Responsible of Manufacturing (Production) and Logistics Teams of +80 professionals.Focus on OEE and building of Structured and Robust Operations to Mikkeli site.In addition: - Interim Health and Safety Manager- Some Quality responsibilities (operative)- Substitute for Maintenance Manager

Focusing to develop Productivity through Labour efficiency and Cost-efficiency.Responsible of Mölnlycke Production System (MPS) five core capabilities:- Daily accountability (DOM)- Shopflooring (Go&See)- Problem solving- 5S mindset- Standardized workIn addition we leverage through:- Change Over development (SMED, OTED)- VSM (Value Stream Mapping)- Cost-efficiency program with OEE (Overall Equipment Effectiveness) and Process Waste- MasterPlan savings (CoGS)- Change Management (Kotter's 8-steps)- Leadership skills- Reporting on matrix to Mikkeli GM (Finland) and Global Manufacturing Excellence Director (Italy)- Team of 1-2 Development Engineer with direct reports to meMy reference:Implementing an OEE (Overall Equipment Effectiveness) dev. Program starting on spring 2020. Since beginning Continuous Performance imp. through inc. Availability where +4 700 machine hours equals of 435 K€ has been released on 2021-2022 (FAMC based). I have created data base for Production Teams to Analyze development potential and possibility continuously visually monitor the Performance. In combination with data-driven approach we have been connecting Lean to implement the Change and to Standardize. Over this +2 year's period there has been +200 pcs of Gemba's for Focused change Program together with Production teams. So with this respect we have made the Change through our People and Production Organizations.

Focusing to develop Productivity through Labour efficiency and Cost-efficiency.1 year of Application and Digitalization oriented period:- Microsoft D365 ERP-system implementation for manufacturing purposes between 11/2018 - 6/2019- ERP-system stabilizers actions through Supply Chain during spring and summer season 2019- Prohect Managr role to build digitalized visual instructions for assembly's demand (manufacturing)- Project Manager role for additional MES-system for manufacturing purposes from 12/2018 - 10/2019- LEAN implementation (PoC) for manufacturing purposes by 5S and DOM, SMED- Shopfloornig (Go&See)- Substitute of Production Manager role for Profile factory on summer season 2019My reference:On my One period I supported Kouvola Organization to Stabilize the Production after New ERP-system was activated. In addition I supported the Organization to kick-off the Implementation of Lean Culture.

I was focused to develop Productivity through Labour efficiency and Cost-efficiency.Overall Business Development responsibility of Gasum Technical Services (Thx to Jarko A.):- Strategic Planning & Business Plan (Gasum Technical Services)- Digitalization- Productization- Risk Management (co-operation with OP Pohjola)- LCM with Excellent partner of MaBCO (Sami and 2 x Jukka)- Member of GT Leadership team btw 10/2016 - 12/2017- Reporting on matrix to GM (Finland) and to HQ Stakeholders (Strategy) (Finland)- Team of 7 members with direct reports to me (Procurement, Warehouse, Supply, Invoicing, ERP)My reference:Gasum was experiencing a Challneging period to prepare the opening of Competitive Gas markets. We worked relentlessly to equip and train those marvelous People of that Organization to be prepared for the Future. It was a lot of passion & heart and eventually it taught a lot of Business.

Focusing to develop Productivity through Labour efficiency and Cost-efficiency.Implementing of Organized, Systematic, Systematic Lean Capabilities for Steel Works:- 5S (recog. pot., PoC, sell the idea for top mngmt, train +600 people, implement the change, Std)- Daily Accountability (DOM)- Shopflooring (Go&See)- Change Over development (SMED)- RCA (A3, 7 quality tools)- OEE (Overall Equipment Effectiveness)- Lead of Six Sigma Projects- Project Management (CI, CoGS)- S/Me Inv. Projects (e.g. machine line upd.)- Total Quality Control (TQC)- TPM- VSM (Value Stream Mapping) esp. Further Proecessing dep.- Train & Educate the Toyota Way for sel. personnel- Change Management (Kotter's 8-steps)- Strategic Planning- Labour Efficiency- Occupational Safety and Health- Eventually Full Responsibility of Imatra Steel Works Operational Excellence 1/2016 - 10/2016My reference:I truly did put my skin on the Game to give a stimulus by starting a Lean Journey for Imatra Steel Works. It took a lot - but it gave a lot.