Anders Erlandsson
Lean Manager at Cambrex Karlskoga AB- Claim this Profile
Click to upgrade to our gold package
for the full feature experience.
Topline Score
Bio
Oleg Lavrenov
I have been working with Anders as a colleague in ESAB European operations management team. Anders was Managing Director of the ESAB factory in Perstorp (Sweden). Anders achieved great results in Safety, Quality, Costs and Delivery. Under Anders' leadership the Pertorp factory was a leading factory in ESAB's European manufacturing footprint. Anders was always a role model example in living corporate values, result focused and looking at both whole picture and paying attention to details. Anders was promoted to the Managing director position of just aquired factory in Bulgaria where he was leading factory integration and achieved great results in turnaround process. Anders raised factrory performance in safety, quality and delivery to the company standards from the very low baseline. Anders has deep knowledge, wide experience and high achievements in lean business systems implementation. Anders is very skilled and experienced to lead manufacturing operations in tough and turbulent environment with calmness and sence of urgency.
Alexander Teodosiev
I worked with Anders during his assignment (2009-2012) as a Managing director of the electrode manufacturing factory, ESAB Electrodes JSC in Bulgaria. I was a CFO of the company and part of Andres’s direct reports team. This was a hectic period of transformation including increase in production volume, in machine capacity, change of product range, change of working/shift patterns, implementation of new systems, policies and procedures covering all aspects of the business. Due to Anders’ previous experience, personal and professional skills he managed to transform the company. Anders is result oriented, open-minded and logical; he is very effective in tackling complex business matters. His management style is the one of engaging and couching so many of us benefited professional development due to our mutual work with him. I highly recommend Anders for any role which might require managing of change and development in every aspect of business.
Oleg Lavrenov
I have been working with Anders as a colleague in ESAB European operations management team. Anders was Managing Director of the ESAB factory in Perstorp (Sweden). Anders achieved great results in Safety, Quality, Costs and Delivery. Under Anders' leadership the Pertorp factory was a leading factory in ESAB's European manufacturing footprint. Anders was always a role model example in living corporate values, result focused and looking at both whole picture and paying attention to details. Anders was promoted to the Managing director position of just aquired factory in Bulgaria where he was leading factory integration and achieved great results in turnaround process. Anders raised factrory performance in safety, quality and delivery to the company standards from the very low baseline. Anders has deep knowledge, wide experience and high achievements in lean business systems implementation. Anders is very skilled and experienced to lead manufacturing operations in tough and turbulent environment with calmness and sence of urgency.
Alexander Teodosiev
I worked with Anders during his assignment (2009-2012) as a Managing director of the electrode manufacturing factory, ESAB Electrodes JSC in Bulgaria. I was a CFO of the company and part of Andres’s direct reports team. This was a hectic period of transformation including increase in production volume, in machine capacity, change of product range, change of working/shift patterns, implementation of new systems, policies and procedures covering all aspects of the business. Due to Anders’ previous experience, personal and professional skills he managed to transform the company. Anders is result oriented, open-minded and logical; he is very effective in tackling complex business matters. His management style is the one of engaging and couching so many of us benefited professional development due to our mutual work with him. I highly recommend Anders for any role which might require managing of change and development in every aspect of business.
Oleg Lavrenov
I have been working with Anders as a colleague in ESAB European operations management team. Anders was Managing Director of the ESAB factory in Perstorp (Sweden). Anders achieved great results in Safety, Quality, Costs and Delivery. Under Anders' leadership the Pertorp factory was a leading factory in ESAB's European manufacturing footprint. Anders was always a role model example in living corporate values, result focused and looking at both whole picture and paying attention to details. Anders was promoted to the Managing director position of just aquired factory in Bulgaria where he was leading factory integration and achieved great results in turnaround process. Anders raised factrory performance in safety, quality and delivery to the company standards from the very low baseline. Anders has deep knowledge, wide experience and high achievements in lean business systems implementation. Anders is very skilled and experienced to lead manufacturing operations in tough and turbulent environment with calmness and sence of urgency.
Alexander Teodosiev
I worked with Anders during his assignment (2009-2012) as a Managing director of the electrode manufacturing factory, ESAB Electrodes JSC in Bulgaria. I was a CFO of the company and part of Andres’s direct reports team. This was a hectic period of transformation including increase in production volume, in machine capacity, change of product range, change of working/shift patterns, implementation of new systems, policies and procedures covering all aspects of the business. Due to Anders’ previous experience, personal and professional skills he managed to transform the company. Anders is result oriented, open-minded and logical; he is very effective in tackling complex business matters. His management style is the one of engaging and couching so many of us benefited professional development due to our mutual work with him. I highly recommend Anders for any role which might require managing of change and development in every aspect of business.
