was apparent in numerous supervisors at an early stage; but this change was of greater prominence and significance towards the middle and end of project.
Improvements in efficiency started in the first few weeks of the project, and savings started to flow in at the same time. Upon reaching two-third of the project, savings were already well above the cost of the entire project.
Peter C. SmerlingManaging DirectorSCA Hygiene Malaysia Sdn. Bhd.
SCA Hygiene Malaysia Sdn. Bhd.
The main objective of this program was meant to be a cost reduction drive, and through the above has resulted in:
1. Improvement in material utilization by 18.5%
2. Reduction in maintenance cost by 28.6%
3. Labour cost reduction by 10.92%. Major contributor to this reduction is in the overtime cost.
The savings guaranteed in the agreement has exceeded the promise several times and we can also see the improved financial impact in our financial statements.
Mario FedericoChief of OperationsMcDonald’s Italia
McDonald’s Italia
As result of this co-operation we have increased productivity in the restaurants overall by 21%, at the same time increasing sales and achieving 1,5 million euro in annualized savings, that were clearly identified in our P&L reports.
These results have been brought about mainly through implementing better behaviour on the floor and improving our planning and communication practice. By extensive system development, training through the Access workshops and support by the project team, we carefully cleared problems from the way of achieving our final goals. The achieved behavioural change and improved communication resulting from the project will enable McDonald’s Italy to continuously improve its organization.
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.
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.
Andrey MladentsevGeneral DirectorNizhpharm OAO
Nizhpharm OAO
We have, over the years invested much into gaining our current position in the top 3 of the Russian pharmaceutical industry.
I am glad to say that our decision to employ IMPAC this year in order to increase the productivity of our production department was a move in the same direction. In the past six months we have seen a productivity increase that has brought us savings due to the efforts of the IMPAC team. We have seen our supervisors go from tracking the processes they are responsible for to actively planning and seeking out improvements.
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.
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.