• APPLIED PROFITABILITY THEORY AND PROFIT BOOSTING STRATEGIES

    Rimantas Damanskis, who has more than twenty years of experience in business development and company management, advises on how to apply the theory and tools of profitability in practice to increase profits.

SUCCESSFUL BUSINESS MANAGEMENT

All performance improvement methodologies have a lot in common: they drive change, they require time and knowledge, they have “spells” – their own terminology, and finally, they all claim to be the best! However, in fact, they all change the same thing – the management of your company’s processes, they just specialize in certain topics. However, there is no single perfect methodology that has all the answers and can solve all your problems.

Agile, Adizes, TQM (Total Quality Management), TOC (Theory Of Constraints), Lean, Toyota Production System, Lean Six Sigma, Scrum, Kanban, the one-stop shop principle, and other methodologies for increased profitability offer tools for specific topic. These tools can be used for:

  • to manage ideas and improvements,
  • for visual governance, problem solving,
  • to hold meetings and track indicators,
  • to standardize work,
  • to maintain machinery,
  • change and transition quickly,
  • train employees,
  • analyze management,
  • for managing restrictions, increasing profitability
  • for sales,
  • to integrate new employees,
  • to manage inventory.

“Successful companies are not afraid to experiment and look for innovations. Hidden opportunities to work more productively and profitably are right there, you just need to choose the right tools”

Rimantas Damanskis

RIMANTAS DAMANSKIS

Based on years of practical experience in the manufacturing industry, Rimantas Damanskis specializes in identifying key areas for business development and implementing the most effective methodologies and tools to address existing challenges. R. Damanskis’ training sessions offer a day of practical, constructive cooperation with management. After participating in these sessions, managers will gain a clear understanding of real productivity and learn strategies to effectively leverage opportunities and increase profits.

EVALUATION OF COMPANY’S PROCESSES

WORKING SESSIONS

PRESENTATION OF RESULTS OBTAINED

DATA ANALYTICS AND AUTOMATION

QUICK AND EVIDENT RESULT

WHAT ARE THESE CONSULTATIONS FOR?

Consulting is aimed at manufacturing companies that want to manage processes more efficiently and digitize them. Consulting helps you understand the differences between a project and process environment and covers the spectrum from projects to mass production.

“Strong leadership means daring to view your company’s performance from an outsider’s perspective and embracing challenges. I invite managers to look at their company’s performance indicators from a different angle, uncovering untapped potential.”

Rimantas Damanskis

PROJECTS VS PROCESSES

A project is a unique activity based not on knowledge, but on assumptions. This activity is designed to achieve a one-time goal and has a limited budget and other resources and a time limit. Most often, the project is intended to implement some significant change.

A process, in contrast, refers to an action that is repeated over and over again. A set of processes creates added value by repeating actions precisely and without deviations. Successful process change requires a significant investment of time and money. Thus, changes in a process require a project and the consent of the head of the process, because processes always resist change.

A control mechanism is needed to maintain the process and analytical thinking to improve it.

DIFFERENCES IN METHODOLOGIES:

Lean helps eliminate unnecessary elements from the workflow, thereby reducing waste. If Lean had its own motto, it might be “we don’t save, but we don’t waste.” The primary effect of implementing Lean is reduced cycle time.

Six Sigma focuses on process improvement by reducing variations and deviations, primarily in production processes. This results in a more uniform yield and ensures process stability.

Lastly, the Theory of Constraints (TOC) helps identify and manage bottlenecks in production. By increasing throughput, it leads to profit growth.

TESTIMONIALS:

TOMAS PRŪSAS

Head of HARJU ELEKTER LIETUVA

“One of the main principles of our work is comprehensive growth, which we strive for by constantly updating our knowledge base and improving our skills. Rimas Damanskis challenged the management of Harju Elekter Lietuva with new practical training on how to deal with production constrains. It was a mind-blowing experience, and we will put the new insights into practice immediately. I have no hesitation in recommending it!”

THE TRUST WE HAVE