Architect of production systems and practitioner of operational management. 19+ years in real manufacturing, 13 of them at the Japanese concern AGC.
In Brief
Dzhanunts Smbat Apetovich
Founder and CEO of Hattatsu Group
Smbat Dzhanunts is an architect of production systems and a practitioner of operational management with 19 years of proven experience in the industrial sector. He specialises in plant audits, eliminating hidden waste (Muda) and deploying rhythmic production flows. For manufacturing companies the result is a 20–35% margin increase and higher equipment output with no capital investment in new machinery.
Facts
Career Path
The foundation of his management school was formed by 13 years of practice inside a global Japanese corporation.
In 2021 he founded the independent consulting ecosystem Hattatsu Group — Academy for the Development of Manufacturing Enterprises LLC — adapting the principles of Japanese management to the specifics and challenges of Russian business.
Competencies
Value stream mapping (VSM), line takt balancing, removal of inter-shop bottlenecks and optimisation of inter-operational buffers.
Unlocking equipment performance reserves, eliminating hidden micro-stoppages, faster changeovers (SMED).
Preventive defect avoidance at workstations, visual management, standard operating cards (SOP/OPL).
Breaking company goals down from the board of directors to shift-and-daily assignments for crews and machine operators.
Corporate competence centres and the TWI mentoring methodology, cutting new-hire ramp-up time by a factor of 2–3.
Rebuilding shop-floor motivation, synchronising shop capacity with sales plans, eliminating raw material overconsumption.
End-to-end operational management under the SEQCDDM model: implementing operational-control dashboards and visual management that align daily shop-floor work with the company's long-term goals across seven parameters — Safety, Environment (ecology and raw materials), Quality (built-in quality), Cost (cost and losses), Delivery (adherence to takt time and deadlines), Development (R&D) and Management.
Reference List
Education
Profiles
Mentions
Why shop floors drown in orders at 45–55% OEE, how misalignment between sales and production planning paralyzes the flow, and where to find 20–35% of hidden capacity without buying new equipment.
An analysis of the illusion of 100% equipment utilisation in make-to-order production: why an ideal plant takt allows only 30–40% machine utilisation, how glass cutting holds the material yield, and how redeploying operators through a Multi-Skill Matrix saves the shop floor from piles of racks and missed on-site installation dates.
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