Station 01 · The boardroom — delivery 90%: the decision is made

I have sat in every chair around this table.

Built the business case. Presented it to the board — a board I sat on. Negotiated the packages with the union and executed all the way. And once, the chair that disappeared was my own.

Not ready for a mandate? Start with one hour — I read your situation and tell you the truth.

The wall · what the owner sees — five situations, one answer: done before

What is on your wall?

• OEE at 45% with no real control. Built the operating system that lifts it: +7% productivity a year, on a mature plant.
• Delivery slipping. Done exactly this: 90 → 97%, held for years at a high-volume plant.
• Launch late, ramp at risk. Prototype to serial production under customer pressure, 60+ recruited mid-ramp.
• The footprint question: close, move, bring home? Four times, from four chairs. Five receiving factories, four countries, zero customers lost.
• People worn thin, key roles vacant. Structure built with the floor, not above it. The union vouched for me afterwards.

Which company did what is something I walk through in a call, not on a website.

Station 02 · The pulse board — delivery 93%: the operating system is in place

The decision becomes an operating system.

The same questions that sat on the strategy wall now live on the floor’s board, broken down into daily decisions with owners and deadlines. SIM meetings that actually escalate, KPIs from shift to site. Structure that holds the day I leave.

“He was open, listened, and took what I said seriously – not to agree with everything, but to understand the whole picture before he made decisions.”

Jhonny Kivinen · Union President, Beyond Gravity — the counterpart in the negotiations

Station 03 · The line — delivery 96%: the team owns the flow

The flow is rebuilt where it lives: at the machines.

Takt, bottlenecks, changeovers, material supply. I lead the work on the floor together with operators and technicians — their knowledge is what makes the improvement last.

“He takes the time to understand and listen to the operators and to how processes and products work.”

Gustaf Wahlöf · Machine Programmer — the voice from the machines

Station 04 · The move — down, out or home: the customer felt nothing

The machine moves. The output survives.

Closure, transfer, outsourcing or bringing work home — the craft decides. Months of preparation in the plant that closes: competence handover, training, buffer stock. Then I move the machines myself and stay in the receiving factory for three to six weeks, until output, quality and safety stand where they stood.

“The closure ran smoothly, without major disturbances to customer, and employees were treated with respect and support in finding new jobs.”

Anders Borg · CEO — through a full plant transfer

Station 05 · The dock — delivery 97%: the customer feels the difference

The promise is kept here.

Everything upstream — the decision, the governance, the flow, the move — is measured in one thing: the truck leaving on time, week after week. That is the number the customer sees. From 90 to 97 percent, held over time.

“The way he started, onboarded and drove first improvements was benchmark for an interim operations leader.”

Paul Horstink · Executive Vice President — the one who hired me