It looks like you are in United States. Would you like to go to https://onsiter.com/us/ instead?
Kan være tilgjengelig
(Oppdatert %updatedDate %)Senior Management Consultant
Örnsköldsvik, Sverige
Innfødt Svenska, Flytende English, Nybegynner Korean
- Management, kvalitet&utbildning, inköp
- Erfarenhet av implementationer av Affärssystem
- Projektledning
Ferdigheter (43)
QA
PROGRAM MANAGEMENT
QUALITY ASSURANCE
NEW PRODUCT INTRODUCTION
INTERNAL PROJECT MANAGER
SELF MOTIVATED
NPI
QUALITY SYSTEM
QUALITY MANAGER
HR
MANUFACTURING PROCESS
COST CONTROL
QSR
MECHANICAL MANUFACTURING
ISO
Quality Engineer
SATISFACTION
SALES ACTIVITIES
SALES MANAGER
DOCUMENTATION
OEM
GMP
PURCHASING
TRAINING
COST REDUCTION
CONTRACTS
SAP
STAINLESS STEEL
FORGING
Assembly
PRODUCTION PLANNING
SCHEDULING
SALES ORDER
ERP
CNC
FINANCIAL PROJECT MANAGEMENT
WELDING
MACHINING
SIEMENS
PLASMA
LASER
TEST ENGINEER
TIG WELDING
Arbeidserfaring
QA & Site Manager
Nordic Flanges AB
2017-05 - 2017-05
June 2109
Nordic Flanges AB is the leading manufacturer of forged and welded Stainless steel flanges in Scandinavia, in addition to in-house manufactured flanges the company provide cost efficient traded flanges from Asia and Europe. Important customers is the distributers like Ahlsell and Dahl and several OEM customers e.g. FRAMO, Rosemount and SWEP.
The company has several Quality certificates and official approvals, e.g. PED, NORSOK, Lloyds, BV,
During my period in the company, we have finalized organizational changes and projects where I have been acting as Project Manager:
• Installation of a new furnace in the forging area
• Installation of new plasma cutter
• Quality system development. SS EN ISO 9001:2015
• New Heat treatment Verification and requalification for NORSOK.
• Changing ERP System, from SAP to Monitor
• Moving the main warehouse from Järna to Örnsköldsvik.
The role includes development of the company systems and manage internal projects.
As Site Manager I have the overall responsibility for Nordic Flanges AB headquarter & operations, representing the company in negotiations with customers, suppliers and authorities, responsible for HR including negotiations with the union and acting internal Project Manager.
Nordic Flanges AB is the leading manufacturer of forged and welded Stainless steel flanges in Scandinavia, in addition to in-house manufactured flanges the company provide cost efficient traded flanges from Asia and Europe. Important customers is the distributers like Ahlsell and Dahl and several OEM customers e.g. FRAMO, Rosemount and SWEP.
The company has several Quality certificates and official approvals, e.g. PED, NORSOK, Lloyds, BV,
During my period in the company, we have finalized organizational changes and projects where I have been acting as Project Manager:
• Installation of a new furnace in the forging area
• Installation of new plasma cutter
• Quality system development. SS EN ISO 9001:2015
• New Heat treatment Verification and requalification for NORSOK.
• Changing ERP System, from SAP to Monitor
• Moving the main warehouse from Järna to Örnsköldsvik.
The role includes development of the company systems and manage internal projects.
As Site Manager I have the overall responsibility for Nordic Flanges AB headquarter & operations, representing the company in negotiations with customers, suppliers and authorities, responsible for HR including negotiations with the union and acting internal Project Manager.
Managing Director, CEO
Sanco i Örnsköldsvik AB
2016-01 - 2017-04
Sanco is a mechanical contract manufacturer, offering Punching, Laser cutting, Bending, Machining, welding and assembly.
As CEO I was also acting as Sales Manager, Quality Manager and HR.
Main focus was cost control and to intense the sales activities with existing and new customers, this to grow the business and close new contracts.
In addition, I developed the QA system with certification for ISO 9001:2015.
We implemented a cost reduction program with re-organization and staff cut of 15% with remaining capacity.
To increase sales and customer satisfaction, we focused on customer KPI, OTD & Lead Time.
Resulted in stable OTD level 99 % and decreased the Lead Time with 25%.