Oleg Lavrenov
I have been working with Anders as a colleague in ESAB European operations management team. Anders was Managing Director of the ESAB factory in Perstorp (Sweden). Anders achieved great results in Safety, Quality, Costs and Delivery. Under Anders' leadership the Pertorp factory was a leading factory in ESAB's European manufacturing footprint. Anders was always a role model example in living corporate values, result focused and looking at both whole picture and paying attention to details. Anders was promoted to the Managing director position of just aquired factory in Bulgaria where he was leading factory integration and achieved great results in turnaround process. Anders raised factrory performance in safety, quality and delivery to the company standards from the very low baseline. Anders has deep knowledge, wide experience and high achievements in lean business systems implementation. Anders is very skilled and experienced to lead manufacturing operations in tough and turbulent environment with calmness and sence of urgency.
Alexander Teodosiev
I worked with Anders during his assignment (2009-2012) as a Managing director of the electrode manufacturing factory, ESAB Electrodes JSC in Bulgaria. I was a CFO of the company and part of Andres’s direct reports team. This was a hectic period of transformation including increase in production volume, in machine capacity, change of product range, change of working/shift patterns, implementation of new systems, policies and procedures covering all aspects of the business. Due to Anders’ previous experience, personal and professional skills he managed to transform the company. Anders is result oriented, open-minded and logical; he is very effective in tackling complex business matters. His management style is the one of engaging and couching so many of us benefited professional development due to our mutual work with him. I highly recommend Anders for any role which might require managing of change and development in every aspect of business.
Credentials
-
Strategic Planning Foundations
LinkedInMar, 2018- Oct, 2024 -
Project Management Foundations: Leading Projects
LinkedInAug, 2017- Oct, 2024 -
Problem Solving Techniques
LinkedInJun, 2017- Oct, 2024 -
Lean Six Sigma Foundations
LinkedInMay, 2017- Oct, 2024
Experience
-
Cambrex Karlskoga AB
-
Sweden
-
Pharmaceutical Manufacturing
-
100 - 200 Employee
-
Lean Manager
-
Feb 2023 - Present
-
-
Production Director
-
Jun 2018 - Feb 2023
-
-
-
Limestone Mansion Consulting AB
-
Malmo, Sweden
-
Independent Interim Manager
-
Jan 2017 - May 2018
Working in my own company offering my services as Interim Manager • Managing Director, Factory, Site, Supply Chain, Production and Project Manager • Coaching leaders and teams • Leading changes • Filling temporary positions and gaps in organisations Working in my own company offering my services as Interim Manager • Managing Director, Factory, Site, Supply Chain, Production and Project Manager • Coaching leaders and teams • Leading changes • Filling temporary positions and gaps in organisations
-
-
-
AkzoNobel
-
Netherlands
-
Chemical Manufacturing
-
700 & Above Employee
-
Site Manager
-
May 2014 - Mar 2016
The factory produces wood coatings, coil coatings and resins with a turnover of 1.000 MSEK and 300 employees. The main tasks and achievements were to: • Rebuilt the factory and adapted the factory and organisation to receive products and volume from other European factories • Implementation of 5S & lean manufacturing • Simultaneously managing the AkzoNobel plant in Gamleby and stopped production in Gamleby in June 2015
-
-
General Manager
-
May 2012 - Mar 2016
The company with a turnover of 750 MSEK and 165 employees was a part of was a part of AkzoNobel’s Coil Coatings SBU (specialty business unit). • Developed organisation and processes and reached huge improvements in Customer delivery service (OTIF) • Implemented significant improvements in safety culture and performance • Implemented Balanced Scorecard with strategy, KPIs and targets • Closed the factory, transferred products and equipment to other factories
-
-
-
ESAB Electrodes JSC
-
Ihtiman, Bulgaria
-
Managing Director
-
Apr 2009 - May 2012
The company was acquired by ESAB in October 2007. It was then producing 5.000 tons welding electrodes per year and had 240 employees. Tasks and achievements included strategic analysis and decisions: • Turned the company in to an “ESAB Company” and fully integrated it into the Global and European organisation and processes • Split the company in two legal units (factory and sales company) • Transferred production lines from another European factory • Implemented ERP system… Show more The company was acquired by ESAB in October 2007. It was then producing 5.000 tons welding electrodes per year and had 240 employees. Tasks and achievements included strategic analysis and decisions: • Turned the company in to an “ESAB Company” and fully integrated it into the Global and European organisation and processes • Split the company in two legal units (factory and sales company) • Transferred production lines from another European factory • Implemented ERP system (Movex) • Implemented new product range (transferred from other European factories) • Implemented “The ESAB Way” (WCM/lean) • Achieved significant improvements of output (+200%) and efficiency (+450%) Show less The company was acquired by ESAB in October 2007. It was then producing 5.000 tons welding electrodes per year and had 240 employees. Tasks and achievements included strategic analysis and decisions: • Turned the company in to an “ESAB Company” and fully integrated it into the Global and European organisation and processes • Split the company in two legal units (factory and sales company) • Transferred production lines from another European factory • Implemented ERP system… Show more The company was acquired by ESAB in October 2007. It was then producing 5.000 tons welding electrodes per year and had 240 employees. Tasks and achievements included strategic analysis and decisions: • Turned the company in to an “ESAB Company” and fully integrated it into the Global and European organisation and processes • Split the company in two legal units (factory and sales company) • Transferred production lines from another European factory • Implemented ERP system (Movex) • Implemented new product range (transferred from other European factories) • Implemented “The ESAB Way” (WCM/lean) • Achieved significant improvements of output (+200%) and efficiency (+450%) Show less
-
-
-
-
General Manager
-
Nov 2002 - Apr 2009
Accountability for two factories in Sweden. The main factory and administration in Perstorp and a plant in Gothenburg. Production of 25 000 tons of welding consumables per year. The turnover was 575 MSEK and there were 170 employees. The main challenge was to outperform the competition from factories in low cost countries. • Considerable improvements in efficiency, cost control and control of working capital • Implementation of 5S & lean • Closed one factory
-
-
Production Manager
-
May 2001 - Oct 2002
Leading the production of welding electrodes and maintenance with 100 employees working in different shift patterns. Built a strong modern production management team developing people, efficiency and cost control.
