Tomi Heikkilä

Among duties below I have also mill’s maintenance budgeting responsibility and coaching them to the cost awareness. We have started CAPEX investments technical review procedure, part of our investment processes GATE model. We are also organizing internal investment preparation related training days. Recently we have joined UPM group level AI proactive maintenance program to find out ways to utilize AI e.g. improving machinery reliability etc.

Since returning to Finland to central technical team, named Production and Technology Development (PTD), I have been leading team with Project Manager, Mechanical Specialist and Mechanical Designer, focusing maintenance processes and technology development activities to support our mills (7 mills) operations. In PTD team we have 12 people working with different roles in few sub teams.

I’m ensuring implementation and development of maintenance processes and services, asset and lifecycle management with mills development roadmap, team’s co-operation with mills and other stakeholders and initiating new technologies and/or new ways of doing things.

In case of maintenance processes development one important item has been maintenance quality standards implementation to the mills. Standards covers the most critical maintenance inspection routes / routines throughout to plywood manufacturing process and are part of continuous improvement culture.

Technology development is done through CAPEX investment planning (bigger investments) or supporting mill’s investment process and jointing to projects implementation when critical resources are needed.

Mechanical design function is also one of duties where we are focusing 3D design utilizing 3D point clouds as a basis but also supporting our investment planning widely.

I was responsible for mill’s operations and technology development to reach all set targets. Mill expansion project which I had key role as Project Manager, Start-up and Main Machinery to take care of technical design of the mill, run the project in own area, leading start-up and ramp-up activities have been one highlight during the assignment.

Technical development was done through improving maintenance processes but also with CAPEX investments. I was steering also mill’s investment process through continuously updated 5 years development roadmap, including contract preparation and projects’ implementation with local team.

During the assignment I was acting also as Member of the Board, Otepää mill until UPM Governance principles were covering the mill operations but continuing close co-operation with Mill Director.

• Responsible for all mill sites' (7) production development focusing quality and production efficiency overall (m3, raw material usage, energy, maintenance). Head of mill's Lean Expert Network. OBE utilization and deployment. Individual's personal management and leadership skills' development (self-awareness by MBTI, coaching, facilitating skills etc.).

• - Lead of Operational Excellence Team 1 + 3-4
• - Responsibility of UPM KYMMENE WOOD OY’s Management System development in functions and mills
• O process thinking
• O management model(s)
• O target setting etc.
• - Involved to ERP project as role of Lead of Business Processes

• - Specified bottleneck projects to improve mill’s efficiency
• - Trouble-shooting

• - Specified bottleneck projects to improve mill’s efficiency
• - Teaching and coaching paper making lines’ organization & operators
• - Trouble-shooting

• - Excellent production organization management model
• - High quality understanding
• - Learning deeply high-technology machinery operations, automation systems, maintenance and development
• - Leading PM18 & PM11 paper making lines with 5 foremans and 90-100 operators
• - Reaching TOP3 best improver position among UPM magazine paper making lines in two years