Investment in new measuring machine and set up of a controlled measuring room made it possible to attract new customers with high quality demands.
Focusing on growing sales, we made a thorough follow up and investigation of the market situation, offered flexibility in logistic solution, identified interesting new customers followed by direct sales activities and physical meetings at customer sites according the set plan.
Travelling all over Sweden, we can summarize that spent hours in the car was well worth it. The sales activities resulted in several contracts with existing and new customers.
As CEO I was also acting as Sales Manager, Quality Manager and HR.
Main focus was cost control and to intense the sales activities with existing and new customers, this to grow the business and close new contracts.
In addition, I developed the QA system with certification for ISO 9001:2015.
We implemented a cost reduction program with re-organization and staff cut of 15% with remaining capacity.
To increase sales and customer satisfaction, we focused on customer KPI, OTD & Lead Time.
Resulted in stable OTD level 99 % and decreased the Lead Time with 25%.
Investment in new measuring machine and set up of a controlled measuring room made it possible to attract new customers with high quality demands.
Focusing on growing sales, we made a thorough follow up and investigation of the market situation, offered flexibility in logistic solution, identified interesting new customers followed by direct sales activities and physical meetings at customer sites according the set plan.
Travelling all over Sweden, we can summarize that spent hours in the car was well worth it. The sales activities resulted in several contracts with existing and new customers.
Interim Sourcing Manager
2014-04 - 2016-04
During a period of 13 month I was acting as Sourcing Manager in parallel with my assignment as Director Programs & Projects. Sourcing excellence is of highest importance for Sanmina and crucial for the profitability of the company. As acting Sourcing Manager, I was responsible for the supplier control program, handling qualifications, agreements, negotiations and contracts. The department included one team of strategical sourcing by categories and an additional team for the operative sourcing with responsibility for all daily purchasing matters.
Director Programs & Projects, NPI
Sanmina-SCI AB
2012-10 - 2016-01
As Director Programs & Projects I was responsible to:
• Introduce new customers and products, this includes to find and attract new customers, the Quote process, to close new contracts and set the correct conditions and presumptions for a profitable serial manufacturing process.
• To follow, identify and drive the growth and development of the businesses with our existing customers.
• Acting Project Manager in bigger Projects
The EMS business in Europe and US are/was set under high pressure due to the low cost (LC) manufacturing alternatives offered from Asia and Eastern Europe, even though, Sanmina in Örnsköldsvik was showing growth with continuous healthy margin, this as a result of a strong customer focus culture with a successful and competent NPI (New Product Introduction) process. Identifying customer specific needs - such as customer unique solutions, design services, DFx, test and technical support. All with the target to prepare the products for efficient serial production, focusing on overall cost efficiency setting up competitive sourcing chain, test strategy and manufacturing.
I worked in close co-operation with the Sanmina European Sales and Sourcing teams. Customer negotiations e.g. contracts and customer issues that was escalated.
Programs and Projects included the teams Program Management, Project Management, Quotes, Design and Test development.
• Introduce new customers and products, this includes to find and attract new customers, the Quote process, to close new contracts and set the correct conditions and presumptions for a profitable serial manufacturing process.
• To follow, identify and drive the growth and development of the businesses with our existing customers.
• Acting Project Manager in bigger Projects
The EMS business in Europe and US are/was set under high pressure due to the low cost (LC) manufacturing alternatives offered from Asia and Eastern Europe, even though, Sanmina in Örnsköldsvik was showing growth with continuous healthy margin, this as a result of a strong customer focus culture with a successful and competent NPI (New Product Introduction) process. Identifying customer specific needs - such as customer unique solutions, design services, DFx, test and technical support. All with the target to prepare the products for efficient serial production, focusing on overall cost efficiency setting up competitive sourcing chain, test strategy and manufacturing.
I worked in close co-operation with the Sanmina European Sales and Sourcing teams. Customer negotiations e.g. contracts and customer issues that was escalated.
Programs and Projects included the teams Program Management, Project Management, Quotes, Design and Test development.
Director Program Management
Sanmina-SCI AB
2009-01 - 2012-09
In January 2009 I started as Director Program Management at Sanmina-SCI AB, my responsibilities included to negotiate and close contracts with new customers and to grow and develop the businesses with our existing customers.
