Cooperation between Stairon and Tibnor is as hard as steel

The dynamic duo keeps things working right

Tibnor Area Sales Manager Riku Frigård and Stairon Purchasing Director Joel Sjöberg have worked together since 2016. The shared history of the companies nevertheless extends beyond the careers of these two men.

Tibnor's Area Sales Manager Riku Frigård: “It was easy to start building cooperation.”

“Long-term customer relationships are typical in our field. For the cooperation to be successful, there must be chemistry between people.
 
I first met Joel together with Kari, my predecessor at Stairon. The masters who preceded me and Joel were retiring in the same year, and up until then I had been learning how to walk in the shoes of a Regional Purchasing Director. We were both young guys, less than 30 years old. After our discussion, the old hands entrusted us with the work. It has been good to move forward from that strong foundation. Joel and I have learned much from each other.
 
Tibnor’s slogan is We make a difference. We believe in constant development, and we look for new, better solutions together with the customer. Stairon is a good partner for us because they have similar values. Stairon also wants to offer its customers more and to create the best possible added value.
 
We primarily offer Stairon steel products such as sheet metal and stainless steel. We also have preliminary treatment service. Stairon tells us much about its activities. That way we can better respond to their needs. We also discuss the development of products and operating methods in order to intelligently save working time and materials.
 
Stairon is enthusiastic about its own activities, and their group exudes a sense of eagerness to get things done. Partners like that are great to work with. In addition to Joel, I have learned to know other people at Stairon. They are all great people, and the work has proceeded well.
 
Joel and I also do other things together. For example, we play badminton. If you want to go the site, you have to do things right.” 

Stairon Purchasing Director Joel Sjöberg: “We set tough demands and high expectations both for ourselves and our partners.”

”Stairon and Tibnor have worked together for a long time. Although the names of the companies have changed and the operating cultures have developed over the years, the good cooperation has continued.
 
I came to Stairon in May 2016 after a project abroad to learn from Markku, the Purchaser at the time. I had less than a month to learn the work and to get to know our partners. Tibnor was one of them. Although Riku and I were both new, we were shared a high level of motivation and desire to make the cooperation work.
 
Working with the same person for four years on almost a weekly basis makes for easy communication. Riku knows what Stairon needs and I know what Tibnor has to offer. Alternating projects and material needs also maintain interest, as they allow us to confront new challenges.
 
Stairon is an industrial service provider that wants to challenge the self-evident. It means that we are solution-oriented and open to new possibilities. We want to optimise production and our activities to better help our customers. We set stringent demands and expectations both for ourselves and our partners.
 
As the array of our products truly broad, and as relatively little time is often left for manufacture, we cannot utilise factory orders very often. Thanks to its wide selection, Tibnor is a good steel wholesaler for Stairon. In addition, they can respond to a difficult market situation with competitive prices. Tibnor is also reliable: When they confirm an order I know that the goods will be at Stairon in the Pansio district of Turku at the right time.
 
I believe that work with Riku and Tibnor will continue in the future as well. Riku does not make empty promises. He is civil, open, and he genuinely wants to advance our cooperation. We occasionally spend time together during our free time. We play badminton, and if the weather is nice, we sometimes sit on the riverbank in Turku.”

Riku Frigård (left) and Joel Sjöberg have worked together since 2016.

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Kari Lintuvuori is passing on skills and knowledge to future experts before retiring

Lead, serve, help. This principle has carried Kari Lintuvuori, now retiring, on his career from a helper to a foreman. In his 45-year career, mainly in Pansio, he has seen many changes in his line of work, and the business in general. Now he is passing on the know-how of a Service Advisor to future experts.

In August 2020, foreman Kari Lintuvuori retired from his job at Stairon’s aluminium department. He has not left Pansio, however. In his new role as a senior advisor, he helps the new supervisory staff. His long career has taught that tacit knowledge must be passed on to the successor.

“This team is a kind of a brotherhood – I couldn’t just suddenly quit it. It takes me seven minutes to drive from home to work. I need to drop in here every now and then to see how things are going”, Kari Lintuvuori explains.

Senior Advisor – part of Stairon’s strategy

Kari Lintuvuori now serves as a Senior Advisor at Stairon. It means that in his retirement, he is committed to the development of the operation as he passes on his expertise to younger  specialists of the future. The role of the Service Advisor and supporting it are part of Stairon’s strategy. Stairon has many experts with long careers, whose know-how is worth its weight in gold. This so-called tacit knowledge is something the company wants to foster.

Project Director Kalle Ahopelto, who has been receiving advice from Kari Lintuvuori, feels that the help of the Senior Advisor is especially important in his own work.

“It has been easier to join the group with an experienced and skilled person as a guide and advisor. I have received thorough answers to every question I have asked, often accompanied by a story from years past that touches upon the subject.”

Information related to carrying out projects is seen as especially helpful in pushing the work forward.

“The greatest benefit has been Kari’s knowledge of what we must and should take into consideration, or what we should do early enough before the start of the project”, Kalle Ahopelto says.

A man taught by his work

During Kari Lintuvuori’s career, his line of work and the business in general have changed dramatically. For example, in the 1970s, military service was tantamount to resigning, which is why the shipyard refused to hire him afterwards. But being a plucky sort of guy, he walked straight to the shop steward and ended up getting a job at the Pansio factory of Valmet Paper Machines. When there was no more work at the packing plant, Kari Lintuvuori asked the department engineer for other work.

“Much like Rokka in the war novel The Unknown Soldier, I asked if they needed someone who could do the job well. I went to Hall 6 where they needed help in welding beams that were 13 metres long.”

Kari Lintuvuori was interested in welding and he went on to complete the training of a welding advisor at Laitila. After that he was hired to weld sheet metal.

“The helper boy system of the 1970s was practical. You could see what kinds of jobs were interesting and you could learn on the job. Gradually, as my skills increased, I got to do the work on my own.”

The 1990s gave Kari Lintuvuori opportunities to work in projects both in Finland and abroad. Paper machines and wood dryers had to be installed and repaired.

In the 1990s Kari Lintuvuori also noticed inadequacies in work planning at the workshop.

“The products were more complicated, and the tolerances were stricter. Working methods needed to be more systematic, and this was achieved through work planning”, he explains.

The group produces the results

In the late 1990s and early 2000s corporate mergers and deals changed the name of the workplace a few times. First, with the merger of Valmet and Rauma in 1999, production was outsourced, and the name was changed to Metso Paper Turku Works. Then in 2009 Metso sold all the shares of the factory to Stairon.

“At that point, product-based teams were established and I was selected to lead one of them.”

Later he was named foreman. Kari Lintuvuori feels that as foreman, the input of the whole team is the most important.

“It’s the team that produces the result. And the work ethic here is high. The task of the supervisory staff is to supervise, serve, and help”, he says.

Kari Lintuvuori believes that his extensive career experience helped him as a supervisor.

“It is important to understand the big picture and to know how things operate in practice. Taking my own path has been important. The work taught me. During my career I had more than ten different kinds of supervisors, one of whom served as an example to me. I also wanted to be a good example and pass on the tradition”, he says.

Kari Lintuvuori (right) helps project manager Kalle Ahopelto solve challenges faced by a supervisor.

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