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12-year-old Stairon challenges the engineering industry with open-mindedness

Industrial service provider is a creative problem-solver

The word creativity is rarely associated with machine shop operation. The core of the industry is ironclad metal expertise, no question about it.  When creativity is viewed through problem-solving, we are already closer to what is expected of a modern industrial service provider. It is the ability to solve customer problems in an exceptional way.

Timo Kylä-Nikkilä, CEO of Stairon, is happy to shake the dusty image of the sector and challenge traditional ways of thinking. He believes that today’s successful mechanical workshop combines creativity, technology and service in its expertise.

“This has always been done” thinking must be forgotten and we must start looking for original solutions to customer problems, “says Kylä-Nikkilä.

The machine workshop’s traditional operating model is undergoing a change

As a result of the entrepreneurial change implemented at Stairon in 2019, the company has continued to develop and modernise its operations with the aim of being an industrial service provider that will solve the customer’s challenges and the most desirable partner in its sector.

– The competitiveness of Western companies is constantly in the spotlight. In global competition, the competitiveness of a common supply chain formed by all companies in the value chain is crucial. On our part we want to actively develop this integration in cooperation with the actors in the chain. One plus one must be more than two, says Kylä-Nikkilä.

– The development of a functional and cost-effective entity requires clear investments and will from both the supplier and the customer. Holding on to many traditions in the industry will deactivate and stifle activities, as priority is given to avoiding mistakes instead of bold solutions. This is exactly what Stairon wants to challenge and solve together with customers.

Stairon’s problem-solving ability is always based on strong expertise in industrial manufacture. Now the best practices are being developed at the cutting edge of technology, so to speak.

– In addition to the machine and equipment base, we have invested strongly in different information systems to support customer and supplier integration. Of course, the utilisation of digitalisation remains a huge potential throughout the supply chain – the development of data volume, speed and diversity is continuing.

 

Stairon guides young people to the field

The roots of Pansio-based Stairon go back to the 1960s. Since 2009, the Stairon name has been used since the Metso Paper Turku Works business deal. Over fifty years ago, the company focused on the design, manufacture and product development of air conditioning systems for paper machines. Stairon currently serves technology industry operators, who represent more than ten different industries.

According to Kylä-Nikkilä, the multidisciplinary nature and in-depth expertise of the activities are competitive advantages for Stairon. The strong expertise of the Pansio factory has succeeded in refining solutions for a wide range of industries, including the energy, mining, shipping and food industries.

According to Kylä-Nikkilä, the continuity of operations must be actively ensured. The image of the machine shop industry is not as streamlined as many others. The shabby workshop image should be adjusted to better reflect what everyday life currently predominantly is in the manufacturing industry. This is how the most talented young people are brought to the industry.

– The future lies with young people from educational institutions. Cooperation with educational institutions is a competitive advantage for us, and we will use it to ensure that we have also the best experts in the future.

There are also many experts in the machine shop industry who are about to retire in the next few years. By offering young people training and on-the-job learning opportunities, their experiences, learning and knowledge will gradually transfer to a new generation.

A modern company invests in digitalisation and responsibility

Stairon is increasingly managed through knowledge. Digitalisation and automation seek cost and resource efficiency and respond to future challenges. One of them is sustainable development. It is part of global development that does not ignore the engineering industry either.

– It’s important to identify megatrends. Environmental awareness and thus evolving requirements for resource efficiency, renewable energy and renewable raw materials. The growth, prosperity and education of the middle class in developing countries increase awareness and purchasing power. The consumer of the future is responsible and conscious. All these will ultimately also affect the activities of each industrial company directly or at least indirectly.

A lot has happened in twelve years of Stairon. And the pace of change is hardly slowing down. Kylä-Nikkilä emphasises that when a company calls itself a service company, it must also act accordingly. Often that means the courage to think differently. As when Stairon developed a method for servicing the internal surfaces of cruise ship exhaust pipes through rope work, enabling uninterrupted operation of vessels.

– The future Stairon wants to solve even difficult problems. Throw us a challenge! We are ready for this at Stairon, says Kylä-Nikkilä.

Stairon’s 12 years

  • More than 1500 implemented customer projects
  • Services for more than 100 industrial operators
  • Deliveries to over 50 countries
  • Equipment manufacturing for more than ten industrial sectors
Customer cases | News | Projects | Stairons

Co-operation stemming from shared values

Vema Lift, a manufacturer of rescue lifts and rescue vehicles based in Kaarina Finland, and Stairon have worked together long-term and intensively in connection with products that require co-operation in manufacturing and product development. Stairon has claimed their position commendably.

