Experience

InnovationTECH AB

• Sweden
• Business Consulting and Services
• 1 - 100 Employee

• Partner

  • Apr 2009 - Present

  Operational consultant in the field of LEAN Manufacturing, Six Sigma and Change management. I have since 2009 been working in InnovationTECH as an operative consultant and have been working in many different projects and it has been a large number of interim projects as Production Manager, Quality Manager etc. I have also conducted countless hours of training and education in LEAN SixSigma. I am one of three part-owners in InnovationTECH AB

• Managing Director

  • Apr 2009 - Present

  InnovationTech AB was founded in 2009 and provides development services in most areas. The company has its own resources, but is also operated through a network of skilled players with core competency within their areas. We focus on business is both large and small companies. InnovationTech AB is resident in Kristianstad and has the whole of Sweden as working area. Within InnovationTech AB there is a long experience in a qualified business development, LEAN / SixSigma, Quality Management, etc. The company has many years combined experience of profitability and quality improvement and business development in various areas. In a step to help companies in need of Business and Organizational InnovationTech AB can offer advice, training, support, assistance, etc. of Lean Production and the implementation of various operational and management systems. Have great experience in the following areas: - Project management - Business, organizational and business development - LEAN/SixSigma- Quality, Environmental and Process Development - Customer relations. Show less

• Interim management various positions (Automotive) 2019 – 2020

  • Jan 2020 - Dec 2020

  During most of 2019 and 2020 we were involved in the industrialization of a new line (size of a mid-size company) and building an organization with around 250 employees in a 5 shift operation. During the last 6 months we were fully in charge as interim management, this due to the lack of capability from the current management team. Operative management was replaced and over the transition period and we managed to increase the output from the line from 200 parts per week to approximately 3000 parts per week. We also created a well working environment and managed to get people to like to go to work. It was not the case before, and the company culture was not healthy.This company is a TIER 1 supplier to a numerous of the biggest car and truck manufacturers. Show less

• Shiloh Industries (Automotive), 2015 -2016

  • Aug 2015 - Apr 2016

  Turnaround project to get a plant on track. Acted as Production Manager and as support to the Quality Management organization and my college had the plant manager roll combined with the roll as Logistic Manager. We were able to turn around the company within 6 months and reached close to 100% delivery accuracy. The baseline before was around 90% delivery accuracy. We also made the business profitable by balancing stock levels and increase the output from the machines and equipment.During this period there was big issues with Quality problem, detected by the customer. I managed the Quality department over the period in order to reduce the quality issues with conventional Core Tools. We also supported the implementation of MMOG compliance activities and a phase out process. Show less

• Swepart Transmission (Automotive), 2014-2015

  • Apr 2014 - Sep 2015

  Established a working process the supplier management and was assigned as interim SQM for 12-month period during. Focus for this position was to assure the Suppliers and create the system to manage this. Made approximately 30 audits according to ISO/TS 16949

• IKEA Suppliers, 2012 – 2014

  • Jan 2012 - Dec 2014

  Supporting numerous of companies within Eastern Europe in Kaizen Events an LEAN SixSigma activities.

• Interim Quality Manager 2012 - 2014 (Automotive) an Industry Group

  • Mar 2012 - Sep 2014

  Over two years I had the total responsibility for the Quality System and the operational Quality governance for the Group. The company is a TIER 1 supplier to the heavy duty vehicles and also a supplier within the automotive industry.

• Sandvik Mining AB, 2013

  • Jan 2013 - Dec 2013

  Education for 15-25 SixSigma Blackbelts annually. Made savings for the company with approximately 15MUSD during 2013. Focus on Operational excellence in conjunction with Core Tools.

• Volvo CARS (Automotive), 2010 -2012

  • Jan 2010 - Nov 2012

  Implementation of LEAN / SixSigma within the supply chain for sheet metal and stamped parts through basic and advanced trainings. Had 100+ students during this period



KB Components

• Sweden
• Plastics Manufacturing
• 100 - 200 Employee

• Operations Director

  • Jun 2016 - Apr 2017

  Assigned as Operational Director for one year and had the responsibility for all operations activities for all 4 sites. My organization included Supply Chain, Planning, Production, Maintenance and Engineering. Increased the output from the factory with 20% just by working with Continuous Improvements and the usage of the Core tools Assigned as Operational Director for one year and had the responsibility for all operations activities for all 4 sites. My organization included Supply Chain, Planning, Production, Maintenance and Engineering. Increased the output from the factory with 20% just by working with Continuous Improvements and the usage of the Core tools



