Copenhagen, Capital Region of Denmark, Denmark
I am an experienced project manager with a passion for improving organizational processes such as project management, project portfolio management, and strategic planning. Visualizing systems, structures and interrelations, and using this insight to innovatively improve systems, processes and even organizations is one of my key personal drivers. I utilize this skill in all my projects, portfolio work, and Lean transformation work. I approach any problem or task in a systematic manner by verifying the problem and its strategic importance, by securing commitment from stakeholders, and by efficiently structure and organize work. To build, lead, and facilitate the continuous strengthening of the project team and the supporting organization is another of my key personal drivers. Not just to succeed on the short-term goals, but also to build and improve long-term competences and capabilities. My past experiences are R&D, production management, project management and Lean transformation. I am easy-going, with a good sense of humor, and I strive to create a good, structured, and calm workspace for my project teams, allowing them to evolve individually and as a team, and to focus on finding innovative solutions.
Managing projects providing high quality industrial solutions for customers in the chokolate, bakery and confectionery industries.
Project Manager (mfg. support) and part of the Operational Readiness team, tasked with getting the planned expansions ready for serving our customers, and most importantly their patients.
I was charged with managing an Operational Excellence Program responsible for implementing Lean in OFS Denmark. This was a culture transformation project that involved all levels of the organization, and I was the transformation leader and not just the manager of the activities within the program. The following is some of my tasks and experiences of this Lean transformation: * I took charge of defining the vision and the goals, of making and executing the plans, and of driving the transformation forward, while continuously having to adapt to reality * To keep the Lean transformation moving forward, I invested a lot of time and energy on securing commitment from management through building and strengthening direct relations * The Lean transformation was a high priority program, thus requiring my continuous attention to managing the executive management and other high-level stakeholders. This included frequent written and verbal reporting and communication, including financial * I was the de-facto daily manager of a team of highly skilled Lean professionals, with my clear goal of creating the best framework for them to grow as both individuals and professionals. * I have led the implementation of 5S and daily management meetings in manufacturing * I have organized and facilitated more than 30 Kaizen workshops * I have facilitated process improvement activities and Kaizens in the back-office departments * I have facilitated Hoshin Kanri strategy-deployment workshops with senior management * I handled the financials of the program, including cost-benefit analysis, business cases and financial reporting.
I was the Manager of the core manufacturing area with 25-40 operators on 5 shifts. This included: * People management * Production planning * Continuous improvement activities * Safety * Support of development activities * I took an active part in the OFS Denmark management group meetings and seminars At the same time, I got the joint responsibility as a Project Manager of a $30 mil. factory expansion. My responsibilities included establishing the internal workflows, layout of work areas, and hiring 40 new operators. Part of my responsibilities was the financial reporting and budgeting of this large CAPEX project. I also maintained my secondary tasks of managing and supporting the project management and project portfolio systems. This included improving the process documentation, manage the resource allocation and reporting system, and to monitor project execution quality.
As Project Manager, I managed close to 20 projects of different types and complexities: • Product development • Process development and optimization • Cost reduction and various optimization initiatives • IT development • Transfer of a major product group from a US manufacturing site to Denmark, including processes, machines, customers, qualification procedures, and customer support systems • Direct short-term support of a capacity limited American factory by establishing a parallel Denmark production of key components. In addition to my primary job functions, I have successfully contributed with the following: On my own initiative, and with management backing, I completely modernized the company Project Management and Project Portfolio Management processes and tools. In addition to sustain and continuously update tools and processes, I support management directly on the resource allocation and project portfolio systems. I use my own projects to set new standards for high-quality Project Management and Portfolio Management. The result was a recorded reduction in average project duration from 3 years to only 1½ years in less than 24 months after implementing the updated processes. Together with two skilled American colleagues, we took initiative to establish a corporate-level workgroup on improving the skills on Project Management, Project Portfolio Management, and Strategy Deployment. The group was quickly backed by senior management and joined by representatives from the executive management of OFS. Some of the group’s output have been implemented at corporate level.
Member of the Development Department. Tasks: Production support on standard products. Development of new products. Designing customized solutions and products, including Optical design, writing the quotation, purchasing optics, assemble and test and writing the documentation and manuals. Worked very closely with development, production, sales and purchase, including sales and application engineers based in Germany, France and USA.
Part of the Development Group. Worked in a small group that developed new process instruments for creating Phase Masks. The instruments included optical fibre and blue lasers.