– Stairon can boast with robust expertise in industrial manufacturing, good understanding of the importance of quality and Finnish origins. We value these things greatly, Vema Lift says.

Vema Lift’s history covers over 1,000 manufactured units delivered to 40 different countries. The forward-looking company also demands a lot from their partners.

– Our company manufactures and markets rescue lifts and vehicles worldwide. Naturally then, it is an unquestioned prerequisite that we can be certain of the quality of our products. Stairon has been a key supplier meeting these requirements for Vema Lift.

 

Partnership grows from openness for change

Without communication and openness for change, partnership cannot work as expected and in a forward-looking way.

– Proactive approach to manufacturability related questions of our products has brought additional insights to support our design work. Straightforward communication on the part of Stairon’s professionals has been the key for effective co-operation.

Change is always present. Many devices which are in the product development phase still undergo changes during the manufacturing stage.

– Stairon always reacts to changes openly, Vema Lift summarises.

– It has been exhilarating to see how extensively Vema Lift’s staff have participated and their open mindset for new proposals when presented with common challenges. Open business culture yields the best results, and I believe that is the case here too, Antti Reivonen, Sales Manager at Stairon, comments.

Learn more about Vema Lift, Nordic Rescue Group and their high-quality products at www.vema.fi

Customer cases | News

Co-operation from design to projects

Antti Mäntynen, Engineering Manager at Valmet Technologies Oy, has been working with Stairon’s resident employees on product improvement and manufacturing efficiency of air dryers for three years now. Sometimes the agenda has included design work, but also more and more project-related processes.

– As someone who has gone through two development projects and many design initiatives together, I can tell that our co-operation is proactive and knowledgeable, Mäntynen says.

At the beginning of our co-operation back in 2019, Stairon’s people immediately demonstrated their hands-on and active approach. Comments were not a scare resource and the targets were set high.

–  People at Stairon want dialogue. They engage themselves actively at every stage of the project. Costs and scheduling are also communicated transparently, and the previously agreed on numbers are also something that stick and can be trusted, Mäntynen says.

The value of co-operation increases when all parties understand the importance of transparency and appreciation.

– We can achieve savings in everything when co-operation is carried out by listening to the opinions of those responsible at different stages of the project and keeping the big picture in mind during every moment, Mäntynen emphasises.

Decisions reached during the design phase of a product have a major impact not only on the functionality of the product, but also on its manufacturability and, naturally, therefore also on manufacturing costs.

– It has been great to see that Valmet has involved us in the development of products at an early stage, so that we can influence these decisions. This way we can manufacture together products that serve not only the customer but also their end customers, Stairon’s Planner Miika Pietilä comments.

Pioneers in co-operation

– Certainly, co-operation is at its best when the customer trusts their supplier so much that they involve this into product development from the very first steps of the project. This also keeps the spirit and mind of production team fresh, and constantly challenges you to think and consider new methods of manufacturing. It feels an honour to participate in product development work of a leading company in its own field, tells Hannu-Pekka Peräntie, Production Director at Stairon.

According to Mäntynen, smooth and seamless co-operation can also be expected in the future.

–Stairon’s expertise can be clearly seen in how they take ownership of manufacturing technology and advanced welding robotics. Co-operation is smooth and competent.

During our years of co-operation, Mäntynen has been most positively surprised by the attitude of Stairon’s people – over and over again.

– Level of commitment by Stairon’s people is truly exceptional. They show common ground and benefits, and certainly consider positive effects of co-operation for both parties. The way they operate is really professional.

News | Stairons

Developing mechanical engineering and production technology

Decades of experience and strong expertise in the workshops has convinced the former shipbuilder that Stairon has the keys to success. The new foreman believes in the power of development and shared expertise.

When young Toni Kangas found himself in a machine shop, he knew there was no turning back. He has always had a passion for mechanical engineering, which has guided him on his career path. He first spent 20 years working for ABB doing stamping and from there he joined the Meyer shipyard in Turku, first as a foreman and then as a development engineer. At the same time he acquired new skills from Turku University of Applied Sciences, from where he graduated as an engineer of mechanical engineering and production technology. He started as a foreman at Stairon in November 2020.

Toni Kangas is the first machine shop industry professional within his family, and right from the beginning what attracted him to the industry was the changing nature of the work.

