Responsible for optimizing internal processes in the division so that the wastage in our value streams can be transformed into increased profit and / or competitiveness.I am a member of the division management team. Together we have responsibility for our 650 FTE large organization in Denmark, Switzerland, Czech Republic, Philippines and China. We're a 100 million euro division with overall growth target of 8-12% annually.Design and implementation of Operational Excellence concept. Including through the rollout to establish 'best practice' business processes (primary / secondary) that significantly improves our EBIT. My job requires a 'helicopter view', but also the ability to analyze complex problems and execute rational problem solving in collaboration with our employees. To be successful in the job it is important to create visible results.

seniorguld.dk is a job portal specialized for people (+ 60 years) on early-retirement pension that want to continue working on reduced time. Our business model is that interested companies pay a fee for being connected to the people in our database. An example could be a new started company that is looking for an ex-CEO for mentoring/sparring one day per week.

Responsible for designing PA’s Lean concept e.g. developing a Lean toolbox including Lean leadership tools, Lean games and Lean training programs for clients and internal use.Energy company: Designing Lean transformation program e.g. defining strategic ambition with ExMan, designing implementation strategy, designing Lean toolbox, designing and delivering both training of app. 100 FTEs and competence development of 3 internal Lean-consultants, and last weekly leadership coaching from ExMan to teams after performance board meetingInternational Health insurance company: Designing foundation for Operational Excellence program with focus on policy deployment, defining strategic ambition with ExMan, designing implementation strategy including performance board hierarchy, delivering both training of app 30 FTEs and competence development of 5 internal Lean-coaches, and last leadership coaching from ExMan to teams after performance board meetingEnergy company: Designing Lean program with focus on policy deployment and VSM, delivering both training of app 80 FTEs and competence development of 1 internal Lean-consultant, and last leadership coaching from ExMan to teams after performance board meetingTelecommunication company: Designing performance board in Finance Shared Service centre in DK, and delivering coaching to the board team 3. times per week.

Responsible for the development of Novo Nordisk Lean Leadership concept. Focus through coaching on implementation of new management behaviour and mindset which support the process flow. My tasks included organisational redesign and optimisation of:- KPI & target oriented panel hierarchy - Roles and responsibilities- General work processes- Overt factory & 5S- Structured problem solving.

Responsible for design and implementation of a five year productivity programme, which will deliver double productivity in 2009 with the same staffing as in 2004, including mapping and implementation of productivity targets per year for Novo’s factories globally• Process optimisation of factories through the use of Lean tools:- VSM- OEE- 5S- Competence mapping- Roles and responsibilities.• Integration of production in a factory• Responsible and compère at Novo Nordisk Global Lean Summit with participation from 200 people at the Hilton CPH.

• Build-up and run-in of new department which delivers high quality supply chain analyses to help senior management make competent decisions concerning investments in new factories and production lines. My tasks included op-timisation of:- Coordination of incoming data from sales/marketing and production- Management of productivity projects.• Responsible for the handling of production interests in a product development project• Responsible for the preparation of investment applications for new production lines• Responsible for analyses and challenges of marketing forecasts.

• Redesign of Novo Nordisk’s European distribution set-up which involves deliveries from Novo’s global factories to the subsidiaries in European countries. I worked temporarily in the main region office in Brussels. My tasks included: - Negotiation with eight GMs in Europe- Analysis of ABC products on stock- Design of set-up and outsourcing negotiation with Euro-pean distributor.

• Worked in the Mechanics factory with optimisation and improvement of the material flow through the factory from commodity stock to stock of finished products in the assembly factory. • Design and definition of supply chain key figures for the newly appointed logistics director.