Management and operational consulting for industrial companies
Helping industrial business owners and executives develop strategy, improve production efficiency, reduce costs, and build management systems and development programmes.
Editorial illustration
SCOPE OF WORK
Production and operational audit. Review of the production chain, capacity utilisation, downtime, resource consumption and coordination between departments. Identification of reasons for missed production targets.
Production turnaround management. Development and implementation support for stabilisation programmes addressing frequent stoppages, ageing equipment and limited funding.
Cost and production loss reduction. Analysis of raw material, energy, consumables and equipment maintenance costs. Review of consumption standards, alternative materials and supply options.
Equipment productivity and reliability. Identification of output constraints, analysis of equipment availability and utilisation, and review of maintenance and repair priorities.
Production planning. Establishing or redesigning planning processes to align production, sales, shipments, maintenance and resource supply.
Production digitalisation: MES and dispatching. Requirements and technical specifications, process logic, client-side implementation support, acceptance and adoption of the system.
Organisational development and business process optimisation. Management structure analysis, removal of duplicated functions, allocation of authority, process documentation and procedures.
KPI and management reporting. Performance indicators for managers, production employees and support functions. Reporting, performance analysis and alignment with incentive schemes.
Enterprise development and modernisation strategy. Asset condition assessment, development priorities, phased modernisation programmes and capital investment priorities.
Industrial investment project support. Coordination of work to prepare key technical solutions, feasibility studies and business plans.
Ways to work together
One-off expert consultation on a specific issue.
Enterprise diagnostic review with a written report.
A focused project with agreed deliverables.
Support for implementing an improvement programme.
Consultant in strategy, technical development and operational efficiency for industrial companies
More than 20 years of experience in mining chemicals, mineral fertilisers and petrochemicals. Worked with EuroChem and Gazprom group assets, holding senior positions at operations with over 1,200 employees. Investment and operational expertise in productivity, cost reduction, strategic management and implementation of production and organisational change.
Experience and projects
Strategic and operational development
Development strategies, mineral fertiliser production concepts and investment business plans. Assessment of production constraints, modernisation priorities and efficiency programmes.
Transformation and maintenance
Restoring stable operations, developing production teams and establishing maintenance and repair management to improve equipment reliability and reduce unplanned downtime.
EuroChem · 2013–2023
Leadership in asset management, operations and production planning. Developed an asset strategy and delivered a greenfield investment project through industrial commissioning. Built production and maintenance teams and planning systems from scratch. Implemented MES, dispatching, KPIs, end-to-end quality control and X-ray sorting for phosphate ore beneficiation.
Gazprom group assets · 2006–2013
Strategic and organisational development, management improvement and business process reengineering. Participated in a SAP restart project, KPI development, production and economic audits and risk assessment.
Education
RANEPA — MBA and master’s studies in entrepreneurship, company management and marketing. Ufa State Aviation Technical University — modelling and operations research in organisational and technical systems.
Areas of practice
Development strategy · Technology concepts · Business planning · Operational efficiency · Maintenance systems · Turnaround management
Selected results
Stabilised production within 6 months following recurring equipment downtime.
Increased finished-product output productivity by 21%.
Reduced unplanned downtime by 50% by establishing maintenance team systems.
Saved up to 20% in electricity through modernisation of grinding-unit drives.
Reduced costs of materials subject to consumption standards by 40% through MES and dispatching.
Reduced maintenance consumables costs by 30%.
What we need to get started
Describe your objective, project stage and available materials. We will agree on the input data, scope, schedule and fee after the initial discussion.