-
-
-
-
RO/Kapten
-
1986 - 2008
-
-
-
Semcon Industrial Management AB
-
Helsingborg, Sweden
-
Management Consultant
-
Apr 2000 - May 2001
I worked independently and in teams with investigations, analysis, efficiency improvements, service improvements and project management in automotive and plastic industry with customers in pharmaceutical and telecom industry. Examples of assignments: • Project leader of industrialisation of telephone parts and 3G components - Plastic industry/telecom • Investigation/root cause analysis of service problems and recommendations for implementation of solution - Plastic… Show more I worked independently and in teams with investigations, analysis, efficiency improvements, service improvements and project management in automotive and plastic industry with customers in pharmaceutical and telecom industry. Examples of assignments: • Project leader of industrialisation of telephone parts and 3G components - Plastic industry/telecom • Investigation/root cause analysis of service problems and recommendations for implementation of solution - Plastic industry • Development and Implementation of industrialisation process – Automotive • Investigation/root cause analysis of capacity problems and recommendation for implementation of solution Plastic industry/Pharmaceutical Show less I worked independently and in teams with investigations, analysis, efficiency improvements, service improvements and project management in automotive and plastic industry with customers in pharmaceutical and telecom industry. Examples of assignments: • Project leader of industrialisation of telephone parts and 3G components - Plastic industry/telecom • Investigation/root cause analysis of service problems and recommendations for implementation of solution - Plastic… Show more I worked independently and in teams with investigations, analysis, efficiency improvements, service improvements and project management in automotive and plastic industry with customers in pharmaceutical and telecom industry. Examples of assignments: • Project leader of industrialisation of telephone parts and 3G components - Plastic industry/telecom • Investigation/root cause analysis of service problems and recommendations for implementation of solution - Plastic industry • Development and Implementation of industrialisation process – Automotive • Investigation/root cause analysis of capacity problems and recommendation for implementation of solution Plastic industry/Pharmaceutical Show less
-
-
-
-
Acting Factory Manager
-
Jan 1999 - Apr 2000
Factory, with 300 employees, producing glass wool insulation for the Nordic market. • Implemented of a vast savings and improvement program to compensate for a big loss of volume to a factory in eastern Europe • Installation of a new production line
-
-
Production Manager
-
Oct 1997 - Dec 1998
Leading production of glass wool insulation and process development with 200 employees.
-
-
-
-
Superintendent
-
Sep 1994 - Oct 1997
Responsibility for one or two production departments with 80 – 140 employees (off-line coater and a fine-paper machine). • Improved output and efficiency with 30%, by changes in work procedures and organisation supported by optimising equipment
-
-
Process engineeer
-
Nov 1991 - Sep 1994
• Improved the production planning efficiency resulting in less scrap and capital employed • Analysis and recommendations leading to double productivity in a new production line
-
-
Education
-
1986 - 1991
The Faculty of Engineering at Lund University
Master’s Degree, Chemical Engineering -
1993 - 1994
Kristianstad University
Finance, Marketing & Organisation development -
2017 - 2018
Dalarna University
Master of Business Administration (MBA), Business Administration and Management, General -
2017 - 2017
STF Business Academy
Industriell Ekonomi med Kalkylering -
2017 - 2017
STF Business Academy
Försäljning, Förhandling, Dialog -
2017 - 2017
STF Business Academy
Ledarskap och organisationsbeteende -
2017 - 2017
STF Business Academy
Leda organisatiopnsförändring -
2005 - 2005
EFL - Executive Education
Affärskunskap
Community
