Copenhagen, Capital Region of Denmark, Denmark
Result oriented leader and business-driven generalist with extensive experience within Operations, Ramp Up and Administration. Particular strengths in Strategy and Organizational Development, Operational Excellence, Change Management, LEAN manufacturing, GMP and Leadership in international oriented companies Professional, self-driven leader with a passion for organizational and people development in order to meet targets/goals and to deliver the full potential at all levels High emotional intelligence and high degree of personal and professional integrity. Comfortable working in constantly changing environments, as well as in high growth companies, and with reductions and outsourcing My goal is to meet targets within quality, delivery and cost with a high level of employee satisfaction My core competences are within; • Leadership of complex Manufacturing, Operations, Specialists and Support functions • Strategic and operational development in a highly customer focused environment • Lean manufacturing and facilitation • Process and flow optimization • Visual Management (GTG) • Performance Management • GMP with FDA audits Phone +45 21180463 email: [email protected]
ConvaTec Infusion Care launched a new highly succesfull product, and I was in charge of expanding buildings, running in new highly automated machinery and employment to meet the heavily growing demand from the market. Overall resposible for the High volume Infusion Care production in Denmark, Production, NPI, Warehouse,Materials Manager, Team managers, Facility, HR support, EHS, Maintenance, LEAN and more than 200 employees Main achievements: • Maximize output under difficult conditions and high pressure • Organizational changes, and improve setup • Improve visual leadership system • Outsourcing of critical high volume production from DK to Mexico • Training, employment and implementation of several operators at short notice
Due to an impressive success on the Wound Care market, I became Head of Operations for 150 employees in the Wound Care division, in order to support and stabilize Production / Ramp Up to meet market expectations Main achievements: • Expanded department to meet demands • Introduced TWI in order to do fast training • Established task force groups
Coloplast strategy was, after outsourcing of all production from Denmark, to build up two Innovation/Ramp Up centres, covering knowledge of the whole product portfolio, in order to bring new launches fast to market, and to effectively stabilize production of new products before outsourcing. I was part of the Group Building up the Strategy and setup for the new Innovation centre in Mordrup I became overall responsible for Supply Chain, Warehouses, LEAN, HR and Site ass. (salary) for more than 300 employees Main achievements: • Ramp Up for new products decreased from > 2 years to < 1 year • Strengthened our LEAN setup • Developed new simulation tools • High employee satisfaction score, in spite of huge changes and challenges • Established deployed visual RCA setup
Overall resposible for the High volume Catheter production and and Injection Moulding, Supply chain, Warehouse and more than 200 employees I was in charge of building up the most modern production in Coloplast, going from semiautomation to highly automated production, running 24/7, with an increase in volume > 20% annually By the use of LEAN tools, deployment, visual management and involvement from all employees, we managed to decrease costprices with more than 100% I was the driver in developing a visual management system called Go To Gemba, that became standard in all Coloplast factories. Main achievements: • Uptimized flow, tools and methods • Stabilized delivery and setup • Reduced costprices with > 100% • Improved jobsatisfaction • Developed and implemented “Go To Gemba” principles in the hole factory (visual leadership system) – Now standard in all Coloplast factories world wide • Outsourcing of Coloplast injection mould production to third party • Outsourcing of High Volume production to Hungary
Responsible for two sites with more than 200 employees working 24/7. One at Hedensted, Jylland and one at Hedehusene, Copenhagen area Each site doing manually and automated count of more than 300 mill. returnable bottles for reuse and bottle deposit payout My job was to introduce LEAN and stabilize production, due to heavy growth > 100% within a 3 month period, and to lower cost Main achievements • Changed organizational setup • Increased handled items with more than 100 % in 3 months • implementing autonomous production teams • Implemented forecast simulation, KPI's and a reportingstructure • Expanded buildings and production • Improved jobsatisfaction
Responsible for People management, Logistics (handling of > 5 billion units), purchase and negotiation internationally, planning, warehouse
Responsible for the whole Value Stream incl. Administration NTP was a marked leader within audio matrixes and plug in units for broadcasters and TV stations all over the world. More than 90 % of the products where for export Besides being Head of Production, my job was to implement a complete ERP system and Simulation Tools for the site, in order to simplify, lower cost and increase throughput. This was up and running within a 3 month period Main achievements • Complete Turn Around • Outsourcing and simplifying assembly and test • Increased inventory turnover • Optimized cost • Simplifiying BOM's significantly, - holding more than 200.000 partslist items, by using production variants • Implemented new complete ERP system • Relocated production, development and documentation of mixers from Norway to Denmark