At company Pestan I was the Manager of the unit for plastics molding injection processes. This department had 206 employees, organized in 3 working shifts on 96 machines.The unit which I managed was composed from the planing, technology, administration and WCM sections. The main responsibility was to produce and deliver quality product for various customers abroad.

Starting from basic 5S approach, basic principles, tools and methods (5 Why’s, 4M, Practical Problem Solving – Kaizen, A3 . . .) have been implemented.

In September 2012, began working at the company Magna Seating (Odzaci – Serbia), as the Production manager. On this position, takes full responsibilities for high quality, precise and accurate delivery of seat covers to Mercedes and FORD. Now, Magna Seating has 513 operators, 162 machines (2 CNC cutting machines) organized in 3 and 4 shifts. Production is 80% manual and organized into 16 lines . Production management is composed from 3 shift leaders and cutting supervisor, with my constant presence at the shop floor, in order to have direct contact with the operators.Leader of KAIZEN team in the plant.Magna Seating was the greenfield investment. At the early stage of construction works, I had to follow the infrastructure works, in order that everything will be in compliance with the safety requirements and projected technology. Alongside those activities, we began to design the process layout, material flow and layout for each machine. At the same time, managed the production activities in rented facility. In that time there were 60 operators in 3 shifts.

On this position works as a process supervisor with following obligations:- Managing daily production activities- Workplace and workforce integration activities- Resource management (daily, monthly and forecast)- Managing with all the activities about Safety & Environment (unsafe conditions, unsafe acts registering)- Direct and indirect material flow- Managing the Cost reduction projects and data collection (non transformation loses and waste)- Quality control and integration into process - People management (skill mapping, people developing, Human error solving)Also works on this position & as the WCM coordinator in Paint Shop

From October 2009 starts to work for FIAT Group Automobiles in Kragujevac, on the position of Coordinator for World Class Manufacturing activities. With various improvement projects that we developed and implemented, in 2010 we achieved ≈2.000.000 Eur savings on the shop floors. Also, in second half of 2010, we opened and closed over 500 kaizens (≈300 Quick Kaizens, 180 Standard Kaizens and 20 Major Kaizens).Was trained about WCM in Turin – FIAT WCM Development Center & FIAT Cassino during 2009 & 2010. First task was to spread the knowledge to the people, and then to manage the teams that are working on projects, giving them instructions and help about methods and tools that they need to use. Held over 1000 working hours of training about Lean and WCM. Trained over 500 employees.Currently has a complete knowledge about PDCA (Plan, Do, Check, Act) approach, and methods and tools which can be used in this approach. Have the knowledge for more than 30 various methods and tools that are in use for this approach (5G, 5W+1H, 4M, 5 WHY, OPL, SOP, KAIZEN tools . . . ).

Managing the team that worked on developing of Center for Purchasing and Selling (CPS) from concept to full operation. Developed CPS business from spare parts (FIAT spare parts) to others (PETRONAS Fl Italy – ex SELENIA, Valvoline lubricants and etc). Fully responsible for running of this business till 2009. CPS had turnover of around 4 million EUR in the business with FIAT Spare Parts in 2007 and turnover of around 5 million EUR in 2008.Defined and established all the working processes and procedures starting with market needs, following with purchasing in FIAT, PETRONAS or VALVOLINE, logistics process and selling of goods on following markets: Serbian, Montenegro, Bosnia, Croatia, Slovenia and Macedonia. On the Serbian market CPS had a selling network that had 25 contracted dealers covering whole territory.Also initiated, developed and concluded business discussions and signed the Contract with PETRONAS about import of Selenia Lubricants.

Directly worked on developing projects for the factory. Worked in cross functional teams during negotiations with FIAT in 2006, and after that with OPEL too. Lead direct negotiations with American Company ZMW that had intention to buy-out ZASTAVA. Worked with expert team from Harbour Consulting in order to evaluate ZASTAVA assets and to prepare Due Diligence. And had a business contact with other foreign companies from automotive industry. Directly worked in managing team for realization of CBU and CKD contract with FIAT.

Work on reducing of after-sales network costs (through reducing claims in warranty period). Lead the after-sales network developing and education in Serbia. After good results promoted to strategic marketing team. In that time managed to raise sales network on higher level, reducing the costs (transport and marketing) and defining the new commercial politics for the factory. Implement the “Call center” in the factory for customer care and sales info. Lead the project for Recycling of Zastava cars.