After yet a re-organization I became responsible for the ”Deliver & Plan”-organization. I had four team managers reporting to me, and totally 55-60 white collars in the org. I was part of the production management team. “Deliver” was responsible for order handling of all incoming orders to the Lund site, including production planning, internal purchasing and invoicing. The span was from standard components all the way to complex project orders. Also customer unique design & calculations were… Show more After yet a re-organization I became responsible for the ”Deliver & Plan”-organization. I had four team managers reporting to me, and totally 55-60 white collars in the org. I was part of the production management team. “Deliver” was responsible for order handling of all incoming orders to the Lund site, including production planning, internal purchasing and invoicing. The span was from standard components all the way to complex project orders. Also customer unique design & calculations were performed within the department. In the semi-complex flow we cut the lead time for order acknowledgments from 16 days to 1 day. The “Plan”-part was totally new and during this period it became an important part of the new S&OP-process within the company. Show less

The factory in Lund was organized in four sub-factories, where I led the one handling semi-/complex order handling, design & calculations and assembly of plate heat exchangers for demanding customers, such as nuclear and off-shore. Totally appr 35 white collars and 25 blue collars were under my responsibility. I was part of the production management team and I also led the coming organizational change for the “Deliver & Plan”-part according to the SCOR-model (Source/Make/Deliver/Plan).

After a re-organization, the administration (mainly order handling) was separated from assembly. I managed that group for a number of years, adding more and more responsibilities on the way. In the end the group also included super users for shipping and system related issues. Due to customer requirements in that flow, I also had a group of engineers doing design adjustments, pressure vessel and structural calculations based on customer input and requirements from authorities. During this… Show more After a re-organization, the administration (mainly order handling) was separated from assembly. I managed that group for a number of years, adding more and more responsibilities on the way. In the end the group also included super users for shipping and system related issues. Due to customer requirements in that flow, I also had a group of engineers doing design adjustments, pressure vessel and structural calculations based on customer input and requirements from authorities. During this period ALPS (Alfa Laval Production System) was implemented and my group was the first admin-group within Alfa Laval to gain a certified “Status board”. I constantly had an ESI (Employee Satisfaction Index) of 100% throughout this period. The department also managed to increase productivity by approx. 30-40% by setting standards, routines and structure. Show less

The Lund plate heat exchanger factory (order handling & assembly) was organized according to customer segments. My supply unit focused on pulp & paper, sugar and chemical industries. The unit had around six order handlers and 20 assembly workers. Quality issues in one of the assembly flows dropped significantly by proactive methods.

I was responsible for coordinating and facilitating budget activities, standard cost calculations and financial follow up on a monthly basis for one of the two production sites in Lund. I also worked heavily with the financial parts when the new ERP-system (Jeeves) was implemented.

I was responsible for coordinating and facilitating budget activities, standard cost calculations and financial follow up on a monthly basis for the production site of professional washing machines in Ljungby.