Simon JethrokusumoPresident DirectorAdi Putro Wirasejati, Pt.
Adi Putro Wirasejati, Pt.
During the project the following results were achieved:
- Significant behavior change of managers, supervisors, foremans and operators.
- Dramatic improvement of control at point of execution in production lines (action log, MOT and KPI).
- Annualized saving representing 260% return on our investment.
- Reducing Lead time in Bus Production from 62 days/unit to 39.5 days/unit.
- Reducing Lead time in Minibus production for ELF type from 51.3 days/unit to 40 day/unit.
- Lead time improvement in design engineering for new model from 56.6 days/unit to 36.5 days/unit
- Quality improvement in Welding Department from 79% to 87%
- Quality improvement in paneling department from 64% to 82%
- Increase Productivity in terms of manhours from 12 hours/day producing 1.5 unit/day into 10 hours/day producing 2 units of buses.
By inviting IMPAC into our company, we have made improvements to face global competition and we feel ready to face the globalization era.
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.
K. IdenoManaging Director, Matsushita Kotobuki Electronics Industries Singapore Pte. Ltd.Panasonic
Panasonic
The program is total approach which encompassing area development, base development, and access training. It is diversified enough to cover the main production elements of man, machine, material and method as well as an in-depth insight in terms of product, process and system.
The Access management training has been closely tied to the new systems installed. The training has made supervisors and managers more measurement oriented, proactive and sensitive in dealing with their daily jobs and established better communication among departments.
Lam Viet TrungChairmanContinent Packaging Corporation
Continent Packaging Corporation
As the result of the work with the IMPAC Team and with the management team as well as supervisors on the floor, we are about to achieve tangible results :
- In Ho Nai factory reduction of machine down time and labour lost time from 40 % to 20 %, defect has been reduced by 14 %, overall productivity has been improved for 17%
- A comprehensive system was developed and installed in order to meet the planned objectives. It also enables Management to pro-actively manage the department performance.
- Improve the communication among the departments
- Better sense of urgency to take corrective action
- Management skills training
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.
Robin OlsenManaging DirectorTollpost Globe
Tollpost Globe
We launched two programs called “NY TID” 1& 2. Both programs focused on productivity improvements and tangible results in the area of Terminal operation, Local distribution, B2B and reduction of fixed costs in administration. The IMPAC Program supported especially Terminal Operation and Local distribution and helped to reduce frictions caused by the tough actions required.
In addition key meetings on Executive level and the Operational side as well as on the Sales side had been monitored and coached. This feedback opened communication channels within the organization and allowed us to further progress.
What we find today is now a group of Depot Managers who appear to be much more self- assured and consistent in their actions compare to half a year ago. Also Teambuilding has arrived on the agenda and is now seen as a skill to nurture.
Our productivity improvement at the Terminal operation reached 12% despite the fact we changed the base level, because we integrated all personnel working for the Terminal operation into the indicator colli/manhour. Local distribution gained 7% of increase on stop/car. Both developments gave us improvements in the height of 2 digit million NOK.
I can recommend IMPAC to all companies who are interested tin tangible results and genuine productivity improvements.
Gary E. BraunSr. Vice PresidentLone Star Steel Company
Lone Star Steel Company
I have been most impressed with the quality and the methodology of the IMPAC Area Development Process.
The growing in cooperation and communication between our departments throughout the process has been impressive to see. The IMPAC people have effected positive changes in our managers and supervisors. The change in this area has been strongly influenced by an excellent “Goals Roll Down Process.” This has forces departments and people, which have not always worked well together, to break down old barriers and work collectively toward common goals.
Roberto E. AboitizPresident & CEOMetaphil, Inc.
Metaphil, Inc.
The appeal of IMPAC was precisely the focus on the shop floor, the frontlines, middle managers and the emphasis on performance to agreed upon standards.
With time and opportunity, we will multiply our gains through productivity consciousness at all levels. The savings are there and the attitude change in our management has been significant.
Dian Soekino TheosabrataPresident DirectorFurnilac Primaguna, Pt.
Furnilac Primaguna, Pt.
Just in the first week of the project IMPAC can deliver savings for us, and at week 10 of the project, the savings we got was over what has been guaranteed.
Now after project week 30, I can say our company performs during the project as described below,
- Volume of sales increase 36.6%
- Productivity increase 14.4%
- Project cost recovery 216% compared with 95% promised during analysis
- My people enjoy to fix problems rather than blame someone else
- The production flows smoothly
- I and my executive director can easily monitor the production process
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.