Hannu Kananen – a guy who reflects the new Heinola

Some years ago, Heinola Sawmill Machinery underwent a major strategic change. The business was focused around three cornerstones: drying kilns, chippers and Heinola Service (After Sales). This resulted in the company beginning to focus more and more on project management and being an expert organisation instead of a manufacturing industry.

The change was a big one, but justified and practical. The strategy has been found to work. We already have a few years’ experience of the new Heinola which gives perspective of operational development.

Hannu Kananen is one of the strengths brought in by the new Heinola. In many ways, he gives a face to the change and direction Heinola Sawmill Machinery is heading towards as a company.

Starting with the Rauma project

Hannu Kananen started three years ago, when Heinola secured a huge drying kiln order from Metsä Fibre’s Rauma sawmill. Heinola needed an extra boost to project management, and Kananen’s background made him an excellent fit. Hannu, now 46 years old, has been involved in various project management positions in the wood and metal industry since he was 19 years old, and so has gained an exceptionally wide range of experience.

He goes wherever help is needed in the company.

Wide is also the job description at Heinola after the Rauma project. In his own words “he goes wherever help is needed in the company.”

“More than anything else, my job description is expert tasks in project management, but I do a whole range of things where I can support and be of use with my experience. We are comprehensively developing our drying kiln and industrial chipper products as well as the After Sales side,” Hannu says.

A lot of new additions have recently been made to the drying kiln product family. Design has been automated. We’ve developed new smart models, which makes it possible to very quickly present things to customers in 3D. On the chipper side, manufacturability has been developed, which brings improvement to the usability and serviceability of the machines. Also, the After Sales side is increasingly in contact with other departments. There is strong cooperation with the design organisation, for example.

Breaking down the silos

One of the hallmarks of the new Heinola is much stronger “interdisciplinary” cooperation. Considerable added value has been gained in the development of different businesses by systematically sharing views across departments. Among other things, this can be seen in the product development mentioned above and in many other things: there is more interconnection between design and automation, likewise in design and subcontracting, when in-house production no longer exists. Hannu Kananen has played a key role in the new way of working.

I feel that I have the expertise that connects departments and that I act as a messenger between departments.

“I do many very different things in the company: installation, manufacture and design. I feel that I have the expertise that connects departments and that I act as a messenger between departments. Diversity is definitely one of my strengths. Our managing director Jan Räsänen tells me what is most needed and where the focus is at any time. Then all I do is go there and lend a hand,” Hannu sums up.