LUT University

Lean Consultant at Pinja Group

Data analytics and business intelligence for various industries.

Pinja Group

DW & BI Specialist

I helped customers to improve their efficiency and make investment decisions according to lean principles by simulating and analyzing their manufacturing and logistic processes.

Lean Consultant

SW-Development Ltd

Consultant

I wanted to take a break and be a full time dad to my children. It was a great experience. It sure taught me patience and the value of work at home.

I also took e-learning courses about internet marketing, SEO and programming basics in C/C++, Java, HTML5, CSS3, Sass, JavaScript, Python, SQL and UML. I set up and maintain our family society web site www.makimattila.net.

Home

Father and self-education

I led a team of Board assembly specialists, Final assembly specialists, Material specialists and Supply chain quality managers through performance appraisals, training, salary issues, hiring new members and taking care of the welfare of my team. 

With my colleagues in other sites we improved processes and tools in board assembly, final assembly, material sourcing and supply chain quality and negotiated responsibilities with other functions in the company. Communication was mainly done through Skype and other VoIP solutions. Despite the distance our collaboration was smooth and efficient.

I was one of the main drivers to develop a 3D production process verification in our company. My team piloted Dassault Systemes' Catia process verification tool to simulate smartphone production process. We reported software bugs and gave feedback and ideas to Dassault about the SW features. As a result of analyzing product virtually in 3D from the beginning of product development project we were able to decrease number of parts, decrease assembly time, rationalize variability and improve product and process quality and repair ability.

In the name of continuous learning I also completed  the "Work study and method design" training, which gives me competence to measure and improve production processes in any company.

Microsoft

Senior Manager

I continued in Nokia 630 project after Microsoft acquired our division. We started mass production in Beijing, China with good quality and delivered all orders.

Project Manager

I made sure that Nokia 530 and Nokia 630 were mass production capable through leading an international project team including board assembly, final assembly, production testing, sales packing, manufacturing quality and factory project teams in Finland, China, Hungary, Brasil and Argentina. This work included project planning, budget, managing prototype series in pre-production, calculating the manufacturing and logistic costs to choose the best factory setup for the product.

I ensured that mass production lines were ready and verified when the product was ready to start mass production. This required continuous information sharing about ramp up start time, volumes and quality issues with project team and factories around the globe. As a member of project management team I reported operations and logistics issues to program and line management. These products were affordable category devices, which meant that their volumes could be counted in millions. Thus, we eliminated every excessive second from production process. The biggest challenge in the beginning of mass production was to manage all the tens of variants. We succeeded and delivered all the orders.

I also took part of projects to improve product development process. Target was to enable faster projects with better quality. This succeeded as the projects lasted only a fraction of the time compared to the time when I joined the company. The quality improved too.

Nokia

Project Manager, DSN

I made production and logistic cost analyses for several products (e.g. Nokia N8, Nokia 808, Nokia E7) in their concept phase to ensure that their demand supply network setup was optimized. If new production technology was needed, I kicked of it's development. One example was the additional test phase needed for the first fixed battery product. I also analyzed the variation concept to minimize and move variation as late in the manufacturing process as possible. Good example was the type label concept in fixed battery products: was it possible to print a sticker or did we have to mark type label information in the mechanics and in that case was it done by supplier or our own factory.

I also led the production process analyses. We ensured with a cross-functional team that when the concept was approved, board assembly, final assembly, production testing and sales packing were optimized too. In Nokia 808 I piloted Catia 3D process analyses tool. That enabled process analyses immediately, when mechanics team released new version of the mechanical structure. I made a virtual assembly process of that product and the feedback from pre-production was that it was exceptionally good to manufacture.

Technology Manager

I took the logistics responsibility in addition to my operations project manager responsibilities. Now I also made logistic analyses for the product in order to optimize the logistic chain of subcontracted assemblies and our own production for a product at hand.

Operations and Logistics Project Manager

I made sure that product was mass production capable through leading an international project team including board assembly, final assembly, production testing, sales packing, manufacturing quality, factory project teams in Finland, China, Hungary, Brasil and Argentina. This work included project planning, budget, managing prototype series in pre-production, calculating the manufacturing costs in order to choose the best factory setup for the product.

I made sure that mass production lines were ready and verified when the product was ready to start mass production. This required continuous information sharing about ramp up start time, volumes and quality issues with project team and factories around the globe.

I was a member of project management team reporting operations area to program manager.

Operations Project Manager

I led the Nokia 9210 UI module sub-contracting. The module was expensive and lead time was long, so there was a lot of money tied into the logistic chain. Thus, the quality was very much in focus,

We made pre-production builds for the UI module and the whole device and improved the quality. When the product was mature enough, we started it's mass production in Salo Operations factory. We continued improving production process, tackled failures from the field and improved product and production process quality. Product was mechanically complex, which was a challenge for production.

After that I managed the UI module sub-contracting of the Nokia 9500 Communicator. This time production was made in Estonia. We had a good team spirit with our colleagues there and the project was a success. I had already managed one other sub-assembly project there, so this was a natural continuation. I also managed the mass production start of the whole device in Salo.

Operations Project Leader

My first project was Nokia Card Phone 2.0. I took some of Operations Project Leader's work load and learned Nokia's product creation processes.

Next product was the third generation of communicators, Nokia 9210. I led the Process Failure Mode and Effects Analyses (PFMEA). We formed cross-functional PFMEA team, which included specialists from R&D, operations, sourcing and factory.

Operations Project Engineer

I studied quality management systems and developed a TQM simulation game in Quality Management department. However, first I learned German language from scratch.

Fraunhofer Institute for Factory Operation and Automation IFF

Trainee

I analyzed and planned the investment of new warehouse. The inventory turnover is very important in grocery business, so the warehouse logistics had to be fluent and flexible.

Aku Mäkimattila