Million Dollar Quotes

Here are just a few things our clients have had to say about their experience with the IMPAC® productivity system.

McDonald’s Italia

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 behavior on the floor and improving our planning and communication practice.

The achieved behavioral change and improved communication resulting from the project will enable McDonald’s Italy to continuously improve it organization.

Mario FedericoChief of OperationsMcDonald’s Italia


During the IMPAC project we implemented several system tools in each department that enabled us to look at quality on an hourly and daily base. Our managers, supervisors and quality auditors were trained to use the quality management system implemented.

As a result, we are able to identify quality issues in the department where it happens before it proceeds to the next department or before it reached the end of the process. This has decreased the cost of scraped and reworked parts in each department. Scrap has decreased significantly. Rework levels have improved slightly and it is due to the fact that more parts are being reworked instead of scraped.

Currently we can see the improvement in efficiency in our production which has increased on average from 100% depending on the department. In some departments efficiency increased up to 27%. At the same time we have reduced lost and non productive times.

Steffen BinoderPlant ManagerNovem

Rosti (Scotland) Ltd.

The IMPAC program has shown us a large potential for the reduction of direct labour within all manufacturing areas of the facility. The target for direct labour is as low as 9% of sales and during the IMPAC program one major area of weakness which was highlighted was planning process for the entire factory but in particular for our Mould shop. This area was identified by the IMPAC program and it was decided to use the Kaizen Blitz technique to re-engineer the planning process in a very short time.

It was notable for me how well the Kaizen Blitz methodology and the IMPAC methodology complimented each other to achieve an excellent result. Both methodologies focus on the reduction of waste and have as a stated goal the institutionalization of change.

Mr. Alex MortonQuality and Engineering ManagerRosti (Scotland) Ltd.


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.

Mr. Keiichi HiroseManaging Director Sankyo Seiki (M) Sdn. Bhd.Sankyo

Polymindo Permata, Pt.

These are only a few examples of what we have gained during the Project:

  •  Within 6 months of the project, the productivity of our machines has grown by 33.75% in May 2008 compared to year 2007.
  • Simultaneously, the percentage of waste decreased by 15.8%.
  • Overtime ratio generated by factory workers reduced by 15%.
  • (SMED) implementation program which has resulted in a 17.9% reduction in set up time
  • Positive behavior change has been shown by supervisory and mid- management level which is very critical to the point of execution. The supervisors are now applying IMPAC’s 8 supervisory skills and their concept system very well on the floor.

I recommend IMPAC to everyone who cares about the growth of his company! IMPAC Project is the foundation on which you build the future with assurance of success.

Junus SumardiPresident DirectorPolymindo Permata, Pt.


In a short period of time, the IMPAC team has found the way how to provide savings, through increasing productivity with the main focus on behavior change and control mechanism, as well as other potentials which were not in out previous awareness nor internally identified.

The results of the past 10 months showed that the installation of IMPAC Implementation program successfully activated a transparent system enabling a better understanding and follow-up responsibilities.

Our supervisors and managers were able to utilize performance indexes to measure and confront low performance. They have become enthusiastic and proactive in achieving their responsibilities.

S.C. ChenPresident Jean Co., LtdK-Tronics


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”.


Ing. Dusan NepejchalGeneralni ReditelChemopetrol


It is my firm belief that Impac has a lot to offer to any organization seeking to improve their operation’s productivity and profitability. It is my intent to enlist Impac’s support wherever and whatever in the future to drive profit improvements which is very necessary to survive in today’s business climate.

Toru KoyasuChairman & President Isuzu Philippines CorporationISUZU


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.

Karsten AndersenVelux


After nine months of mutual project work I can say that the improvement potential has been confirmed. At the high priority goals have been achieved.

As main factors of success in our co-operation with IMPAC we considered:

  • Mutually agreed goals and objectives at all levels.
  • Productivity improvement at the point of execution through intensive work on the floor.

Our expectation concerning the support from IMPAC have all been met.

H. PirchlDirectorSULZER