Chris Arnrød Andersen Email & Phone Number

Bagsværd

Leading a team of advanced scientist, senior scientists, and specialists (e.g. pharmacists, chemical engineers and bio-medical) in a project environment. Our responsibility is to define (characterize) and scale the aseptic production processes for future products during transfers from R&D into our marketed products portfolio. Our goal is to ensure production robustness, readiness and simplicity of the formulation and filling processes of the new drug products. Approx. 17 direct referrals.Add-on tasks for me include steering group work for various improvement projects, stakeholder collaboration/management across a wide array of company internal and company external stakeholders, and strategy related topics across our business unit.

Capital Region, Denmark

Acting as interim manager for a group of senior project managers, driving strategic projects of getting new products into commercial scale production and afterwards to the market. We ensure process characterisation and process validation during development and has the product and process ownership for new products in our obesity and diabetes portfolio. 10 direct referrals.

Hillerød, Capital Region, Denmark

Manager for 5 professionals, 1 administrative, 22 skilled workers (of which 10 work shifts) and 5 apprentices, providing 24/7 support to the entire Moulding Production, incl. robots, injection mould machines, utility equipment, raw material plant, laser decoration, spare parts management, maintenance strategy, general automation and software, improvement projects and projects on introducing new equipment. The team also does ad-hoc technical support for both production and capacity ramp-up projects globally for our supplier network in e.g. Ireland, USA, Czech Republic, Sweden, Brazil and China.Notable results:• Microsoft used our department as a marketing case for HoloLens in March 2022, as Novo Nordisk – specifically my department – was the world’s first to use HoloLens as a tool in a pharma production environment. This implementation was driven and owned by my team.• High level of employee engagement within the team, achieved through focus on individual strengths, clear business priorities and roles & responsibilities.• Improved internal collaboration across the department, driven by a focus on positive stories of what it means to be a good colleague, co-worker and employee.• Good success rate on balancing New Product Introduction projects, capacity ramp-up projects and introduction of new equipment with running a high volume 24/7 GMP production.

Hillerød

Manager for up to 35 operators, 8 skilled workers and 11 apprentices working shifts on fully automated production lines, ensuring the delivery of the right amount, with the right quality at the right time. Besides day-to-day production delivery, the department also handles New Product Introduction (NPI) on medical devices for market production as well as global ramp-up of production equipment and capacity globally for devices. Notable results:• Year to year delivery as expected, with an average yearly increase in volumes of 44% (2016-2019), including achieving specific SVP assigned OEE ramp-up targets ahead of time. This was realised through strong cLEAN focus and priorities.• Executing on the Novo Nordisk companywide ‘Digital Lighthouse’ project, pioneering the drawing up, testing and implementation of digital performance enhancements supporting increased production performance. On 14th September 2020 this earned us a recognition by World Economic Forum as a global Digital Lighthouse within manufacturing.• Efficient optimization of maintenance system around the production: RMC, operator based maintenance, decreased spending related to spare parts due to decrease in spare parts usage and optimization of service on production equipment.• Continuous increase of OEE through strong LEAN principles and technical improvements. Shingo Institute Bronze Medallion awarded to the factory in 2018.• Driving optimizations of the quality processes and systems around the production, enabling us to deliver products with a historically low amount of deviations.• Driving empowerment of production staff, enabling them to perform more tasks and carry greater responsibilities without involving support functions. DV handling responsible (2021), ensuring a high level of Hierarchy of Controls on the implemented countermeasures (avg. 4,8 on HoC).

Hillerød

Manager for 22 operators working 24 hour shifts on fully automated production lines, delivering world class pre-assembled components for insulin and growth hormone medical devices.Primary tasks and responsibilities:- Ensure production and delivery of the right amount, with the right quality at the right time.- Training and professional and personal development of employees.- Coordination and collaboration with internal and external stakeholders.- Production planning and execution.- LEAN management with focus on increasing OEE and general process optimization.

Projects within the areas of competency development, training and collaboration on a large scale. Specific tasks included development of training standards, coordination with other functional areas about resources, planning and execution of training activities, evaluation and knowledge sharing.

Slagelse, Danmark

Manager of up to 45 soldiers, divided into 3-4 sub teams, including 4-6 middle managers. For a period in 2015, I simultaneously worked as the company 2IC. The essential tasks was military training in the role of combat troops, which besides the pure military aspects included stress handling, collaboration across functions and a focus on getting tasks doneNotable results:• Three consecutive times my team performed best of 6 at the bi-annual performance evaluation.

Frederiksberg, Danmark

Cadet (student) at the Royal Danish Army Academy. See more under "Education"

Vordingborg, Danmark

First line manager for a small military team of up to 12 soldiers. My main tasks was to role model correct behaviour and train soldiers across multiple teams and subjects. I also held a position as platoon 2IC, being responsible for all logistics related tasks.I served in a logistics branch of the Army and therefore received training within cargo terminal management, requisitions and handling, packing and transportation of goods and personnel.

Conducting teambuilding and adventure events for different companies as a third party consultant.

Master Of Communications, Kommunikation

My Master's thesis centred on the connection between management rhetoric and strategic change communication in a larger organization..

Bachelor'S Degree, Leadership And Hr

Activities and Societies: Member of the editorial staff for the school's own news magazine, being responsible for the the budget.

Sergeant'S Training Course, Mellemleder

Middle manager (squad leader) and instructor training within the Army. Basic leadership and management theory, group dynamics, teaching.