In addition to Sales and Programs my organization included the team of product engineers.
Sanmina-SCI AB, EMS company focusing on customers with Medical and high-quality Industrial equipment, to attract these customers it is of highest importance to show a high level of Competence within production methods and quality regulations to meet ISO 13485 and FDA/GMP, understanding the requirements for Documentation, Validation and Verification is crucial.
Internally I work in close co-operation with all functions within the company and in particular with the Managing Director and Financial Controller, sharing the management responsibility for the communication and reporting to Sanmina corp.
In addition to Sales and Programs my organization included the team of product engineers.
Sanmina-SCI AB, EMS company focusing on customers with Medical and high-quality Industrial equipment, to attract these customers it is of highest importance to show a high level of Competence within production methods and quality regulations to meet ISO 13485 and FDA/GMP, understanding the requirements for Documentation, Validation and Verification is crucial.
Internally I work in close co-operation with all functions within the company and in particular with the Managing Director and Financial Controller, sharing the management responsibility for the communication and reporting to Sanmina corp.
Director
Global Manufacturing & Partners
2006-01 - 2008-01
Cargotec is a world leading company with a broad range of cargo handling solutions.
The division MacGREGOR is the leading manufacturer of ship-cranes in their segment.
I was responsible for MacGREGOR operations with Quality, Sourcing, Logistic and IT.
I represented Operations in the Crane division management team and the Crane division in corporate groups for Quality, Sourcing and IT.
The production was outsourced, the sourcing philosophy was based on long term partnership with Manufacturing Partners with sites close to the customer's, mainly in Asia but for the European shipyards in Poland and Croatia. MacGregor controlled the design, sourcing, documentation, deliveries of components and quality control for manufacturing.
To manage operations and support the Partners with guidance and components my organization included:
• Site office in Nanjing and Nantong, China with a Swedish Manager
• Site office in Soul, Korea with a local Korean Manager
• European central warehouse in Hamburg
• Quality team for production support with specialists within the areas of welding, assembly, mechanical, electronics and quality
• Global Production team for production planning, sourcing and logistics.
• Strategical sourcing
• IT team.
Our main base of suppliers were situated in Asia for heavy metal work and Europe, mainly Germany for special components, during this period the situation required high presence at the suppliers to secure components, develop, follow-up and control production. Being highest responsible for the sourcing I spent a lot of time travelling to Poland, Germany, Korea and most of all China where the main part of cranes where manufactured.
Our MacGREGOR Crane sourcing team was very successful, primarily in the work to secure critical components and thereafter in the development of new and existing production sites.
The unbroken sourcing chain was one prerequisite for the success in sales order intake with significant increase of both the total value but also of the market shares for our company.
Startup of two new production sites in China and one in Korea.
My purchasing budget increased during the years 2007 to 2009 from 50 M€ to 150 M€.
The division MacGREGOR is the leading manufacturer of ship-cranes in their segment.
I was responsible for MacGREGOR operations with Quality, Sourcing, Logistic and IT.
I represented Operations in the Crane division management team and the Crane division in corporate groups for Quality, Sourcing and IT.
The production was outsourced, the sourcing philosophy was based on long term partnership with Manufacturing Partners with sites close to the customer's, mainly in Asia but for the European shipyards in Poland and Croatia. MacGregor controlled the design, sourcing, documentation, deliveries of components and quality control for manufacturing.
To manage operations and support the Partners with guidance and components my organization included:
• Site office in Nanjing and Nantong, China with a Swedish Manager
• Site office in Soul, Korea with a local Korean Manager
• European central warehouse in Hamburg
• Quality team for production support with specialists within the areas of welding, assembly, mechanical, electronics and quality
• Global Production team for production planning, sourcing and logistics.
• Strategical sourcing
• IT team.
Our main base of suppliers were situated in Asia for heavy metal work and Europe, mainly Germany for special components, during this period the situation required high presence at the suppliers to secure components, develop, follow-up and control production. Being highest responsible for the sourcing I spent a lot of time travelling to Poland, Germany, Korea and most of all China where the main part of cranes where manufactured.
Our MacGREGOR Crane sourcing team was very successful, primarily in the work to secure critical components and thereafter in the development of new and existing production sites.
The unbroken sourcing chain was one prerequisite for the success in sales order intake with significant increase of both the total value but also of the market shares for our company.
