Anders Erlandsson

Experience

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  Ing 2

  Jan 1986 - Jan 2008

  RO/Kapten
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  Stora Enso Nymölla AB

  Nov 1991 - Oct 1997

  Responsibility for one or two production departments with 80 – 140 employees (off-line coater and a fine-paper machine).• Improved output and efficiency with 30%, by changes in work procedures and organisation supported by optimising equipment • Improved the production planning efficiency resulting in less scrap and capital employed• Analysis and recommendations leading to double productivity in a new production line

  • Superintendent

    Sept 1994 - Oct 1997

  • Process engineeer

    Nov 1991 - Sept 1994
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  Gullfiber AB

  Oct 1997 - Apr 2000

  Factory, with 300 employees, producing glass wool insulation for the Nordic market.• Implemented of a vast savings and improvement program to compensate for a big loss of volume to a factory in eastern Europe• Installation of a new production line Leading production of glass wool insulation and process development with 200 employees.

  • Acting Factory Manager

    Jan 1999 - Apr 2000

  • Production Manager

    Oct 1997 - Dec 1998
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  Semcon Industrial Management AB

  Apr 2000 - May 2001

  Management Consultant

  I worked independently and in teams with investigations, analysis, efficiency improvements, service improvements and project management in automotive and plastic industry with customers in pharmaceutical and telecom industry.Examples of assignments:• Project leader of industrialisation of telephone parts and 3G components - Plastic industry/telecom• Investigation/root cause analysis of service problems and recommendations for implementation of solution - Plastic industry• Development and Implementation of industrialisation process – Automotive• Investigation/root cause analysis of capacity problems and recommendation for implementation of solution Plastic industry/Pharmaceutical Show less

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  ESAB AB

  May 2001 - Apr 2009

  Accountability for two factories in Sweden. The main factory and administration in Perstorp and a plant in Gothenburg. Production of 25 000 tons of welding consumables per year. The turnover was 575 MSEK and there were 170 employees. The main challenge was to outperform the competition from factories in low cost countries.• Considerable improvements in efficiency, cost control and control of working capital• Implementation of 5S & lean • Closed one factory Leading the production of welding electrodes and maintenance with 100 employees working in different shift patterns. Built a strong modern production management team developing people, efficiency and cost control.

  • General Manager

    Nov 2002 - Apr 2009

  • Production Manager

    May 2001 - Oct 2002
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  ESAB Electrodes JSC

  Apr 2009 - May 2012

  Managing Director

  The company was acquired by ESAB in October 2007. It was then producing 5.000 tons welding electrodes per year and had 240 employees. Tasks and achievements included strategic analysis and decisions:• Turned the company in to an “ESAB Company” and fully integrated it into the Global and European organisation and processes• Split the company in two legal units (factory and sales company)• Transferred production lines from another European factory• Implemented ERP system (Movex)• Implemented new product range (transferred from other European factories)• Implemented “The ESAB Way” (WCM/lean)• Achieved significant improvements of output (+200%) and efficiency (+450%) Show less

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  Akzo Nobel Industrial Coatings AB

  May 2012 - Mar 2016

  The factory produces wood coatings, coil coatings and resins with a turnover of 1.000 MSEK and 300 employees. The main tasks and achievements were to:• Rebuilt the factory and adapted the factory and organisation to receive products and volume from other European factories• Implementation of 5S & lean manufacturing• Simultaneously managing the AkzoNobel plant in Gamleby and stopped production in Gamleby in June 2015 The company with a turnover of 750 MSEK and 165 employees was a part of was a part of AkzoNobel’s Coil Coatings SBU (specialty business unit).• Developed organisation and processes and reached huge improvements in Customer delivery service (OTIF)• Implemented significant improvements in safety culture and performance• Implemented Balanced Scorecard with strategy, KPIs and targets• Closed the factory, transferred products and equipment to other factories

  • Site Manager

    May 2014 - Mar 2016

  • General Manager

    May 2012 - Mar 2016
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  Limestone Mansion Consulting AB

  Jan 2017 - May 2018

  Independent Interim Manager

  Working in my own company offering my services as Interim Manager • Managing Director, Factory, Site, Supply Chain, Production and Project Manager• Coaching leaders and teams• Leading changes• Filling temporary positions and gaps in organisations

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  Cambrex Karlskoga AB

  Jun 2018 - now

  • Lean Manager

    Feb 2023 - now

  • Production Director

    Jun 2018 - Feb 2023