MD & Vice President Operations
November 2017 - at Present
Nederman, MD & Vice President Operations Full P&L Responsibility for the organizations 4 factories in Sweden, Germany and Poland totalling 390 Employees with 1 Bn SEK turnover. MD in two group Companies and 2 MDs reporting to my role Responsible for Production, Product care, Logistics, QHSE, Order, Planning, Shipping, Supply chain Co-ordinating in strategic product portfolio development and production localizations Achieved 4% cost savings in Direct material during the first year Recruited and built a new management team Improved Delivery performance Inbound, Outbound and product quality
at Amapola Flyg AB
August 2014 - September 2017
Re-structured all costs and improved profit margin substantially Negotiated and won all new contracts for all Aircraft. Full P&L Responsibility for the organization Focus on Sales/Business development, Process and organizational development, Safety, Compliance and efficiency improvements. 105 staff, 18 Aircraft, 425 MSEK turnover Full Service Technical management and Air worthiness maintenance shop
at Nexans A/S
July 2012 - July 2014
In charge of Quality, Health, Safety, Security, Environment, Risk and Reliability 500m Eur business line, 1100 staff, 30 staff in my functional areas Cross functional improvement projects in IS, Industrialization, supply chain, engineering, project management, Test and Manufacturing Delivered Organizational re-structuring and establishment of core quality and cost control basics Improved Quality and reduced cost
at Dresser Wayne
July 2007 - July 2011
Initiated and executed Project of sale of Facility and move of all functions to a new facility. Improved Working Capital turnaround to best among all company group units. Setup a flexible workforce system which substantially improved productivity & quality Improved First pass yield in Final inspection from 50 to above 98% Improved On Time Delivery to above 97% Improved productivity substantially with 22% Industrialized a complete new Supply Chain and product portfolio (1400 partnumbers) Reduced cost of quality by 30% Insourced manufacturing products and processes and outsourced others Implemented key processes such as New Product Development, Goal Deployment and Quality management Optimizing manufacturing footprint and Completely redesigned and rebuilt production process layout to optimize efficiency & logistics Initiated and executed several Lean projects for productivity, safety, quality and sustainability.
Performance Improvement Manager
at DHL Express
July 2005 - July 2007
Leader in defining and establishing management processes in the Senior Management team. Improved Service Quality (9%) and productivity (14%) Redesign/rebuild of more efficient Warehouse processes gaining additional productivity increase. Designed and Implemented a balanced Scorecard system for the new Nordic Organization Increased focus on Quality and Productivity improvement programs Re-organized and built from scratch a highly focused and skilled Performance Improvement Department Actively involved in integrating/harmonizing 15 operations units 8 clearance units into the new organization. Harmonization and process improvements also on European level.
at Teleflex Inc
January 2003 - June 2005
Västra Götalands Län
The role mainly covered Quality and Environment system and assurance. The role also played a key role in Development and Industrialization projects including cost rationalization and operations/Supply chain improvement programs. Process development and Quality Management and Strategy in a turnaround environment. Responsibilities involved product & production quality development, Industrialization, quality assurance and Environment system.
Manager IS/IT, Quality, Env, Facility, Logistics
January 1995 - June 2003
Responsible for the area Logistics Development, IS/IT, Quality, facility and Environment. Member of the Senior management team for the Division and managing departments with 32 staff and a budget of 5,5 MEUR. The division employed 800 employees with a turnover of 160 MEUR. I also drove and coordinated the business planning process from the settings of strategic goals to the implementation and delivery of new and improved performance processes and metrics. Implemented ERP system in 3 companies and developed state of the art IT systems and business processes.
at Stockholm school of Economics
2001 - 2002 (1 year) Stockholm
at Växjö University
1988 - 1991 (3 years) Kronoberg