Startup of two new production sites in China and one in Korea.
My purchasing budget increased during the years 2007 to 2009 from 50 M€ to 150 M€.
QA & Plant Manager
Sanco Nibblingsspecialisten AB
2002-01 - 2005-01
The company offers Contract Manufacturing within mechanical production such as nibbling, punching, laser cutting, edging, surface treatment, assembly work and machining both CNC and manual, customers within the sectors of Defense, Industrial and Automotive.
I had the overall responsibility for operations including HR and Quality Assurance.
We improved the company overall performance by implementing measurement and key figures such as delivery performance, which we improved to stay steady on 99%, I also started to follow the business key parameters regularly and more intensively.
During this period, the company was very successful and developed the revenue from 38 MSek to 52 MSek with increased profitability.
Being Plant Manager and responsible for the company financial health the Sales activities was an important part of my assignments and I acted as BDM for the biggest customers e.g. Autoliv and BAE Systems.
Finding new solutions and customer specific offers is necessary to attract new customers but also to keep your present customers. During this period we developed different logistic solutions for several of our customers such as Kanban and security stock, e.g. we could offer daily deliveries to one of our main customers in the south of Sweden by using our suppliers situated close to customer and a third party warehouse solution in Gothenburg.
The experiences from Sanco have added an essential brick into my own development with the experiences from a minor company with the entrepreneur mindset and financial situation also the knowledge of mechanical manufacturing, working processes, equipment and capabilities in the workshop.
I had the overall responsibility for operations including HR and Quality Assurance.
We improved the company overall performance by implementing measurement and key figures such as delivery performance, which we improved to stay steady on 99%, I also started to follow the business key parameters regularly and more intensively.
During this period, the company was very successful and developed the revenue from 38 MSek to 52 MSek with increased profitability.
Being Plant Manager and responsible for the company financial health the Sales activities was an important part of my assignments and I acted as BDM for the biggest customers e.g. Autoliv and BAE Systems.
Finding new solutions and customer specific offers is necessary to attract new customers but also to keep your present customers. During this period we developed different logistic solutions for several of our customers such as Kanban and security stock, e.g. we could offer daily deliveries to one of our main customers in the south of Sweden by using our suppliers situated close to customer and a third party warehouse solution in Gothenburg.
The experiences from Sanco have added an essential brick into my own development with the experiences from a minor company with the entrepreneur mindset and financial situation also the knowledge of mechanical manufacturing, working processes, equipment and capabilities in the workshop.
QA Manager
ESSEX group
1999-01 - 2002-01
QA & HR Manager
ESSEX Medical AB
1996-01 - 1999-01
Essex was a contract manufacturer within electronics, EMS, the company was privately owned with one manufacturing site Essex Industrial in Sundsvall, in 1996 they acquired the Siemens manufacturing site in Örnsköldsvik and turned it to Essex Medical AB.
My responsibility included to develop and maintain the QA system, handling quality operative work, continues improvement, customer quality issues and the incoming inspection.
We developed the QA system in Örnsköldsvik to fully comply with FDA - QSR / GMP to meet the requirements for manufacturing of medical equipment for the US market.
In addition to QA I was responsible for HR, training, negotiations and organizational development.
About me
I am married with Sven-Olof and we have two grown-up children:
My main interest outside the work is my family and I try to have a regularity in training and work out at the Gym in addition to the training at home/outside.
I spend as much time as possible in the nature, to go out fishing or just taking a walk, even if it doesn't show in my every day working I have a big portion of patience and I can enjoy sitting all alone just waiting for the big one.
My work is of great importance for me and I get energized from my assignments and challenges in the daily work. In many years I have been working in customer and supplier processes, the external contacts give the insight of other companies and organizations, which I very much appreciates and is of great value in the development in my daily work.
Quality Assurance and Management has been an essential part in all my assignments and responsibilities, main part of my life I have been in Medical Device manufacturing and I have been acting under the Medical regulations in Europe, US and Japan. Working with Medical Devises gives an extra dimension to the challenges in work.
Many years in Management position from different roles in the Management Team has given me a stable foundation and a personal trust in my profession.
In addition to a genuine technical interest I am captured by humans and how we act and interact, to study the mechanism for people's behaviors. This made me add rhetorical and pedagogical studies to my technical degree, these studies have been most valuable in my work as a leader and my different roles in the industry.
