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(Opdateret 2023-02-20)Leadership & Project Management
Gilleleje, Danmark
Modersmål Danish, Flydende English, Begynder German
- 10+ years as site and/or functional management
- Turnarounds, Change Management
- 5+ years of Senior Project Management
Kvalifikationer (9)
Project Management
OPERATIONS
Design for Manufacturing
OPEX
SUPPLY CHAIN
CONSUMER PRODUCTS
QA
PRODUCT DEVELOPMENT
Procurement
Professionel erfaring
Board member
Plastindustrien
2020-01 - 2022-01
Plastindustrien LinkedIn: www.linkedin.com/in/søren-friis/
Coloplast A/S
1995-01 - 2021-01
Director
Injection Moulding
2020-01 - 2021-01
Director, Injection Moulding
Coloplast A/S
2020-01 - 2021-01
In 2009 it was decided to outsource injection moulding production activities. The injection moulding business have been one of the fastest growing procurement categories and ever since 2009 the injection moulding supply chain have been a challenge. Lead and setting a new direction for Injection Moulding Challenges: ● Ensure stability in supply on existing injection moulded parts and proactiveness to avoid supply crises ● Enhancing DfM (Design for Manufacturing), by supplier involvement when developing new parts/products ● Grow injection moulding business and improve total cost ratio Achievements: ● Improvement in quality, delivery and financial performance ● Initiation of further activity outsourcing to suppliers - tool management, S&OP responsibility, and early involvement in R&D project
Site Director
2017-01 - 2019-01
site
Site Director, Thisted Site
Coloplast A/S
2017-01 - 2019-01
In 2017 it was decided to close the Site. The engagement stated with the announcement of the closure and a given task to close the site. The site was both production Ramp-up, pilot and machine development & commissioning site. There were 175 employees at the time of the announcement Challenges: ● Lead and set direction for closing Thisted site while securing continued high performance in quality and delivery performance of products during the closing process ● Secure that the right competences, processes and structures are in place at Thisted to enable closure of the site within a period of 2 years ● Keeping a high work efficiency and morale ● Ensure that all relevant technologies and competences are handed over to relevant stakeholders to risk mitigate the closure of the Site ● Prepare employees for new jobs externally Achievements: ● Within a 22-month period, the site was closed, sold and handed over. During the period we succeed in meeting all quality, delivery and financial targets.
● All relevant technologies and competences were handed over to relevant stakeholders and no projects were affected by the closure of the site.
● In close corporation with the Unions, 98% of all employees were in new jobs or retired before garden leave time expired
● All relevant technologies and competences were handed over to relevant stakeholders and no projects were affected by the closure of the site.
● In close corporation with the Unions, 98% of all employees were in new jobs or retired before garden leave time expired
Director, CCP (Coloplast Consumer Products)
Coloplast Consumer Products
2014-01 - 2017-01
Director, CCP
Coloplast A/S
2014-01 - 2017-01
CCP (Coloplast Consumer Products) had since Coloplast sold the Compeed brand to Johnson and Johnson in 2002 been an independent business area within Coloplast. Consumer produces and develops Compeed® and Band-Aid® as a contract manufacturer for Johnson & Johnson.
Challenges: ● When I took charge of CCP, a decision to relocate the production from Denmark to Hungary had already been taken but execution had not started.
● The task was both to lead the Consumer organization while managing the relocation of production and integration of Consumer organization in our global and corporate functions in Coloplast ● Motivate an organization who for a year had known about the relocation ● Manage the customer (Johnson & Johnson), who did not want this relocation, since it created both challenges and work for them Achievements: ● Within 36 months, all production was transferred to Hungary. During the period we succeeded in meeting all quality, delivery, and financial targets ● The independent CCP organisation was integrated into our global and corporate functions without loss of competences ● Through an excellent cross-company collaboration with Johnson & Johnson we succeeded to execute the project with positive feedback from management within both companies.
First project of its kind for Johnson & Johnson where products world wide were in scope.
