VILLE PIRILÄ

Responsible for GPV Group’s safety and quality initiatives, including material compliance team. GPV has 17 factories (electronics, mechanics, cable) world-wide. Seven direct reports (1 FIN, 3 EST, 2 SVK, 1 ITA).

Achieved significant safety improvements during last 2,5 years: decreasing LTIs (lost time incidents per million working hours) from 1,4 (05/2022, the first month combined data available) to 0,5 (12/2024).

Achieved top ranking in employee engagement survey 2024 (Ennova Suite). My direct reports' feedback below.

• My immediate supervisor motivated my department to exceed expectations 95/100
• My immediate supervisor creates a working culture based on trust and openness in my department 97/100
• My immediate supervisor gives me the constructive feedback needed for good work performance 98/100
• My immediate supervisor has clearly explained how I am expected to contribute to meeting my department's 94/100 goals
• Based on my knowledge and skills, my immediate supervisor delegates responsibility and involves employees in decision-making 98/100

GBS 2.0 – Responsible for the project of implementing GPV Global Business System (QMS). Available in all GPV sites since 12/2024.

Responsible for leading the operations workstream from Enics' side during the merger of GPV and Enics, from October 2022 onwards.

• KPI Integration (global tool, 73 standard global KPIs), Key Equipment Brand overview, 8D harmonization, Standard meeting practices, visual guidelines + technology markings at the shop-floor, Business Continuation plans, IQC practices, Global Business System integration, Sustainability teams’ merger and creating of center of excellence in Sri Lanka, SQM processes, Safety practices and tools, SMT best practices, complaint handling, certification matrix, IPC licenses and centralized handling, KPI target setting, Minitab global floating license and training)

Responsible for ERP Quality Stream: project since May 2024.

Responsible for ABB ELDS Business Line’s quality and operational excellence initiatives. ELDS had ~50 factories world-wide and appr. 4 BEUR revenue.

Focus areas included

• Business line Quality strategy and actions
• BL Quality Management System
• Strategic Continuous Improvement Projects
• Responsible for defining KPIs and setting Opex and Quality targets for Global business line, incl. scorecard targets
• Leading global Operations and Quality teams via HUBs and Product Groups
• BL supplier quality strategy in cooperation with EL business
• Master Data (factory location) management
• Advanced IT tools implementation
• Opex and Quality competence development (global training programs)
• Monthly Opex and Quality reporting for BL management (dashboard)
• Customer feedback process and escalation of High-impact Quality cases

Responsible for Global Operations (Product Group had four factories, several box-build vendors and 11 engineering/sales units globally)

• Health & Safety initiatives
• Member of Global Product Group's management team
• Global Operations strategy and execution
• Global Operations productivity (e.g. automation projects)
• Operations improvement process (KPI's, reporting, meetings)
• Inventory control and optimization (e.g. automation, consignment stock, VMI, kanban, buffer management, operations strategy changes)
• Order-delivery chain optimization
• Manufacturing footprint plans and Technology of Transfer projects btw. the factories
• CAPEX approvals
• Production Quality, Global testing strategy and Global New Product Introduction (centralized teams, global processes, gate models)

Achievements on Global Product Group's main Operational KPI's during 3 years

• Net Working Capital; -50%
• Inventory, net; -50%
• Inventory Turnover (ITO); +50%
• On Time Delivery performance; maintained during 2017 > 98%

Achievements in India during 1,5 years (LTA 2015-2017)

• Productivity; +13%
• Total Throughput time (TTPT); -50%
• Net Working Capital; -46%
• Inventory Turnover (ITO); +29%
• Operating Cash flow; +53%
• EBIT; +28%
• Shipped products (in units); +13%

Worked as OpX Manager in ABB Measurement Products factory in Louisiana for three years, whereby I was a key driving force on the path of changing the factory from an unorganized, fire-fighting mindset, to become as a real ABB factory.

In this role I worked on all main Operations processes from the Order Entry until Shipping and successfully led the improvement projects in these areas.

Below listed some major achievements.

• Factory wide change management project resulting as significant improvements in TTPT and OTD (TTPT reduction by 50%)
• Re-engineering office process, resulting in significant improvement in speed (office TPT and TTPT), PO FPY from 50% to 98%
• Implementation of raw material receiving area concept, with SAP functionality
• Implemented PULL based full kit concept to feed the factory
• Improved shop-floor TPT by implementing over 400 kanban parts, included in SAP
• Lean projects in all main shop-floor areas (Value Stream Map, 5s, layout, production planning)
• Six Sigma projects to optimize welding (capacity constraint) and painting processes

Worked as Senior Operations Specialist in several global projects and assessments at the different ABB factories and different BUs. Collaborated with cross-functional teams developing solutions for operational challenges. Improved operational efficiency by streamlining processes and implementing best practices. Drove change management initiatives across the organization, resulting in smoother transitions during times of restructuring or strategy shifts.

Examples

1) OTD improvement project, Vaasa Motors Factory (piloting new concepts to control OTD at the one product line -> number of late motors drastically reduced)

2) Lean project to improve capacity (VSM, layout optimization, 5s, new quoting tool implementation, new engineering system implementation, information flow improvement, Quality in a final test), ABB Machines Factory, Johannesburg, South Africa

2) Layout & product flow improvement project, Cewe Control, Nyköping

3) Product transfer; responsible for layout creation and benchmarking of the best practices (SCM, manufacturing, quality, information), Eight factories involved globally

4) Product quality (Two major Six Sigma projects where the end product quality was drastically improved; Design of Experiment, data-analysis, MSA), ABB Bushings Factory, Zurich, Switzerland

6) Throughput time shortening using Lean tools (VSM, SCM, engineering, Gemba rounds, FPY improvement), ABB Low Voltage Products, Västerås, Sweden

Main focus was to increase factory's productivity by Six Sigma projects in Production and also with R&D, laboratories and pilot factory (full scale Pilot Factory with four employees and a supervisor serving global product development). Also to coordinate CMC Group’s productivity work by budgeting & monthly project follow-up meetings.

Created training material and trained office personnel on statistical tools using Minitab software. Helped to arrange experiments in the Pilot factory, analyzed customer data for Technical Customer Service, coached/guided laboratories in Gage R&R studies in improving measurement systems. Improved Production lines efficiencies.

Example - By using statistical tools and data analysis from the Customer’s Paper Machine data, we were able to create a new practical and highly accurate model (y=f(x)) for the customer to run their Paper Machine line efficiently. This project was officially recognized by CP Kelco’s European Top management, because of its high value and excellent feedback from the customer.

Managerial position with subordinates to coordinate Factory’s Total Quality Management system. Responsible for the Mill’s Quality Management System and annual Self Assessments. Member of the Mill’s management team as a secretary.