“There’s a lot going on all the time. Interest remains high when you can influence the development of the industry”, Toni says.

Development begins with a need

Toni, who describes himself as productive and precise, says that he is a developer who strongly identifies with Stairon’s motto.

“The machine shop industry is often stuck in its ways and likes to do things according to a familiar pattern. We at Stairon want to challenge the status quo. If you want to succeed in the field, you have to have expertise, a good team , and the ability to create something new. All of these building blocks can be found at Stairon”, he says.

Toni is looking forward to being able to develop the company’s parts manufacturing operations in particular. Better processes solve both production and customer challenges. Toni mentions that development work should not be based on the joy of development alone. The work should always result in something tangible.

“A good example is a pilot I carried out for Meyer, where we did certain work steps differently. It eventually resulted in big savings for my then employer. Let’s see what great things we can achieve at Stairon!”

The alphabet of a good working life

Toni wants to be not only a developer but also a fair and trusted foreman who helps his team achieve their goals.

“In order for everyone to succeed in their work, we must account for people’s strengths and work on weaknesses. When everyone can do their best, we create strong skills and quality together”, he says.

Taking responsibility and valuing co-workers and shared expertise were the first things Toni noticed in his new job. Working with professionals has also made it easier to settle into the new job.

“People here have long careers and solid professionalism, so it’s easy to be the foreman”, he laughs.

When we ask the 46-year-old expert what is the most important thing working life has taught him, he is quick to answer. “Work, learning something new, and co-workers. Those are the building blocks for a good and well-functioning work community”, he says.

News

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.”

News

Stairon responds to change: challenges itself and the company’s partners to develop mechanical engineering

The new management of the company located in Pansio is developing the company together with employees. The company, which has now been operating under the new ownership for a year, has a strong belief in the future even during the coronavirus pandemic. According to the company’s CEO, Timo Kylä-Nikkilä, the purpose of the Stairon reform is to boost the company’s growth on the international market as well.

Turku-based Stairon is undergoing a transformation from a machine and equipment manufacturer to an industrial service provider

The new management of the company located in Pansio is developing the company together with employees. The company, which has now been operating under the new ownership for a year, has a strong belief in the future even during the coronavirus pandemic. According to the company’s CEO, Timo Kylä-Nikkilä, the purpose of the Stairon reform is to boost the company’s growth on the international market as well.

‘We are already operating in a variety of industrial sectors round the world. We believe in our operations and want to develop them to serve the entire supply and value chain even more extensively than before. Our view is that, in the future, all industrial actors will need to deepen their co-operation further to make the entire supply chains flexible, functional and competitive. We want to be involved in this long-term work. We have a strong foundation for this, as we’ve been working with industry since 1964. When we bring a novel approach to the sector and combine it with robust competence, something exceptional will come about.’

Stairon’s customer promise is: Challenging the obvious – together.  Timo Kylä-Nikkilä hopes that customers will also have enough courage to challenge Stairon to tackle their challenges.

‘We have the expertise and will to find the best solution. Give us a problem and we’ll resolve it.’

According to Mr Kylä-Nikkilä, diversification also shows its strength in the exceptional times we are currently living in.

‘When a company operates in more than one industrial sector, it rests on several pillars. With our internationally successful partners, we are strongly involved in, for example, the paperboard and pulp industry, which has been showing signs of growth,’ Timo Kylä-Nikkilä points out.

Personnel involved in the company reform

Stairon has kept its employees strongly involved in the company reform.

‘The personnel have willingly joined the reform process. We have robust professional competence acquired over several decades. We still need it and want to develop it further. The personnel are thus playing a key role as we transform ourselves into a service provider. When everyone is involved in solving the customer’s problems, we can achieve the best result,’ Timo Kylä-Nikkilä states.

Hannu-Pekka Peräntie, Production Director at Stairon, agrees with him.

‘The reform was welcomed with enthusiasm. People consider this approach to be human-centred, and in order to succeed we all have to proceed at the same pace and in the same direction.’

Joel Sjöberg, Purchasing Director and CFO, also believes in Stairon’s well-working ‘combo’.  According to him, Stairon is in an excellent situation, as the company has both long, robust manufacturing experience and young, highly motivated management that wants to develop the company.

Newly appointed Sales Manager Antti Reivonen believes that Stairon can offer solutions that the customer did not even know existed.

‘Of course, this also requires strong expertise and understanding on our part of the end user’s needs. And we sure have plenty of that in Pansio,’ the new sales manager believes.