Challenges: ● When I took charge of CCP, a decision to relocate the production from Denmark to Hungary had already been taken but execution had not started.
● The task was both to lead the Consumer organization while managing the relocation of production and integration of Consumer organization in our global and corporate functions in Coloplast ● Motivate an organization who for a year had known about the relocation ● Manage the customer (Johnson & Johnson), who did not want this relocation, since it created both challenges and work for them Achievements: ● Within 36 months, all production was transferred to Hungary. During the period we succeeded in meeting all quality, delivery, and financial targets ● The independent CCP organisation was integrated into our global and corporate functions without loss of competences ● Through an excellent cross-company collaboration with Johnson & Johnson we succeeded to execute the project with positive feedback from management within both companies.
First project of its kind for Johnson & Johnson where products world wide were in scope.
Director, Redesign
2010-01 - 2014-01
Director, Redesign
Coloplast A/S
2010-01 - 2014-01
This was new ground for Coloplast. To identify significant design saving potentials from a total cost perspective to support future business demands. Establishing and managing a 4-person Redesign department with the purpose of identifying, scoping, and initiating cost reducing projects within all business areas.
Challenges: ● Establishing and positioning of a new department with cross functional touch points in the existing organisation ● Sell the ideas to Marketing and Regulatory Affairs. Stakeholder management, communication, and sales pitching ● Ensure prioritization of projects and resources for implementation in a 24/7 production environment Achievements: ● Within a 3-year period, projects with a total saving of more 125 mio DKK were initiated and implemented.
● The basis of success was very much due to stakeholder management and creating a winwin situation in a cross-functional environment with Marketing, R&D, International Manufacturing, and external partners
Challenges: ● Establishing and positioning of a new department with cross functional touch points in the existing organisation ● Sell the ideas to Marketing and Regulatory Affairs. Stakeholder management, communication, and sales pitching ● Ensure prioritization of projects and resources for implementation in a 24/7 production environment Achievements: ● Within a 3-year period, projects with a total saving of more 125 mio DKK were initiated and implemented.
● The basis of success was very much due to stakeholder management and creating a winwin situation in a cross-functional environment with Marketing, R&D, International Manufacturing, and external partners
Program Manager, Project Management
2006-01 - 2010-01
Programme Manager, Project Management
Coloplast A/S
2006-01 - 2010-01
Program Management was a newly created department that brought together the best skilled project managers to run the largest and most complex projects in Global Operations.
I was given the responsibility of building the total production system for a completely newly developed product platform. This involved virtually all functions in Global Operations as well as 3 manufacturing plants and suppliers all over the world. I was involved in the full value chain from the product development phase to ensure DfM and to start up the production system development as early as possible enabling the planned launch to be achieved Challenges: ● New product platform with new features to compete with existing product platform on gross margin ● First production set-up in Coloplast with a global manufacturing footprint ● Ensure sufficient capacity for a global roll-out plan Achievements: ● Launch of new ostomy product platform on time ● Capex forecast (DKK 450 mio) complied with ● OPEX reduced 15% within first year after launch to be on par with previous generation of similar product platform.
I was given the responsibility of building the total production system for a completely newly developed product platform. This involved virtually all functions in Global Operations as well as 3 manufacturing plants and suppliers all over the world. I was involved in the full value chain from the product development phase to ensure DfM and to start up the production system development as early as possible enabling the planned launch to be achieved Challenges: ● New product platform with new features to compete with existing product platform on gross margin ● First production set-up in Coloplast with a global manufacturing footprint ● Ensure sufficient capacity for a global roll-out plan Achievements: ● Launch of new ostomy product platform on time ● Capex forecast (DKK 450 mio) complied with ● OPEX reduced 15% within first year after launch to be on par with previous generation of similar product platform.
Business Developer
Ostomy Division
2002-01 - 2006-01
Head of QA
1995-01 - 2004-01
site
Project Manager
1995-01 - 1995-01
Thisted site
Akademisk baggrund
Master of Science
Aalborg University
1989-01 - 1994-01
Certificeringer
Board Certificate, BoardAssure
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