Seppo Virtanen Email & Phone Number

Sastamala, Pirkanmaa, Finland

I lead Teknikum Group's manufacturing, supply chain and development. It is the manufacture of world-class polymer products. This is the role of the management team. The goal is to further develop the company and factories to improve competitiveness and secure growth opportunities.

Sastamala, Finland

My role is to lead the business and manufacturing of customized polymer products in Finland.

Outokumpu, North Karelia, Finland

This is a great opportunity for me to share my skills and experience in a new role in the board. Outokummun Metalli Oy is a great and successful company. This gives me personally a new perspective on leadership from the role of a board member.

Finland

Operations Director is responsible of all FläktGroup production units in Finland. Fläkt Woods Oy has three units: Fans Turku, Ducts Turku and Air Terminal Devises in Toijala. Iloxair Oy has one manufacturing unit in Raisio. Total headcount is approximately 290 person included in these four plants. Operations Director is responsible to budget and to deliver budget through order-to-exworks process. It is also to develop manufacturing. Customer value is delivered through Lean practise and this is… Show more Operations Director is responsible of all FläktGroup production units in Finland. Fläkt Woods Oy has three units: Fans Turku, Ducts Turku and Air Terminal Devises in Toijala. Iloxair Oy has one manufacturing unit in Raisio. Total headcount is approximately 290 person included in these four plants. Operations Director is responsible to budget and to deliver budget through order-to-exworks process. It is also to develop manufacturing. Customer value is delivered through Lean practise and this is to secure highest possible safety, quality and on-time-deliveries on top of all. Show less

Finland (Od); Finland, Sweden And Poland (Dpe)

Operation Director for Finnish manufacturing plants of Fläkt Woods. There are four separate manufacturing units included in the responsibility: Fans Turku; Ducts and Fittings Turku, Ducts and Fittings Kihniö; and Air Terminal Devises Toijala. Total personnel headcount is around 280 person as direct worker and as white collar running the factories. Responsibility covers full budgetting and order-to-exworks responsibility. Lean is used videly to run and to develop manufacturing.Process… Show more Operation Director for Finnish manufacturing plants of Fläkt Woods. There are four separate manufacturing units included in the responsibility: Fans Turku; Ducts and Fittings Turku, Ducts and Fittings Kihniö; and Air Terminal Devises Toijala. Total personnel headcount is around 280 person as direct worker and as white collar running the factories. Responsibility covers full budgetting and order-to-exworks responsibility. Lean is used videly to run and to develop manufacturing.Process Excellence leader task is as the previous experience. Show less

Finland, Sweden & Poland

Process Excellence was started as a function when assignment started and it is around three major subjects for developing operations: 1) Productivity improvement, 2) Industrial projects and 3) Quality Management.Productivity improvement is based on DMAIC improvement cycle as a tool and it is aiming to reduce non-productive time. Measure and analyze is completed through Day-in-life-of (DILO) studies and standard time studies. Kaizen methodology is used to connect personnel for planning… Show more Process Excellence was started as a function when assignment started and it is around three major subjects for developing operations: 1) Productivity improvement, 2) Industrial projects and 3) Quality Management.Productivity improvement is based on DMAIC improvement cycle as a tool and it is aiming to reduce non-productive time. Measure and analyze is completed through Day-in-life-of (DILO) studies and standard time studies. Kaizen methodology is used to connect personnel for planning improvement actions and implementing them.Industrial projects is described in the previous experince as leader of the Industrial Projects.Quality Management is part of the Process Excellence responsibility. This QM function is driven by three major topics. Those are Quality Assurance, Quality Management System and Process Excellence related shop floor actions like method development. Target is to improve products and processes to serve better customer. It is also to follow and improve quality KPI's and decrease related cost.As a Director of Process Excellence responsibility covers two business units and seven factories. Member of business unit management team in the both BU's Show less

Finland & Sweden & Poland

The Industrial Projects responsibility was to develop manufacturing around 7 factories that are employing totally 600 persons. This work did include planning of manufacturing strategy and manufacturing setup between manufacturing units. Budget for capital expenditures was created and executed (new products & technology etc.). Some other responsibility areas were process development, redesign to cost (RTC), industrialization of new products, make-or-buy decisions and development of distribution… Show more The Industrial Projects responsibility was to develop manufacturing around 7 factories that are employing totally 600 persons. This work did include planning of manufacturing strategy and manufacturing setup between manufacturing units. Budget for capital expenditures was created and executed (new products & technology etc.). Some other responsibility areas were process development, redesign to cost (RTC), industrialization of new products, make-or-buy decisions and development of distribution and logistics. Industrialization team facilitated implementation of the "20 keys" lean manufacturing management. All the projects were done in close co-operation with operations management, R&D and product marketing & sales and other in-house functions plus external partners. During this period lean implementation was completed on all three foundation keys: 5S for organizing and cleaning, white board management system and goal setting and small group improvement actions. Several lean tools were implemented to further improve manufacturing (i.e. kaizen week).Member of management team. Show less

Factories In Toijala Fi And Warsaw Pl

I was operations director for two factories - one in Finland and other one in Poland. We did run the center of excellence for one major product group of the company. Altogether 160 subordinates.During this period the lean implementation was continued by rationalizing shop floor management by setting up mini-business-units and implementing goal setting and follow up system with white boards and daily meetings around them. This impacted on the daily activities a lot and shared responsibility… Show more I was operations director for two factories - one in Finland and other one in Poland. We did run the center of excellence for one major product group of the company. Altogether 160 subordinates.During this period the lean implementation was continued by rationalizing shop floor management by setting up mini-business-units and implementing goal setting and follow up system with white boards and daily meetings around them. This impacted on the daily activities a lot and shared responsibility on the goals to the employees in the factory.Some manufacturing was collected and re-arranged into into Poland. Manufacturing was started succesfully and cost savings achieved. Show less

Toijala

I was leading the manufacturing unit with full responsibility of order-to-delivery process including production personnel, customer service, purchasing, quality and development of operations. Totally 120 subordinates.During the Ops mgr period there was completed a lot of investments on new products and their manufacturing technology. New technology was also implemented on redesign-to-cost basis. Bonus pay system for direct operation was further developed and implemented to cover operation… Show more I was leading the manufacturing unit with full responsibility of order-to-delivery process including production personnel, customer service, purchasing, quality and development of operations. Totally 120 subordinates.During the Ops mgr period there was completed a lot of investments on new products and their manufacturing technology. New technology was also implemented on redesign-to-cost basis. Bonus pay system for direct operation was further developed and implemented to cover operation and logistic department fully. Lean implementation started by first steps by implementing 5S in full respect. This all lead to significant improvement on productivity and material deflation and further to continuous margin increase. Delivery capability and on-time-deliveries were kept high during same period. Show less

Toijala

Six Sigma Black Belt education included in the positions

Toijala

Toijala, Kihniö And Turku Factories

ABB sold ABB Fläkt to the owner of Fläkt Woods Group 2001.

Toijala

ABB sold ABB Fläkt to the owner of Fläkt Woods Group 2001.

Mba, General Executive Mba

Master Of Science (Msc), Mechanical Engineering

Activities and Societies: Advanced to manufacturing technology