Timo Salminen Email & Phone Number

Hämeenlinna, Finland

International Supply Chain Operations leader and developer with proven track record to deliver performance improvement with tangible results.

Geneva Area, Switzerland

Global Industrial Operations Management Consulting with Safety, Performance Improvement, Operational Excellence, Lean and Supply Chain Operations Management approach.Read how #Neste Oyj elevated #safety as one of its core values, improving safety KPIs and decreasing production losses: https://lnkd.in/eCP7awN#Terrafame Safety & Performance Improvement "Roti"-project, responsible of Maintenance & Reliability and Management Operating System workstreams, 11/2020-12/2021.Read how we work with our clients in achieving Operational Excellence: https://www.dupont.com/products-and-services/consulting-services-process-technologies/brands/sustainable-solutions/sub-brands/operations-consulting.html

Helsinki Area, Finland

My strategic targets were to implement one-company Fiskars Operation Model in order to achieve technology, competence and efficiency synergies in Functional Product supply chain & factories and in sourcing of Functional SBU products, components and raw materials, to deliver performance improvement with Operational Excellence and Lean approach, and to reduce complexity in Fiskars manufacturing footprint to gain a better competitiveness both in Europe and global markets.My operational targets were to secure product availability, service level and inventory objectives with efficient, lean and high quality manufacturing operations.Functional Product factories are in Billnäs (Finland), Sorsakoski (Finland), Slupsk (Poland), Arvillard and La Rochette (France), StPetersburg (Russia), and Oslo (Norway). Herford (Germany) Ebert Sankey Container Garden business was sold and carved out in the end of 2016. My projects, including the centralization of Garden Cutting Tool manufacturing to Slupsk, Poland, have delivered all expected benefits with full impact from 2018 on. Direct reports: 10 Organization total: 900Major KPI, Gross Profit % Improvement, performance: -2013: Outstanding ( > 150% target) -2014: Outstanding -2015: Outstanding -2016: OutstandingJANUARY–JUNE REPORT 2016: Net sales and profitability improved in Europe, driven primarily by the Functional business and the good performance of the Fiskars brand in the garden categoryJANUARY–MARCH REPORT 2017: The Functional segment net sales grew in all geographies, and Functional segment delivered solid results, as the comparable EBITA grew by 17% in the Functional segment.FULL YEAR REPORT 2018: I was particularly pleased with the full-year performance of the Functional segment, where comparable EBITA increased clearly. This is notable, as the comparable net sales remained at the previous year’s level, primarily due to the cold spring during the first quarter.

Helsinki Area, Finland

I was responsible of Garden EMEA factories, S&OP and logistics as well as sourcing in co-operation with global sourcing organisation.Garden BA factories were in Billnäs (Finland), Slupsk (Poland), Arvillard and La Rochette (France), Herford (Germany), StPetersburg (Russia), Oslo (Norway) and in Nottingham (UK). Nottingham Ebert Sankey Container Garden business was sold and carved out in the end of 2013.

Helsinki

Operational Excellence, Lean, Supply Chain Management and ProcurementI sold, lead and delivered operations performance improvement projects to industrial products, process, energy, construction, building material, retail and wholesale industries and in PS for Finnish Defence, health care organizations and logistic operators with significant performance and profit impact.

Helsinki

Solution Leader in Strategy & OperationsI sold, lead and delivered supply chain operations performance improvement projects in food and beverage, wood and engineering industries, as well as to Finnish Defence in Public Sector.

I participated and delivered supply chain operations performance improvement analysis’s and implementation projects in leading electronics, pharmacy, paper, food and process industry companies in Finland, Sweden, UK, Netherlands, Belgium, France, Italy, Hungary and Poland. Implementation projects delivered fast and tangible performance improvements in Client's supply chain and factory operations with significant profit growth.

Kokkola

Turnaround project which changed loss making company back to profit maker.During a short period we refocused the company, fulfilled the order book from 0 to 8 m€, and made a turnaround in profitability, from -600 k€ loss in 2004 to 400 k€ profit in 2005 (turnover 8 m€/a).

Kirkkonummi

Gyproc Oy achieved good profitability and maintained it's leading market position in very competitive domestic and export markets in Finland, Russia and Baltic states.Kirkkkonummi factory was ranked # 4 of 41 plants and the best plant in its age in BPB Best Practice global benchmark analysis.I was also a member of the Finnish Building Material Industry Board.

Kirkkonummi

We gained rapid development of production process, introduced TPM/Lean operations improvement program, increased production volume by 70 %, reduced production cost significantly including a cut of 20% in process line shift manning, and organised and executed maintenance and purchasing more effectively at lower cost. After the 1998 collapse of Russion economy and Gyproc exports to Russia, we were able to gain exports to the USA in year 1999 by quickly adopting the US board standards, modifiying manufacturing and gaining type approvals for US and Canadian markets. We shipped 8,5 million m2’s in less than one year to North America which resulted a record of 40 mFIM profit for the fiscal year 1999/2000.

Kangasala

I was in charge of running a brand new, 135 mFIM investment best practice plant and reaching the targets of production and other operations. In a very severe market situation my achievement was remarkable increase of profitability by cutting the cost structure and manning, and focusing the business strategy together with sales

Kurikka

I was responsible for running the plant and achieving the targets of production, volume and cost. During the deepest recession my achievements were increase of profitability and ensuring the future operation of the plant by focusing the business strategy with sales and cutting the cost structure and manning.

Nurmijärvi

I was in P/L charge of the business unit to reach its targets. In the beginning of the recession my achievements were achieving the sales targets, while cutting of the cost structure & manning, and focusing of the business idea of the unit to guarantee its future success.

Nummela

I was responsible for reaching the targets of production and logistics. My achievements were a rapid development of the plants, successful management of investment projects of 30 mFIM, and to achieve the best profitability of all units in the business division.

Nummela

I took care of production development and the production of core slabs. My major achievement was the successful project management of a new automated reinforcement steel plant investment of 10 mFIM.

Otaniemi

I was responsible of seminars and tutoring & coaching of students in Production Technology. I reported to Professor of Production Technology, Mr Veijo Kauppinen.

Hämeenlinna

Master's Thesis "Production Planning in a Product Workshopped Plant" (Lean principles, 5S, SMED, pull & Kanban system, visual management)

Parolannummi

• Reserve officer course PsRUK 171• Training: Battle tank platoon leader• Major (in reserve)

M.Sc

Education record

Fiskars Leadership Excellence Program