Gösta Seuranen · Malmö, Sweden
Weekly TPM insights from 25+ years on the plant floor
About the Founder
I started my career as an electrical engineer — leading R&D, product development, and manufacturing at Emotron AB in Sweden for nearly a decade. I supervised over 20 engineers and PhDs, launched motor control products from concept to OEM scale for customers like ABB and Danfoss, and built my first real understanding of what it means to run a factory that actually works. That grounding in how machines think, fail, and can be made better never left me.
After joining Tetra Pak and then Efeso — and working with over 30 multinationals across three continents — I kept seeing the same pattern regardless of industry, culture, or how much a company had invested in TPM or Lean. The data was there. The workshops ran. The pillars were named on the wall. But when a plant manager needed to answer one simple question — what should we fix next, and why? — the honest answer was almost always: we don't really know. The problem was never resistance to change. It was that the system had been designed to generate activity, not decisions. That insight shaped everything I have done since.
In 2004 I moved to China with Tetra Pak, and I stayed for a decade. I led supply chain operations across China and Hong Kong, then moved into consulting — managing TPM and WCOM programmes across China, Singapore, Mongolia, Thailand, Vietnam, and Indonesia. I learned Mandarin. I built teams. I watched European operational standards collide with Asian manufacturing realities, and I learned what it actually takes to make the transfer work — not as a concept, but factory by factory, supervisor by supervisor. That decade is not simply a line on my CV. It is the lens through which I understand what cross-cultural operational transformation really requires, and why so many programmes fail at exactly that intersection.
I built TPM-OS because I watched the same knowledge — 30 years of pattern recognition, failure modes, cultural nuance, and implementation logic — walk out of every engagement when the consulting contract ended. The client was left with a system that needed an expert to run it. That is not a sustainable model, and it is not what TPM was designed to be. The convergence of AI capability and structured knowledge management now makes it possible to encode that expertise into a platform — one that can tell a plant team not just what their OEE is, but why it is what it is, what the highest-leverage fix is, and how to sequence the change given their specific operational and cultural context. That is what TPM-OS is: not a dashboard, but a decision system.