Koskisen’s 60-strong maintenance organisation was restructured in the spring. Operating as one entity since June, the maintenance service department continues to serve each production unit as before, but with an ever tighter structure.
According to Koskisen’s Maintenance Manager, Lassi Santala, the goal of the organisational restructuring is to increase operational efficiency and clarify responsibilities through centralisation. Instead of the formerly unit-based operations, maintenance personnel now form a complete organisation that serves the entire company.
- The incentive for the change was the goal of offering even higher quality maintenance services to the units in order to help them achieve the qualitative and quantitative targets set for them. As a result, our operations are now clearer, also for our external co-operation partners, says Santala, the contact person in charge of the unit.
By streamlining the maintenance organisation and eliminating overlapping, resources can be deliberately allocated to the right areas. The unit’s core competence remains in-house, but additional external resources will be used during summer holidays and maintenance shutdowns.
In future, maintenance will co-operate even more closely with Koskisen’s purchasing organisation by improving maintenance’s stock management and by building, for example, shared agreement models.
- The role of maintenance is important for the whole company, since boosting the efficiency of operations and organisational restructuring are reflected not only as better cost effectiveness for the maintenance unit, but also as lower production costs and fewer quality disruptions. Our resources are now in line with our overall load, but they require continuous development and occasional supplementation with additional external resources,” Koskisen’s Director in charge of technical services, Markku Lähteenmäki, sums up.