- Mechanical Engineer with a Graduate Diploma in Business Administration (Organization and Management).
- Teaches TWI JI, Hoshin Kanri (Policy Deployment) and Toyota Kata.
- Teaches in Danish, German and English.
Torben is value driven and very dedicated in getting results through setting a clear purpose, establishing efficient processes and developing people though involvement and training.
Torben is known as an empathic and goodhearted leader with a high degree of integrity and as an open and direct communicator.
During Torben's cooperation with Business Through People as a customer, the strength of the TWI programs were clear and excellent results were achieved. Torben joined Business Through People in 2020, to combine his knowledge as Manager from a customer perspective with his role as Senior Enabler.
Torben lives with Lise and their two boys in Haderslev and has three grown up daughters from a former marriage. Torben likes sailing, both familiy trips and racing.
Phone: +45 5156 5729
Favorite quote: "First direction, then speed - not the other way around" Stig Holmquist
Torben has as Project Manager, Lean Facilitator and Operations Manager 20 years experience in developing organizations. Essential roles has been as Project Manager of the BPR project "Efficient Organization" at Linak A/S, Lean responsible as Operations Manager at Linak A/S and TWI (JI and JR) program responsible as Factory Manager at Gram Commercial A/S.
Link to Television program about Torben work at Linak A/S
Throughout his career, Torben has always focused on creating results and process improvements through involvement and training of employees. This has led to significant results in quality, delivery and efficiency within Torbens area of responsability. Torben is particularly proud to have contributed to the Danish Industry Productivity Award that Linak received in 2006.
Link to Productivety Award
As Factory Manager at Gram Commercial A/S Torben was responsible for implementation of TWI JI and JR, which through competence development of the employees contributed to significant improvements in relation to quality where scrap was reduced 65% (2016-2019), leadtime improved from 12-24 days to 6-10 days (2015-2019), delivery improved from 65-75% (2014-2019) to 96± and efficiency improved 9% (2018-2019).