• Conducting a series of trainings for bank employees. Conducting evaluation and modification of training programs
• 130 people were trained. Established 20-25 trainers who train bank employees on new tools

• Lean Academy was set up. 60 employees were trained, including supervisors (in petrochemistry)
• A system of personnel skills evaluation was developed. The system is transferred to the HR company

• Optimization of repair activities Increased efficiency of equipment bypasses Implementation of practices of generation of small ideas for technical improvements
• A system for planning, diagnostics, adjustment and monitoring of repair plans (based on MS Project) was introduced
• 6 repair standards and 4 equipment bypass standards were created for one of the boiler and turbine shops.
• Process of generation, assessment and implementation of improvement ideas at the plant was implemented.
• KPIs by areas are built into the motivation structure of the corresponding managers

• Lean management practices implemented
• 5С procedures established
• Flexible model of employees' departure for desks in accordance with clients' arrival
• Money transfer and online banking processes were simplified Picture boards and a performance management meeting system were introduced
• Processes of granting loans to small and medium-sized enterprises were optimized

• Pressing area productivity increased by 6%. Work standards for the 4 most critical operations are implemented.
• The system of meetings and reporting at the plant was redesigned, a standard schedule for the foreman's and supervisors' workday was implemented
• Personnel involvement and understanding of the factors influencing it was evaluated

• Reduction of the cost of the ore enrichment division by $1.8 per ton
• 11 persons in subordination. A series of seminars involving about 40 people from the process stage and contributing to the generation of ideas
• Generated 180-190 ideas, some of which (about 12) were launched into implementation at the project stage. The total amount of generated ideas allows to reach economy of more than 2,5 $/ton
• Total result in annual terms: more than 700 thousand Euros per year

• Reduced CAPEX by $4.5 million per year at three facilities. Reduced cost of production by 2.5% through optimization of repairs
• The cost of increasing each percentage point of AR for mining equipment was analyzed
• Acceptable level of TCO was substantiated. TCO (total cost of ownership of equipment) model was created

• Usage of 6sigma for analyzing a measurement system. Finding sources of losses and tracking projects to reduce them
• Mill recovery increased by 6 p.p. (from 68% to 74%). Direct monetary result - about $6 million USD
• Analyzed variability in extraction parameters, created tools to reduce variability, and statistically significant causes of this variability eliminated

• The main quality indicator reached CpK=1.0 (project target) and sustained at this level for three months
• Product quality stabilized and gained new markets
• Total effect of the project: more than $15 million a year

• Analysis of customer requirements (Voice of the customer), standardization and unification of all requirements. Conversion of customer specifications into production requirements
• Dividing manufacturing requirements into individual site requirements. Setting up control charts, reducing variability and rearranging the process to meet new product requirements

• Improved bottleneck productivity by more than 15%, a direct impact on company profits (OCF increased by more than $45 million per year)
• Created bottleneck model, built analyses showing causes of lost productivity
• Conducted a series of idea generation workshop sessions to generate >45 initiatives to reduce productivity losses
• New performance target levels built into business plan
• Project Role: project sponsor (16 people reporting, 4.5 month project)

• 20-25% increase of the drying shop productivity. Part of the effect was achieved at the expense of debottlenecking, part of the effect - at the expense of unnecessary equipment parking. The total effect is about $6-8 million per year.
• Using TOP methodology about 90 specialists were trained and interviewed at the plant.
• A pool of 80 initiatives was formed; approximately 50 initiatives yielded results in the first two months of the project.
• Head of department (4 persons in charge)

• Creation of value stories and staff training
• Three value stories were created. Trained 12 employees
• Developed sales channels; evaluated risks and benefits of each channel
• Several promotion scenarios for a year ahead were developed

• Estimated the margin of each product
• Synchronized sales and production. Priority system for maximization of production load and maximum efficiency of the company production is created
• Priority system for the company products was developed
• More than 20 idea generation sessions and interviews were held to understand the market potential

• Optimization of organizational structure. Introduction of root cause search practices. Implementation of KPI system and personnel motivation.
• Revised organizational structure for companies with 600-1000 employees
• Skills requirements and staff grades were developed
• Total headcount reduced by 14%
• Incentive system revised based on KPI structure for production

• Project management (3 directors of 3 plants reporting to them (approximately 900 people)
• Labor productivity increased by 22% in 1.5 years. Reduction of one level of management. Increased involvement of employees

• Creation of the Readiness Plan - speeding up the startup of the mine and reaching design capacity by 4 months at the expense of:

• Creation of SLAs (service contracts) between construction and production. Reconciliation of requirements between the involved departments (HR, finance, procurement, construction, project office). Synchronization of all services and their tasks through the established system of meetings and reporting

• Diagnosing the current state of construction. Creation of the network schedule and the critical path of the project
• Creation of the project office organizational structure, description of its functions and responsibilities
• Creation of the risk register and ways to mitigate risks.
• As a result: the date of commissioning of the workshop was brought forward (-4.5 months)

• Detailed list of equipment from the list of capital packages that make up the cost of the entire plant
• Matching requirements from the project side with possible characteristics provided by the market
• Prioritization of equipment types and alternatives, highlighting critical equipment
• Creation of an alternative filling the list of capital projects with new value

• Создана структура, которая на регулярной основе собирает новые технологии вне пределов компании и подает новые идеи
• Состав структуры: более 60 человек с двумя уровнями подчинения

• Повышен процент соответствия планам горных работ с 48-50% до 84-88%. Преобразование является устойчивым и работает без присутствия внешних консультантов
• Разработана модель планирования подземных горных работ. Модель успешно развернута на 2х предприятиях компании
• Роль: руководитель проекта (в подчинении 10 человек)