Danfoss Power Solutions

• Denmark
• Industrial Machinery Manufacturing
• 700 & Above Employee

• Quality & Environmental Manager

  • Aug 2009 - Dec 2010

  Quality and Environmental manager. My responsibility was to represent the Quality and Continuous Improvement department in the management team. This position was also a part of the global Q-management TEAM there I had a part in planning for the Policy Deployment globally. As Quality Manager I also had the responsibility for the Supplier Quality and performed approximately 50 audits according to ISO/TS 19649. Quality and Environmental manager. My responsibility was to represent the Quality and Continuous Improvement department in the management team. This position was also a part of the global Q-management TEAM there I had a part in planning for the Policy Deployment globally. As Quality Manager I also had the responsibility for the Supplier Quality and performed approximately 50 audits according to ISO/TS 19649.



Sibbhultsverken AB

• Sweden
• Industrial Machinery Manufacturing
• 1 - 100 Employee

• Marketing & Project Director

  • 2008 - 2009

  As Marketing Director – Project Manager at Sibbhultsverken AB I had the responsibility to drive the marketing and project related work within the organization to ensure customer satisfaction and ensure the organic growth. I had the responsibility to develop the competence within the company in order to ensure fulfillment of Key Performance Indicators and ensure competence within the area of my responsibility This role has a much focus on implementing APQP and to be a part of building the business strategy due to the young age of the company. Show less



Sony Mobile Communications

• Japan
• Telecommunications
• 700 & Above Employee

• Supply Quality Manager

  • 2006 - 2008

  As quality manager at Sony Ericsson, my main responsibilities was to coordinate LEAN and continues improvement within Sony Ericsson and the supplier base. We hade Quarterly Business Reviews with all suppliers in the Supply Chain in order to reach and exceed expectations for the Sony Ericsson comprehensive targets. I worked on a Global basis with proactive work together with the production sites, business managers, sales organization etc. in order to maintain and develop the customer satisfaction. On of my big achievement was to introduce and implement the COPQ (Cost of Poor Quality) way of thinking. This started to drive SEMC quality initiatives within the SCO organization we saved millions of euros per week. Show less



Backer

• Sweden
• Appliances, Electrical, and Electronics Manufacturing
• 100 - 200 Employee

• Quality & Environmental Manager

  • Mar 2004 - Feb 2006

  This role was a very traditional role as Quality manager with the reasonability for both ISO 9001 and 14001. The biggest achievement in this role was to digitalize the reporting regarding COPQ (Cost of Poor Quality). I was also a big part in the project for changing MPS system from an old IBM based version to a Microsoft MPS system called Axapta. This role was a very traditional role as Quality manager with the reasonability for both ISO 9001 and 14001. The biggest achievement in this role was to digitalize the reporting regarding COPQ (Cost of Poor Quality). I was also a big part in the project for changing MPS system from an old IBM based version to a Microsoft MPS system called Axapta.



Nolato

• Sweden
• Plastics Manufacturing
• 400 - 500 Employee

• Quality Engineer

  • Mar 2002 - Mar 2004

  As Quality Engineer I were responsible for representing Nolato towards our customers in quality engineering issues and to be the expert in our customer’s process of quality assurance. I also had responsibility for audits of our own production and projects. I was also handling customer complaints there I initiated, acted and followed up on corrective actions. As Quality Engineer I were responsible for representing Nolato towards our customers in quality engineering issues and to be the expert in our customer’s process of quality assurance. I also had responsibility for audits of our own production and projects. I was also handling customer complaints there I initiated, acted and followed up on corrective actions.



Scania Group

• Sweden
• Motor Vehicle Manufacturing
• 700 & Above Employee

• Quality Engineer

  • Sep 1994 - Mar 2002

  At Scania I was responsible for quality assurance in a department that are manufacturing gear’s (tooth wheel’s) for the transmission according to the ISO/TS standard. Some of my responsibilities were to organize corrective actions together with production group based on the result of periodic product audits if needed. I was also chairman of monthly quality meeting their production management were participating. Scania also have its own auditing system called Scania SPS. The purpose of this is to reach the ISO/TS standard in a logic and systematic way. Show less