Torsten Hvam Sølund

Supply Chain Manager. Factory transformation. Batch manufacturing towards forecast, changed to one-piece production flow to customer orders. (Overall lead time from 5 to 1 week).
Factory layout, organizational roles/responsibilities, visual management, planning systems, material pull systems, supplier development and agreements,
Product Development Manager. Introduced Lean product development and Agile principles. Reducing time to launch and strengthening cross functional project ownership.
Design for Manufacturing, product modulization and item standardization. More customer choices and reduced business complexity, Daily cross functional Scrum board meetings. Supplier development.
Innovation and technology development. Move from mechanical to digital product designs and services. Introduced 3D printing and prototyping.
Project Manager. Outsourcing products from Danish to Hungarian factory, to increase capacity and flexibility. Product specifications, Capacity, Quality alignment, Financials and project coordination between catching and receiving plant.
Business Development Manager. Shingi Kaizen Event with 6 different teams (4 shopfloor/2 admin) 80 participants in one-week. Targeting reduced lead-time and first time through in all steps. Engineering, Quality, Planning, Procurement, Production.
Embedding Lean methodologies. Continuous improvement, visual management and organizational learning.