• Анализ текущей структуры цифровых решений и инфраструктуры. Создание ландшафта-пространства возможных цифровых решений и способа (критериев) выбора различных цифровых кейсов и применимости для конкретных условий конкретного предприятия
• Проведение оценки навыков служб IT и соответствующих служб
• Как результат: создана дорожная карта цифровизации предприятия, оценен потенциал внедрения цифровых проектов и влияение на NPV предприятия

Managed 4 teams of navigators at 4 plants

Total impact of the projects is approximately $30 million in 2020 (equivalent to 300,000 tons of KCl - finished product), over $60 million in 2021

Key initiatives include

• Expansion of bottlenecks (mine + plant) - reduction in unscheduled and scheduled repairs, improvement in the productivity of enrichment sections, etc.
• Cost reduction (launching cost dialogues, delegating budgets to shop floor managers, setting controls)
• Infrastructure projects (structuring of reports and meetings, launch of visual centers, alignment of the motivation system and setting of KPIs for employees)

Culture transformation (engagement project, launch of the idea factory, training program)

• Organized 3 teams for 2 pilot projects to accelerate sinking at mines in Kuzbass (hiring employees, setting targets)
• Supervised on-site diagnostics (along with external consultants), coordination with operations, setting targets
• Converted two projects from diagnostics to implementation phase. Organized regular cascade of meetings and reporting on the project
• Increased sinking rate by 15-22% on mines in first 4 weeks of implementation, but remains unreliable
• Extends EuroChem business system tools to SUEK projects

• Creating and launching projects
• Supervising teams
• Development of methodology and staff training
• Industries: Assembly, mining, timber industry

• Managed two businesses in Russia and one in Kazakhstan (direct reports to the CEOs of the businesses) with a focus on achieving business plan goals (financial, safety goals, production and design targets). In 1Q 2015, one more enterprise came under control. Total: 2,500 people. Creates and implements projects to optimize production, reduce costs and improve process efficiency in manufacturing, HR, purchasing, finance. Sponsored cross-functional projects in his geographical sector (e.g. creation of financially efficient repair system, SAP implementation).
• Formed stable management teams at facilities (turnover less than 7% per year on a rotational basis), two years after start-up, all facilities started generating stable cash flow for the company (+2 ... +$54 million), with facilities in the first quartile on benchmarking costs (approximately $98/oz less than industry average costs). Staff productivity has improved by 22% since inception (new incentive system, flattened, three-tiered management structure). The launched cost reduction initiative was subsequently complemented by initiatives on the part of the workers in the plants. Production optimization tools (such as the Liner Production Process, Total Production Optimization, and 6 Sigma) additionally involved the bulk of the workers in achieving the company's goals. The saved budget allowed the company to build a new plant without external investments (construction started in 2015 to be completed in 4Q 2017) as well as to extend the life of existing plants.
• Acted temporarily (8 months) as Executive Director of the entire company (9 assets with 9,000 employees)
• Successfully created and implemented a project to close one of the company's businesses (resolving claims of tax and other regulatory agencies) retaining the best people within the company through a project to evaluate and transfer high potential employees
• Developed and launched a tracking plan to prepare production for the launch of a new facility as part of an Operational Readiness and Assurance project. Methodology and tools were adapted from the construction and petrochemical industries

Started as a Production Analyst (with a focus on operational efficiency processes) and went through 8 projects (2 as an analyst, 5 as a specialist, 1 as a manager). Projects included:

• Iron Ore - cost reduction initiative (based on TOP methodology). Managed a team of 8 employees. More than 20% cost reduction at the site.
• Energy Generation - implementation of lean manufacturing. Developed and implemented a system of planned repairs, which reduced repair costs by 20%, increased equipment reliability (18% reduction in unplanned failures in 5 months). Applied elements of 6 Sigma methodology to ensure sustainability of changes
• Improved product quality through implementation of a 6 sigma project at a petrochemical production facility. Process stability improved (Cpk decreased by approximately 16%). To ensure the stability of the transformation, technical changes complemented organizational ones, e.g. implementation of a new motivation system with prioritization of production quality indicators
• Banking industry - two projects of implementing lean production. More than 150 employees were trained to implement change agents in the organization. On one of the projects created a perfect "lin laboratories" with the implementation of best practices (managed 6 employees on the project). As a result, the bank branch generated 30% less cost, the number of staff employed was reduced as 12-15% of customers were redirected to remote channels
• Plywood Manufacturing - implementation of lean manufacturing. The project focused on changing the mindset and behavior of employees. Conducting interviews, finding out the value system of different groups of employees + tools to ensure the stability of the changes were used in the project

As part of the European operating practice, I developed two projects to create internal company knowledge. As a result, an installation/training was created in one of the company's training centers to teach customers new ways of working (Frankfurt)

• Started working as a team member in a project involving foreign consultants. The main task is to increase equipment reliability. Achieved results (small kaizen group +2 workers): average time between repairs doubled (~211%) with more than 12% reduction in repair time. After successful project was promoted to similar project manager (June 2007) I drove change in repairs using lean manufacturing methodology. Managed 4 groups in 4 factories of the company (total number of subordinates: 14). Main tasks covered areas of cost reduction, identification of critical defects, development of technical and organizational ideas to eliminate root causes of failures

Joined the company as an engineer on a project to develop a refrigerator for the Russian market (development was done at a factory in South Korea). Developed the mechanical joints of the device (the refrigerator model was sold in 2007-2010 in Russia) Simultaneously acted as a trainer for more than 90 assembly line workers, training them in Oriental quality assurance systems. After the end of the project focused on lean production systems and organizational activities of the future plant

On my return to Russia (Feb 2006) I organized RnD department and trained LG manufacturing system