Suseng LimDirectorKedaung Industrial Ltd, Pt.
Kedaung Industrial Ltd, Pt.
Today, our company is one of the largest manufacturers of glassware in the world.
During the 40 weeks project, the IMPAC team along with out management team had achieved the following results:
- The average weekly saving for last month was 244% ROI which when annualized.
- The efficiency (yield) which is used by us to measure the process productivity has been improved 31.5%
- IMPAC assisted us installed a sophisticated data report system which covered all aspects of factory’s operation to summarize and report the KPIs of operation by each level.
IMPAC helped us to set up the preventive maintenance program to reduce the machine downtime caused by the breakdown, this helps for the efficiency improvement; SMED program helps us to reduce the changeover time.
Among all of these changes, I think the most important is that there was a great change, the sense of urgency when our management levels handle problems, and this change had improved the communication and cooperation among departments and management levels.
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.
Martin DlouhyManaging DirectorMcDonald’s Ceska republika
McDonald’s Ceska republika
We have achieved an average 15% productivity increase at our 28 restaurants in the Czech Republic and Slovakia through the implementation of IMPAC 10 000 Programme and have been successful in achieving better compliance to our McDonald’s standards and better utilization of management control systems.
The financial results and the savings meet the forecast given.
Mr. Toh Kim ChongGeneral ManagerPHI – Poh Huat Furniture Ind. Vn. JSC.
PHI – Poh Huat Furniture Ind. Vn. JSC.
During the project our company has seen :
- 23.8 % productivity increase during the project period (40.6 % improvement if compared with the average for the last three months)
- ROI 595 %
- 244 % higher savings than planned
- Break-even point reached already in week 27
The new management systems implemented during the project allow us better control of the production environment.
Not least, our working environment is multi-cultural ; we employ people from china, Malaysia and Vietnam. IMPAC took this situation very seriously and have made a great effort to help us streamline communication and overcome cultural barriers.
My managers and supervisors are involved because they can see that the IMPAC system is not just a theory, but it’s about practical and real implementation that help them to be more successful in achieving their goals.
Ahmad BananiPresident DirectorLatinusa, Pt. (Krakatau Steel Group)
Latinusa, Pt. (Krakatau Steel Group)
As for the results, it is quite obviously seen and felt in our bottom-line. As in any business prone to mood swings in the market, we too had our fair share of up and down moments but in the end I can say we had achieved the set targets of 100 % payback in pocket and an annualized savings of 300 % by end of the project.
I am very satisfied with the behavior change of my people.
I have personally benefitted from going through this IMPAC project. I now know it is possible to measure performance at the point of execution through selective key performance indicators.
Lim Keng HockChairmanBCM Electronics Corporation Sdn. Bhd.
BCM Electronics Corporation Sdn. Bhd.
The new management system that was installed in the manufacturing areas helped the supervisors to control operations at the point of execution. Furthermore, 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 the project, from 60% last year to an average of 90% to date.
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.
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.
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.
Christian NesmeDirector of OperationsHarry’s France SA.
Harry’s France SA.
The new management system, Access training workshops, and the follow-up work completed by the Project Team on the floor, resulted in 15% increase of productivity in our Talmont site. Raw material waist was also significantly reduced in this plant (-30%).
I also want to stress the fact that, during their 35 weeks long presence, the IMPAC Team have shown all the professionalism that one can expect. ‘No detail was neglected in helping our people to become more efficient in an economic environment where competition is ferocious.