The EUROPANORAMA company expresses its gratitude to the OPTIMUM company, which carried out measures to improve work efficiency in the period from August 2015 to January 2016.


During this time, an analysis of operational activities was carried out, on the basis of which measures to reduce costs and optimize operational processes were proposed and implemented.

Activities include increased productivity, reduced downtime, improved quality and interaction between departments, a plan to reduce raw materials stocks (increase working capital), the introduction of a 55 system, increased labor discipline, reduced overtime, visual management, occupational safety and staff training

• Complete analysis using the VSM lean manufacturing tool. The following were carried out: assessment of the current state of the line, detailed step-by-step flow analysis, determination of the value of processes, development of a future value stream map with a list of proposals for improving the production process (reducing the cycle time of the "narrow throat" process, improving workplace ergonomics, etc.), communications, planning, training, etc.
• Specific proposals for optimizing time readjustments

When our company faced the need to optimize the company, we invited Optimum LLC to conduct an audit and identify the weaknesses of the company. As a result, we managed to redistribute functional responsibilities among employees and reduce staff.

Thanks to the introduction of tenders when ordering materials, we have created a database of suppliers and get the most favorable prices.

Production staff minimize waste and defects in the manufacture of parts, since now this indicator is included in the effectiveness of their work.

These and other proposed measures made it possible to reduce the costs of the organization, minimize losses, and increase the profitability and profitability of the enterprise.

I can confidently recommend Kirill Mesenyashin as an experienced auditor who helps to see the problems of his organization, get a plan for overcoming crisis situations, entrust the work of motivating both office and production employees.

I would like to express my gratitude to Kirill Mesenyashin for the audit of our company's production.

After the audit, a number of key problems in the planning and management of production processes were identified.

The joint work helped to identify specific actions to correct the shortcomings. A method for calculating parts in a batch, the minimum required amount of inventory, and a method for determining the number and time of equipment changeovers are defined. A list of measures to reduce losses has been compiled. A system of motivation for ITR through CRI has been developed.

JSC Nefrit-Ceramics expresses its gratitude to OPTIMUM LLC for long-term fruitful cooperation in the following areas: Audit of the management system; Staff training; Development of key indicators; Development of a quality management system and problem solving; A project to reduce changeover time. The results of the joint work were increased productivity, improved quality, and reduced costs."