Cecilie Hejlskov Email & Phone Number

Copenhagen, Dk

København Og Omegn

Hvidovre, Hovedstaden, Danmark

Europe

As speaker for the ECA Academy, i am teaching the subject ‘Root Cause Analysis’The course covers both insights on regulations, and different root cause analysis tools. My personal contribution is in the topic of bow-tie risk management and problem solving analysis as well as the A3 methodology.

Europe

As speaker for the ECA Academy, I am teaching the subject ‘Lean-GMP Systems’. At the course, you will learn how to design lean, efficient and compliant Quality and GMP-Systems that will support you in turning your quality goals into reality.

Europe

As speaker for the ECA Academy, I am teaching the subject ‘KPIs and Quality Metrics’. The course is about expectations and requirements for Quality Metrics and KPIs and how they are linked to Continual Quality Improvement (CQI) and Business Continuity.Learn more here: https://www.gmp-compliance.org/training/gmp-course-conference/kpis-and-quality-metrics

Hovedstaden, Danmark

My role in PMO Project Excellence was to:- problem solve and remove various project impediments/ roadblocks to ensure progress in the programme, reduce risk and remove bottlenecks. - support work package management and project management.- support with SME competencies within facilitaton, communication, collaboration, LEAN methodology and optimization.- Facilitate and manage all technical interfaces between work packages of a large program (FFEx)

København, Hovedstaden, Danmark

As specialist in global operational excellence I primarily worked as project manager for cross-functional projects; including Six Sigma Projects, Kaizen Events and more ‘classic’, larger projects. The typical project in my portfolio was cross-functional, process-oriented projects where e.g. execution, ways of working and collaboration were areas of interest. As my project portfolio grew more versatile during the years in this role, i executed projects of more strategic nature, making improvement on an organizational level as well as IT development. All, of course, relevant for a healthy, sustainable bottom line of the company.Besides this, I engaged the organization through training and coaching to continuously spread operational excellence related capabilities to my co-workers. To summarize a few other achievements I have delivered during my employment: performance management, visual management, continuous improvement systems, lean leadership tools and leadership coaching. Process assessments with identification of improvement potential and the realization of these.I handle structured root-cause problem solving at an expert level; in this role i trained and coached structured problem solving at an advanced level, to my colleagues globally. When problems of particular difficult/ complex nature or strategic importance occured, I executed these myself. Both in Denmark and abroad.I have worked a lot with data in this role and absolutely enjoy dissecting messy or complicated data sets or piles of inputs. Sorting out complexity motivates me greatly and Xellia proved to be an excellent employer, granting me many opportunities to practice, learn and grow personally and professionally.

As value stream manager I managed several departements; including two medical device injection molding production departments, a chemical lab and a warehouse function of packaging supplies. Four of five departments running 24/7. The production was governed by GMP and ISO Standard 13485, highly regulated medical devices at IVF class IIA.Key responsibilities included:Reliable Output, Quality Management, Production Management, Safety Management and Change Management in close collaboration with my team, the team leaders, the team coordinators and a variety of stakeholders.I continuously challenged current state to improve delivery, quality, safety and reliability. I did this methodically by the use of healthy lean leadership principles and sound shopfloor management.

Lumsås

I managed two production teams of 15 dedicated employees:1) Factory 4: A synthesis factory primarily producing commercial intermediate API (Active pharmaceutical ingredient), continuous flow production and contract manufacturing.2) The Mill: Is responsible for the final delumping and quality control of all API produced on site.Results:Projects:• Implementation of contract production• Optimization of shopfloor Management practices and lean leadership• Implementation of 5S• Made production more foreseeable and flexible to the changing demand, by implementing a new visual planning tool.Productivity:• Many productivity improvements in the production of new synthesis. • Through changing the working hours of the employees and reorganized how they worked together, we achieved 14% productivity improvement only a quarter after taking over as manager of the Milling Department.Employee Satisfaction Survey:The average increase in satisfaction was 41 points, among my employees from 2017 to 2018.

Southern Jutland

Systematic Progression of the Productivity Programme’s Lean systems audit (site assessment) by tracking and challenging procedures and continuously developing internal competences.Identifying, prioritizing, leading and implementing projects and Kaizen activities.Facilitating improvements of shopfloor management and lean leadership.LEAN culture development and knowledge in the organization mainly through teaching courses.Yearly productivity prognosis and target setting for the departments I covered.Best practice sharing, development of procedures and synergizing across production lines.Results:Significant improvement to the overall LEAN systems audit score (the internal indicator of procedure- and system improvements).Productivity improvements of collectively 9% YoYWell-driven shopfloor management. Significant improvements to the shopfloor audit procedure and a substantial improvement to the RCPS (root cause problem solving) process.Handling of some heavy narratives in the organization, and movement towards a more change- and LEAN-friendly attitude among colleagues.Improvement to the 5S level and enhancement of the understanding of its applicability and usage among employees.

Project Heading "Internationalization Strategy for Doc B Holdings newly founded subsidiary"

Kolding Area, Denmark

The main project was to design a new layout for a production line.I worked on improvement of the value chain through various LEAN tools, including value stream analysis and -mapping, DILO studies, Kanban calculations, Autocad Inventor blueprint drawings, Root Cause Problem Solving and Planning.Results:A new layout to the production line as well as significantly lowered stock levels at the supermarkets on shop floor.Implementation of value stream mapping and supportive tools in the department.

Diplomingeniør, Global Management And Manufacturing

Higher Technical Exam, Htx

Activities and Societies: Student council