NKTP is a World leader in high-quality optical fiber and laser technology.Areas of responsibility:ISO 9001 and ISO 13485 certifyingGlobal Quality managementImproving business processes in a complex and global organizationCSRD (Sustainability) on group levelStructured Problem solving mindset and tools

Electronic control systems for electrical technology.Areas of responsibility:ISO 9001 certifyingQuality managementImproving business processes in a complex and global organizationPPAP and supplier management, especially within EMS (PCB and other electronics)

Task:Responsible for the quality department in Denmark and responsible for the IATF16949 certification (Automotive quality management system).Responsible for the global quality system with dotted line to local sites in Thailand and USA.Results:• IATF 16949 re-certification• ISO 14.001 re-certification• Improving OE customer claim handling by using all 8D relevant tools• Implementing document handling system for Quality management system (IPW)• Implementing ‘LEAN in administration’. (Project to improve administrative work processes using LEAN tools like swim lane ect)• Implementing automotive quality tools. PPAP, MSA, APQP, SPC, FMEA ect• Writing and implementing “Global supplier quality manual” in the group

Task:Responsible for the production department with approx. 40 operators.Results:• Changed production layout to optimize flow and ease planning• Introduce expanded production time to get more flow in the production process• Adjustments and improvements in the planning system

Task:Overall responsible for project and technical department and partly production, service and purchase.Results:• Implemented LEAN philosophy in the production and project department• Optimizing procedures for customer related projects • Defining procedures for strategic procurement• Product development• Recertification of ISO 9001:2008• Implemented procedures and templates for CE declarations

Task:Implementation of the Quality system ISO/TS16949.After a short period I was also appointed as project manager for the most strategic product in HBN’s history.I was also appointed as factory manager. Results:• Restructuring the project for the strategic product• Reducing system nonconformity for TS 16949 with almost 80 %• TÜV auditing according to 97/23 PED (production of compressed air tanks)• Optimization of the workflow in PTA department. Primarily in connection with maintenance work• Leading a cultural change project• HBN's representative in a working group implementing common processes in the BPW group• Managing customer and supplier complaints• Participation in development projects• Responsible for quality auditing by customers• Training employees in the production in LEAN philosophy

Task:I started in Technical division as project manager. In the beginning I was in a group that helped the VP formulating the new strategy for Technical division.After a few months I was assigned to Helios. Helios was a global business process alignment program for all entities in FLSmidth group. I got the task to start writing a training strategy for the Helios program, and have since been working on implementing the strategy.Results:• Assisted in writing various strategies • Built an international project organization of trainers• Trained in Herskin training method

Task:I was head of one of 8 manufacturing departments, with approx. 40 employees.My first task was to get the new organization to function, as there had been major changes right before I started, because of problems with commitment, employee turnover etc. Results:• Implemented LEAN, incl. methodical training, systematically troubleshooting and white board meeting• Developed the department to take more responsibility• Significant reduction in sick leave from approx. 11% to approx. 4%• Participate in Product management group dealing with production, development and marketing• Arranged an event for the entire department where demands and expectations were presented

Task:Overall responsible for the entire operation with approx. 110 full-time employees. Results:• More economical culture by e.g. coaching the foremen• Plan for rational placement of production, including producing an VSM• Introduced new technology in the form of MAP package equipment

Task:Responsible for the entire operation, i.e. production, service, projects, logistics and IT Results:• Optimized workflow to ensure better consistency between the different functions, from project sales to installation• Introduced better planning systems using Microsoft Project• Reduction of administrative personnel by approx. 40%. (From 6 employees to 3.5). Achieved primarily through reorganization of different tasks

Task:I started in a newly created position and my tasks were primarily related to technology and cost reduction.Later it was supplemented with Quality & environmental manager and IT manager. Results:• Implemented the ERP system Visma• Dealing with customer complaints and customer contact in relation to logistic• Implemented various investments e.g. gravimetric dosing equipment• Implemented LEAN projects (SMED & 5 S)• Optimization of the workflow in the logistics department.• Auditing and certification of ISO 9001, ISO 14000 and EMAS

Task:Responsible for process optimizing, customer advising and purchase and maintenance of equipment. Results:• Customer advising • Participate in making marketing plan and price policy• Purchase and maintenance of process equipment including a SCADA system

Task:Responsibility for quality, processes & environment at two production sites in Herlev and Aarhus. Results:• Finding best practice between the different production sites, and implement it• Auditing and certification of ISO 9002 & ISO 14000

Task:Responsible for the production department. The requirements were partly reducing headcount partly a more decentralized and customer-oriented organization.Results:• More effective organization achieved by introducing operator self-control etc.• Significantly higher customer focus in the production• Significantly improved delivery performance, through optimizing shifts in responsibilities • Purchase and maintenance of process equipment• In principle I introduced LEAN without knowing the concept at that time