As second line manager I was responsible for the department Pressed fittings and member of the production management team. I evolved and implemented different methodologies from the automotive industry in order to standardize and make the department more effective. I have implemented a new steering and follow up model for daily basis for three different management levels within and above my organisation. With this new steering model, the management team were more active in prioritising and decision-making process. A greater part of the responsibility was to plan and adapt the organisation for the great technical upgrade which was ongoing from 2020-2023. Within this responsibility, risk management and adaption to the safety regulation (AFS 2008:3) was a great task. One of the most rewarding tasks have been to recruit and start up three new production leaders in their role as first line managers. Coaching them into the role have been very stimulating and evolving.

Member of the Scania Production System (SPS) Office where I was responsible for development, adapting and implementation of lean methods and tools into the organisation. The role can be described as an internal consultant. During implementation my responsibility was to tutor first line to third line managers in new tools and methods. The greatest task was to develop a four-day training program for managers within the Oskarshamn plant. The training program explains the parts and modules of Scania Production System and includes tasks for practice.

Manager for the primer paint department from November of 2015. After commissioning of the new primer paint shop in Oskarshamn I took over the department. The responsibility was to gain a high technical availability through finding the right methods and intervals for maintenance and TPM for the operators. A sub group of the departement were the off-line programmers which I led in the work of implementing the new cab generation for primer painting.

Leading the pilot team from production in the primer paint shop. Responsible for adapting production methodologies of seam sealing line.

During the period of October 2014 until Mars of 2015. The responsibility was to lead fifteen industrial engineers through the investment phase of the year. The greatest task during this period was to take the two paint shops through the investment process. I was also responsible for developing the model for project follow-ups.

Responsible for the process of wet paint application. As industrial engineer for this process I had the responsibility for the process equipment, developing the paint application process and methodologies used for improving the quality. It is not only the quality aspect that is important to keep in mind, also to benchmark the capacity of the process both regarding effectiveness and efficiency in order to find the best improvements when it comes to methodologies and changes in the process. Under this period, I also had the possibility to participate and be a tutor under the commissioning phase of a new automatic paint line at the plant in Sao Paulo, Brazil.An interesting part of the responsibility was to lead the long term capacity work in the workshop when it comes to finding the right investments for long term planning.