My first job as designing architect in 1973. I was responsible for briefing and to involve the users in the design process. It was a true fascinating job to sketch in scale models together with the people on the shop floor.

Gothenburg Opera House was designed in one of Gothenburg's parks in the 70th. I was representing City of Gothenburg, responsible for the brief and to bridge between the users of the opera company and the architects. The building was not, due to political struggle, build at the time, but is now since a number of years finished by the architects office I once worked for.

The highly innovative socio-technical production system for final assembly of vehicles in Uddevalla became an icon in the world of production technology alternative to the traditional Fordist assembly line. A large number of books and research papers have been written about this factory and my own PhD thesis - Architecture, Technology and Human Factors: Design in a Socio-  technical Context - that covers the whole design process of this factory and the following application of the same ideas on the Volvo Torslanda factory is available as e- book in the online book store. Other reading on the subject can be found among recommended literature.

The project was about designing a new production system that at the time had no example like it in the world. It was even, among expert, regarded impossible, as not relevant technology nor theory existed at the time.

The design team consisted of a number of experienced in house engineers, union representatives and auto workers together with researcher from Gothenburg Universitiy and Chalmers University of Technology.

The project started as an "underground" activity among a number of very experienced (and elderly) engineers in opposition to the traditional designs that came out of the official design team. They teamed up with us young reserachers from Chalmers in creating an alternative solution. Showing interesting and innovative results it became a competitor to the official project and in the end it turned out to be the design that was realized in the finished factory.

The leading person in this project was my good friend Dr. Thomas Engström, who is among the leading experts on alternative production systems in the world. At my side I had two architect students who worked on their masters thesis, Håkan Asterhall and Sven-Ingvar Åkesson.

Experiences from Uddevalla made Volvo launch two highly classified innovation project - Ergonomics 90 and New Assembly Torslanda - that should investigate the possibilities to apply Uddevalla concepts in Torslanda. These two project were preceded by a so called "Ultra Project" where I could, within the framework of student design case, investigate innovative ways off designing assembly work places.. A number of very innovative solutions on material handling, assembly of automobiles and design of work station for car assembly was created. Some of these solutions are now state-of-the-art in the industry.

Due to the step down as CEO of Dr. Per Gyllenhammar the project was never realized in its details, as more conservative minds took over the leadership of Volvo. Dr. Gyllenhammar was a person strongly dedicated to the vision of changing automotive work into a profession signified by learning, individual growth and personal dignity - a development that should make Volvo a company with better quality and productivity.

My closes partners in this project was architect Håkan Asterhall, a former master's student and Dr. Saddek Rehal, at the time a junior researcher in the university.

This Volvo car dealer should develop a state-of- the-art workshop for repairing cars for insurance companies. They were developing a totally new work organization build on team responsibility and close contact between customers and technicians.

We should develop a new type of work-shop in line with the new work organization.

My partners in this project was Dr. Göran A. Lindahl, Dr. Saddek Rehal, both at the time junior employees in the University and architect Matts Heijl.