Johan Ingerslev Bjerremand Email & Phone Number

Egtved, Dk

Randers, Middle Jutland, Denmark

Randers Sø, Region Midtjylland, Danmark

Bjerringbro, Region Midtjylland, Danmark

Århus Area, Denmark

o "One point of contact", between Factory and Vestas One ERP SAP Project.o Controlled Factory activities and resources allocated by the Factory to support One ERP in implementing SAP and new MES system (Apriso).o Run Factory go live preparations/Cut-over-tasks.o Reference to Factory Manager, Hammel and Randers.

Hammel

Hammel/Randers

Viborg

Responsibility:Production with three team leaders and 70-100 blue collars, within machining, welding, assembly and storage. Responsible for make/buy decisions, investment and maintenance. Back Office which consists of 8 white collars including an operational team leader, the department is responsible for sales administration, planning and purchasing.Quality (from 1 April 2013); part inspection, process quality final testing.Chairman of the safety committee and member of the cooperation committee and the compensation committee.Project Management: Implementation of new products and IT integration/optimization. Results and benefits: •Turnaround with significant improvement in EBIT (25 million DKK) through improved planning of the season and Lean optimization of processes and batch sizes.•Considerable reduction in cost prices, which led to insourcing of production from the Czech Republic.•Reduction in average delivery time from 3-9 weeks to 1-4 weeks.•Ongoing increased area of responsibility.•Experience with Microsoft Dynamics AX.

Viborg

Production (interim until 1 March 2012) with three team leaders and 70-100 blue collars, within machining, welding, assembly and storage.Results and benefit:• Promoted to Supply Chain Manager

Randers Area, Denmark

Interim Manager / Production Manager at Samson Agro A/S in Viborg via Nextt Management A/S

Frederikshavn

Production Manager: In January 2010 I was promoted from deputy to the Head of Production to Production Manager with the daily responsibility for Production. Production at that time consisted of approx. 300 employees in the cost centres Engine Assembly & Test, Gear & Propeller, Logistics and some minor support functions.Results and benefits:• Dignified shutdown of engine production with delivery in accordance with the plan and achievement of the goals for efficiency, budgets and customer contracts.• Delivery reliability far above the target of 95%.• Great personal development.

Frederikshavn

Head of Logistics: Senior Manager responsible for cost center Logistics with a million EUR budget amount. Logistics consisted of the departments Stores, Shipping, Master Data and Central Planning and before the financial crisis it consisted of up to 130 employees, including 100 blue-collars and 30 white-collars including 5 team leaders in direct reference.Site Management: Since June 2009 I was a member of the local Site Management in Frederikshavn as a representative for the production.Turnaround: In June 2009 I was appointed Project Manager for “Project 2010”, i.e. cease of engine production, with a multi-million EUR budget amount, including knowledge transfer about engine production to India, outsourcing of casting and machining, and the settlement of the production facilities.Results and benefits:• Dignified shutdown of engine production with delivery in accordance with the plan and achievement of the goals for efficiency, budgets and customer contracts.• In 2009 delivery reliability increased considerably - far above the target of 95%, which was retained in 2010.• Great personal development.

Frederikshavn

Production Governance: I was headhunted to be part of the new management team in the business unit Production in Frederikshavn, after restructuring into business units, I was responsible for the Warehouse.Warehouse Manager: The cost center consisted of 95 blue-collars and 20 white- collars, including 4 team leaders in direct reference within the Storage and Forwarding departments which had a budget of several millions of euros.Interim Manager: Responsibility for the cost center Propellers and Gear with approximately 85 employees in the business unit Production. I took over responsibility of the cost center at my own initiative for three months in early 2008 in connection with a colleague having found new challenges outside of MAN Diesel.Project Management: Responsible for cross-cutting project due to extension of the administration.Results and benefit:• One-way organization that could handle growth and implemented continuous improvement on the basis of Lean. • Delivery compliance increased by approx. 50% from 2007 to 2008 and reached an output increase of 36% without additional staff.• "Potential Candidate" in the MAN Group's talent program and as a result, promoted to Senior Manager as at 1 January 2009.

Bjerringbro

Procurement:Responsible for procurement in the CR plant with professional responsibility for the 3 factory purchasers. Primary responsibilities were optimizations of the process, setup of master data, development of work routines, defining and monitoring KPIs, including delivery performance from suppliers. Planned and paid visits to suppliers in both Denmark and abroad to develop new logistics concepts between the factory and its suppliers.Project Management: Participated as project manager for Procurement in connection with claims from major customers on a higher level of service. We developed methods and tools to define how the CR plant could provide customers with a high degree of service, without compromising the plant's performance. Vendor Managed Inventory (VMI): Responsible for establishing consignment stocks and a generally closer IT integration between suppliers and Grundfos. Segmented and categorized suppliers in order to provide high customer service and optimize the yield of the consumed time.Results and benefit:• Contributing to the CR plants’ success in delivering finished pumps in less than 12 hours for production to order products”. Simultaneously a performance increase of 45%, while preserving an inventory reduction of 10%.• Automation of release of min. 50% of the procurement order lines and reducing the number of order lines by 17% without any increase in stocks.

Nordborg

Haderslev

Master’S Degree, Industrial Management (Dk: Civilingeniør Virksomhedssystemer)

Activities and Societies: Studentersamfundet

High School, 1-Årig Hh/Hhs (Højere Handels Eksamen For Studenter)

High School, Htx (Højere Teknisk Eksamen)