General manager at FIMA doo (2024-12 – Present)
Manage complete plant for production of packaging and insulation materials production. Company has 150 employees. Regional leader in production products made of EPS, EPP and XPS for different applications: construction building, white goods, electronic and automotive industry. Carton pulp production, development in progress.
- Prevented factory closure by implementing a comprehensive cost-optimization plan that reversed heavy losses
- Reorganized and optimized team structure, organized in a better way business processes
- Reduced workforce by 31% while maintaining operational efficiency and employee morale
- Lowered energy consumption by 18% through improved production processes and waste-reduction initiatives
- Despite a 23% drop in sales volume, increased overall profitability compared to 2024 by optimizing margins and cost structures
Chief Operation Officer at BSGS doo (2023-07 – 2024-11)
Managed Production, Supply chain, Quality, Technology with NPI, EHS. Company produce electronic devices for B2B applications.
- Reorganized and optimized team structure, organized in a better way business processes
- Tripling production output with no increase in headcount
- Restoring products quality to levels acceptable to key customers
- Ensured a proper ERP implementation
- Organized efficient logistics processes
General manager at Elrad doo (2021-02 – 2023-06)
Company had 660 employees and produces electronics for automatic regulation. Company produces 1220 finished products for Bosch, Stihl, BSH, Miele, Metabo, Gorenje, Electrolux, Eurel and other clients.
- Organizational restructuring: Strengthened and restructured the organization: rebuilt the team and established dedicated Purchasing, Sales, Projects leading, Controlling and Maintenance department
- Process Reorganization: Led a full end-to-end process reorganization aligned with manufacturing technology and production requirements
- Significantly increased labor productivity and technical efficiency through process optimisation, better planning and workload balancing, implementation of authomationd and cobots
- Reduced employee absenteeism from 11 to 3%
- Restored compliance with key customers quality standards (BOSCH, STIHL, HUSQWARNA) by eliminating critical customer quality escalations and passing audits
Plant manager at Mahle Electric Drives Bosnia doo (2019-05 – 2021-02)
Company had 420 employees, produce stamped metal parts, components for electric drives and electric drives for automotive, electric vehicles and appliance industry. Company produced 1180 finished products. Yearly invoiced value was 18 million euros. Plant doubled during my engagement and started to produce electrical drives for electrical vehicles.
- Created strategic plans for future development of the site
- Strengthened and restructured the organization: rebuilt the team and established dedicated Controlling, HR and Logistic department
- Developed and executed a factory development strategy to transform the site into an automotive location and a strategic hub within the MAHLE corporation
- Achieved IATF 16949 certification, fully aligned with the MAHLE Porduction System
- Plant doubled in 2 years, from 205 to 420 employees (bought one complete factory and transfered from Slovenia, established completely new and state of the art production of 4 new products for electrical vehicles)
- Elevated the technological level of the factory hrough modernization of equipment, automation and advanced manufacturing processes
- Significantly increased labor productivity and technical efficiency through process optimisation, better planning and workload balancing, implementation of authomationd and cobots
Production manager and SOAG group continuous improvement manager at Sigit doo (2012-12 – 2019-04)
As Continuous improvement manager for SOAG group I managed continuous improvement activities in EMEA zone (11 plants). Under my control in SIGIT doo was: Production, Maintenance, Tooling and Equipment workshop and Cost specialist's department. I was responsible for health and safety on work, also. SIGIT doo Kragujevac produced more than 420 plastic parts for FIAT, Johnson Control, Magneti Marelli, Adient, Denso, PMC, Draexlmaier, Leoni, Fico, Faurecia, Porsche.
- Strengthened and restructured the organization: rebuilt the team (FIAT was ready to take over SIGIT because SIGIT was bottle neck during start up process of new vehicle)
- Executed a factory strategy to achieve IATF 16949 and VDA 6.3 certification
- Plant doubled in 3 years, from 115 to 260 employees and continued to work in thaht way
- Planned, led to approval, established, trained and managed group-wide departments: Cost analysis department (6 emgineers to perform techno-economical analysis and to define prices of new products), Tooling and equipment shop (9 employees, we discussed with clients, agreed jobs and produced gauges and small machinery), Mold flow department (2 engineers for simulations)
- Designed and immplemented a complete continuous improvement system and methodology tailored to the size, structure and operational needs of the SIGIT group
- Elevated the technological level of the factory hrough modernization of equipment, automation and advanced manufacturing processes (model zone for complete group)
- Significantly increased labor productivity and technical efficiency through process optimisation, better planning and workload balancing, implementation of authomation and cobots (firstly YUMI from ABB, than UR cobots)
General Assembly manager at Fiat Automobile Serbia (2009-02 – 2012-11)
In 2010 General Assembly consisted of: Technology department, Maintenance department, Process Quality control department, Assembly line with five supervisors. In total I had 362 employees. During 2010 started in parallel civil works for new project and all that was necessary to organize with Manufacturing engineering from Turin and suppliers.
Fiat has system for continuous improvement WCM According to my role I was involved in targets for managerial pillars and followed work of technical pillars. Starting from May 2010 I was Workplace organization pillar for Fiat Automobile Serbia. Starting from December 2011, in accordance with General assembly manager role, I was together with one Italian colleague from Turin project manager for General Assembly (project of facility and process budget was 94 million euro).
Than part of project etam for product 500L. After project finished, also after commercial launch of the car 500 L, than 500L with different options, after start of normal production (3 shifts with around 790 operators) I finished my engagement in FIAT on 1st of November 2012 with all business objectives fulfilled.
- Strengthened and restructured the organization during production than built the team for new projects and production of the new car
- Led and managed € 94 milion capital investment project, covering major construction works and the ordering, installation and comissioning of a production line involving equipment from 52 international suppliers
- Organized and led a cross-functional team through trials, process improvements and validations, succesfull bringing a new mid-size car model into full production and ensuring quality, efficuency and on-time launch
- Executed a factory strategy to achieve FIAT manufacturing standards
- Actively involved in WCM (FIAT's continuous improvement system), responsible for GA and also WO organization pillar leader for FCA
General Assembly - Various Roles at Factory "Zastava automobili" (1996-02 – 2009)
- 2007-2009 Head of Technology department in General Assembly
- 2004-2007 Chief of project, head of technology department with 45 employees
- 1999-2003 Manager of Plant for final vehicle's adjustment
- 1997-1999 Assistant Body shop factory manager
- 1996-1997 1st projectant in General Assembly Technology department