It has also been an important platform in HR issues and assignments.
From feedback given I am a fearless decisionmaker and strong leader with a clear and distinct language, delegates and giving faith to my coworkers that helps my team to grow.
I have a humanistic view of development and management and my conviction is that one of the most profitable investments is to improve the engagement and health in the staff.
My responsibility included to develop and maintain the QA system, handling quality operative work, continues improvement, customer quality issues and the incoming inspection.
We developed the QA system in Örnsköldsvik to fully comply with FDA - QSR / GMP to meet the requirements for manufacturing of medical equipment for the US market.
In addition to QA I was responsible for HR, training, negotiations and organizational development.
About me
I am married with Sven-Olof and we have two grown-up children:
My main interest outside the work is my family and I try to have a regularity in training and work out at the Gym in addition to the training at home/outside.
I spend as much time as possible in the nature, to go out fishing or just taking a walk, even if it doesn't show in my every day working I have a big portion of patience and I can enjoy sitting all alone just waiting for the big one.
My work is of great importance for me and I get energized from my assignments and challenges in the daily work. In many years I have been working in customer and supplier processes, the external contacts give the insight of other companies and organizations, which I very much appreciates and is of great value in the development in my daily work.
Quality Assurance and Management has been an essential part in all my assignments and responsibilities, main part of my life I have been in Medical Device manufacturing and I have been acting under the Medical regulations in Europe, US and Japan. Working with Medical Devises gives an extra dimension to the challenges in work.
Many years in Management position from different roles in the Management Team has given me a stable foundation and a personal trust in my profession.
In addition to a genuine technical interest I am captured by humans and how we act and interact, to study the mechanism for people's behaviors. This made me add rhetorical and pedagogical studies to my technical degree, these studies have been most valuable in my work as a leader and my different roles in the industry.
It has also been an important platform in HR issues and assignments.
From feedback given I am a fearless decisionmaker and strong leader with a clear and distinct language, delegates and giving faith to my coworkers that helps my team to grow.
I have a humanistic view of development and management and my conviction is that one of the most profitable investments is to improve the engagement and health in the staff.
QA Manager I
Essex Medical AB in Örnsköldsvik, Essex Industrial AB
1999-01 - 1999-01
in Sundsvall and Essex Holding in Kista.
The company was targeting for customers high quality demands within the medical, industrial and Telecom sectors. As QA Manager I was highly involved with our customers not only in the maintaining phase but most important in the pre-sales and sales process.
A strategically important issue was to co-ordinate working procedures and processes, I had the overall responsibility to control and develop methods and organization.
One direct effect of the efforts was the implementation of common Essex administrative procedures and a QA-system covering all units under the same ISO certificate.
Being Contract manufacturer not only performance but also growth was a main factor for long term success, the company strived to improve in efficiency and performance with systems to control and deliver best practice, showing the power to arouse interest from both customers and investors.
In 2000 the company was acquired by SANMINA Corp.
The company was targeting for customers high quality demands within the medical, industrial and Telecom sectors. As QA Manager I was highly involved with our customers not only in the maintaining phase but most important in the pre-sales and sales process.
A strategically important issue was to co-ordinate working procedures and processes, I had the overall responsibility to control and develop methods and organization.
One direct effect of the efforts was the implementation of common Essex administrative procedures and a QA-system covering all units under the same ISO certificate.
Being Contract manufacturer not only performance but also growth was a main factor for long term success, the company strived to improve in efficiency and performance with systems to control and deliver best practice, showing the power to arouse interest from both customers and investors.
In 2000 the company was acquired by SANMINA Corp.
Akademisk bakgrunn
Mitthögskolan
Mitthögskolan
2024-12 - 2024-12
University Engineer
University Engineer
2024-12 - 2024-12
Umeå Universitet/Luleå tekniska högskola
Umeå Universitet/Luleå tekniska högskola
2024-12 - 2024-12
Technical High School
Technical High School
2007-01 - 2008-01
Mitthögskolan Härnösand
Mitthögskolan Härnösand
2020-05 - 1993-01
Mitthögskolan Örnsköldsvik
Mitthögskolan Örnsköldsvik
2020-05 - 1991-01