Find the constraint.
Then fix the right thing.
Most shops know something is slowing them down. Fewer know exactly what — or what it costs. I find out, on your floor, and write it down in plain language you can act on.
Three days on your floor. One written report.
Not a programme. Not a retainer. A short, fixed-price diagnostic that tells you where your production time actually goes and what to change first.
Structured observation
I stand in the area and record what happens: work sampling, process mapping, material travel, where units wait and why. Measured, not estimated — and not from a conference room.
A report you can hand to anyone
What the constraint is. Where the cost of it lands — rework, schedule churn, floor space, quality risk. What you can act on, ranked by what it takes to do. And what I did not measure, stated plainly.
Your call
Most of what I find costs little or nothing to fix, and your own people can do it. If you want help implementing, we scope that separately. There is no obligation in the report.
Fixed price, agreed before I start. You know the number before I set foot in the building, and it does not move.
Turning challenges into lasting results.
Practical, hands-on work that helps manufacturers improve efficiency, reduce waste and build steadier operations.
Process Improvement
Identify waste, remove bottlenecks and increase value across your operations.
Workflow Optimization
Streamline the sequence and improve flow so work moves without waiting.
Standard Work
Clear, consistent work instructions built with the people who do the job.
Root Cause Analysis
Find the real problem, not the loudest symptom, and fix it so it stays fixed.
Production Line Diagnostics
Locate the delays, workflow interruptions and material-flow problems that cap performance.
Continuous improvement and manufacturing engineering, end to end.
The complete scope I work across. Most engagements use a handful of these — which ones depends on what the floor is actually telling us.
Process analysis & measurement
- Work sampling and observation studies
- Time and cycle-time studies
- Takt time calculation and line balancing
- Spaghetti diagrams and material flow analysis
- Bottleneck and constraint identification
- Capacity and throughput analysis
- OEE measurement and improvement
- Gemba walks and current-state documentation
Lean implementation
- Value stream mapping — current and future state
- Kaizen event planning and facilitation
- 5S and visual management
- Standard work development
- Kanban and pull systems
- SMED and changeover reduction
- Error proofing (poka-yoke)
- Waste identification and elimination
Problem solving & quality
- Root cause analysis — 5 Why, fishbone, Pareto
- A3 problem solving
- PDCA and DMAIC project leadership
- Corrective and preventive action support
- Process FMEA
- Control plans
- Process capability studies
- Defect, scrap and rework reduction
Process & facility design
- Workcell and plant layout design
- Material handling and flow design
- Jig, fixture and tooling design
- Work instructions and SOP development
- Routings and bill-of-material support
- Plan for Every Part (PFEP)
- Ergonomics and safety in process design
- Equipment specification and justification
Cost & projects
- Cost reduction projects
- Make-versus-buy analysis
- Automation and cobot assessment
- New product introduction support
- Engineering change support
- Equipment commissioning support
- Supplier and component issue investigation
- Business case and payback analysis
People & sustainment
- KPI definition and tracking
- Operator and supervisor training
- Coaching improvement teams
- New-operator ramp-up and onboarding
- Daily management and tiered meetings
- Audit routines that keep changes in place
- Improvement suggestion systems
- Knowledge transfer before handover
Small changes.
Big impact.
A focused Kaizen event brings your own team together to solve a real problem on the floor — in days, not quarters. I facilitate; your people own the result, which is why it holds after I leave.
Discuss a Kaizen eventI work from the floor outward.
I'm Yashar Rezaienasab, founder of Artin Manufacturing Consulting. I bring over 10 years of engineering and management experience across electrical equipment, precision sheet metal and pharmaceutical manufacturing. I hold an MSc in Mechatronics Engineering, a Lean Six Sigma Green Belt and PMP training, and I'm a patent holder with several innovation and inventor awards behind me.
What I bring that most consultants don't is that I've worked inside the process, not only studied it. For the last three and a half years that has meant an engineered-to-order shop where no two units are the same — which is where you learn, every day, how far a written method can drift from what actually happens at the bench.
Along the way I designed and built an alignment jig that the whole team now uses, identified the need for standardized work instructions that are now used across every one of the company's production sites, cut an inspection cycle by about 15% with a change that cost nothing, and traced a recurring defect back to how a team had been recruited rather than to how they worked.
None of it was assigned to me. It came from standing in the process and paying attention — which is exactly what I'll do in yours.
PMP coursework completed
BSc Computer Engineering
Built for small and mid-sized manufacturers.
Roughly 10 to 100 people on the floor. Enough complexity that problems hide, not enough spare capacity to absorb them.
You can feel it but can't name itThe job takes longer than it should and nobody can point at the exact step.
The numbers don't say whereOutput and scrap tell you something is wrong, not which station or which hour caused it.
Every fix competes with every other fixTen things you could change, budget for two, and no clear way to pick.
The last quarter is always the hard oneA pattern everyone accepts as normal, usually because nobody has measured what drives it.
The first walk-through is free.
An hour or two in your shop, no charge and no obligation. If I can see something worth doing, I'll tell you what a proper look would cost. If I can't, I'll say that too.