Michael Heldemark Email & Phone Number

Dalby, Skåne County, Sweden

Responsible for maintenance and new projects, improve the HSE work.

Helsingborg, Sverige

Drive the Maintenance team to Wold Class and lead new investments in machines and material system. Implement new Maintenance system for regular preventive maintenance.

Malmo, Sweden

My responsibilities; Define preventive maintenance plan and strategy for technicians and operators. Start database based maintenance system for all machine processes. Responsible for service agreement with machine suppliers and lead in implementing Lean in all parts of production and support all departments at the company. Real Estate Maintenance and Company (SBA) Systematic Fire Protection Work and (SAM) Systematic Work Environment Work. Projects;- Move assembly lines- Renovate personal areas- Optimise spare parts storage- Target 0 breakdowns on machines.Personal responsibility 2 process engineers and 3 maintenance technicians.I reported directly to the Production Manager.

Malmö, Sverige

My responsibilities;Lead the company's LEAN transformation.Begin from scratch with documentation of the current situation and describe a future state as well as quantify the gap potential improvement opportunities. We implemented TIP "Tactical implementation plan" for each department. We have reduced lead times by 50% through layout changes. Deviations are listed on the daily DMS board and the problem is addressed to the responsible person who performs an analysis of the production loss presented a day later.Projects;- Optimise production area- 0-defect project- Value stream mapping and make conclusions Personal responsibility for 3 people in the Lean team.I reported directly to the Production Manager.

Malmo, Sweden

My responsibilities;Lead the SMT department. I was in charge of a surface mounting line (SMT) and had personal responsibility for 25 people. My main tasks are production planning of standard/prototype manufacturing. Continuous improvement efforts to increase productivity by making the team interested and work together with a good understanding of the process. Projects;- Visualize is and should data for operators- Traceability system- Purchase projects of different machines- Improve prototype manufacturingMy results;Set-time reduction from 25 minutes to 7 minutes. (SMITH)Productivity increase by 50%. (Teamwork)Increased number of prototype runs from 3 to 10 per week (Purchase-related + SMED)I reported directly the Production Manager.

Tianjin Suburb, China

My responsibilities;I had the lead for the die-cutting department for manufacturing of gaskets for mobile phones. I was responsible for production and 54 employees. Projects;- Improve productivity- Simplify die-cutting process- Improve operator performance and skillsWhen I started as Operations Manager the department had a turnover of 2,5 million per month and when I left my position the turnover had increased to 7,5 million. These accomplishments could be done through visual management, stable and standardized processes and levelled production. Our product portfolio contained 250 different products and we had to have them within 2 days lead-time to our customers.Our products contained expensive and unique materials. This meant strong attention for me to manage the materials and keep the waste rate as low as possible and increase our turnover speed of our warehouse value. I worked with continues improvements in our Material management and with lean manufacturing in production. I reported the company goals by Management by objectives every month. I was a member of the management team.

Beijing Suburb, China

My responsibilities;As Operations Manager I was responsible for Nolato Lövepac business of gaskets to mobile phones in China. I lead over 50 employees and established an extremely well-optimized company with all functions as CS, Production, Purchase, Sales and Quality departments. Turnover +50 million RMB/year.Projects;- Shorten lead-time with critical suppliers- Develop a new rotary cutting machine- Move production locationOur turnover increased by more than 400 % a 2ed year, 240 % the 3rd year and 125% a 4th year. The business was the most profitable per m2 within the whole company. I had full result responsibility for our business and I reported directly to the President of Nolato Lovepac in Skånes Fagerhult in Sweden and I was a member of the top management group.

Helsingborg, Sweden

The business idea was to sell sawed wood and semi-manufactured parts to furniture/construction industries in south Sweden and in Germany. Turnover 500 000 – 900 000 SEK/year, 2 employees.My responsibilities were to sell all high-quality wood from 5 larger mills every year and take all the commercial responsibility for the business. The work included many business journeys to grow the company from wood to MDF-board, particleboards.

Lean Manufacturing

Economics

Gymnasieekonom, Economics