The role was within the purchasing organization and entailed responsibility for ensuring the quality of parts for IMI TA adjustment and control valves in projects and ongoing production. The main focus was on cast parts in various materials, including ductile iron and brass. The role also entailed the responsibility of carrying out a number of supplier audits per year. I was also involved in the complaint process.

Project manager for several development projects and activities within construction machinery. Led an initiative in chemical compliance to ensure compliance with RoHS and REACH directives. International role with regular contact with Husqvarna's factories in Europe, China and the USA.

Consultant within industrial/quality engineering and project management.

Project management and QA in blow molding / injection molding of pharmaceutical cans / lids.

Project Manager at the Product Design department. Responsible for resource and time planning in several projects. Main deliverables from Product Design are Design Surface Models to the Engineering department, which is used as base for new components and products.

Project Manager for several new development and product improvement projects within the product range small floor grinders and industrial vacuum cleaners. International role with daily contact with factories in China and USA. Managed development and industrialization project of HTC 280/400/450/510 floor grinding machines and launched product improvement projects for floor grinder Husqvarna PG 280/400/450. I also led the development project for a simplified version of the smallest floor grinder, called Husqvarna PG 280 S.

Quality support to the first part of the final assembly (FA1) of trucks, models FH and FM, at Volvo Trucks Tuve plant. Responsible for implementing the containment action and to push root cause analysis for internal and external quality problems. Leading task force activities to resolve quality problems. Educates the plants quality organization in Six Sigma and problem solving skills.

A broad role focusing on implementation of a Sales & Operations Planning process (S&OP), from the production of 18-month sales forecasts to evaluation and updating on a monthly basis. I also run several mapping activities to identify and minimize wastes in the production and support processes as well as numerous other activities with the aim to streamline internal processes and procedures.

Staff responsibility for a team of quality engineers.Responsible for the component quality in projects and running production. Have driven the introduction of several supplier quality methods such as Production Part Approval Process (PPAP), which has given a constantly improving component quality and hence product quality.Responsible for the complaint process and have driven that all quality problems caused by the supplier shall be returned to them for action. Also responsible for supplier audits, and every year my team performed a dozen audits of our suppliers. Represented SQA in the Manufacturing & Logistics Management Core Team. KPI and budget responsibility.

Leading two major projects. One was a move of Cochlear BAS office to a new site, a project with a multi million USD budget. The project was kept within budget and was completed on schedule. The second was an improvement project for a vital part of the hearing aid. I ran a cross-functional team and the project generated several product quality improvements but also design ideas that evolved after the project. A big part of how the activities was run was based in the SixSigma methodology to enable fact-based decisions.

Before 2006 there was no industrial engineering team at Cochlear BAS and the production had virtually no standardized work. I became part of a team of three people who were commissioned to develop the production with a  line-oriented production flow with Lean philosophy as its foundation. Changes that meant everything from layout creation to write work instructions. The result was a predictable production flow with measurable production targets such as yield and tact time.

I worked as Industrial Engineer on two production lines and also as Manufacturing Engineer on the rear seat line. Main tasks was to balance the production line, producing fixtures and tools, developing plant layouts and prepare for new products. I was involved in several major projects, including the introduction of a new front seat model that involved the creation of an entirely new production line. I was project leader in charge of the XC90 line when Lear moved the production from Volvo's area to a newly built factory.

Responsible for the industrial engineering work on several production lines in the final assembly of truck cabins. My areas were diverse with both production line activities to  final inspection and paint boxes. Involved in the introduction of a new Scania model. Lean Production is a very important part of Scania's operations and it became something I learned well.

Analysis of process flows with aim to improve efficiency and reduce tooling exchange times. Develop a system for continues improvements for the company.Won Confederation of Swedish Enterpise award for Best Thesis work at the University of Kalmar's Engineering Institution.