Director of operations is responsible for leadership, management and performance of operations' management team and assets at biscuit factory Jaffa doo in city of Crvenka, located in northern Serbian province of Vojvodina. He aligns and sets short- and long-term goals of operations and reports directly to CEO of company. Operations’ teams are situated in following departments: Production, Maintenance, Investments, Quality Assurance, Planning, HSE, Hygiene and General Affairs related to company facility of Jaffa doo in Crvenka.As from April 2017, production sites Banini in city of Kikinda, also situated in Vojvodina, were acquired by Jaffa. Therefore, scope of work and responsibilities remained same and included also two production sites of Banini in Kikinda. This was highlighted by joint effort by local teams in Kikinda and Crvenka to optimize lines, portfolio and capabilities of people working on three locations: 2 in Kikinda and 1 in Crvenka. It includes management and development of 500+ employees in Jaffa Operations.My work is currently dedicated to organizational and market challenges in order to provide clarity of goals, their alignment to company goals and strategy and higher engagement of shop-floor personnel. Main drivers of this change are enabled through operations' management team members and their "better" versions of themselves shown in everyday work at shop-floor. Joint problem solving among management team members and role modeling executed and shown on shop-floor are main enablers for further improvements and development. Additionally, this is base for further development of TPM structure in production and maintenance.

Appointment to position of Production Director in Carlsberg Srbija came in May 2012. New roles and responsibilites are related to quality, service, cost and people performance and development mainly for brewery site in Celarevo, although in some areas expanded for whole Carksberg Srbija Group (ie food safety and quality responsibility, etc).My work was dedicated to new organizational and business challenges in order to provide higher engagement of employees, clarity of goals and exquisite performance.Main drivers of change and very good results are team performance and leadership. How we did it was related to clarity and alignment of goals, Lean TPM structure and focus on employee interaction and development.Exquisite performance was evident, as we have succeeded to improve shop-floor employee engagement (as per company survey and Model Line survey), OEE increase (all packaging lines have shown excellent increase in OEE, 3-7% YoY, some reaching benchmark in beer industry of 85%, ie DM, KEG Line), utility consumption decrease (YoY decrease of 3-6% in energy and water consumption), quality increase (number of complaints and market evaluations of beer improved), HSE improvements (number of accidents decreased YoY for 15%) and Lean TPM improvements. In last year of my work, as Production Director in Celarevo brewery, we started Model Line program, supported by external consultant Solving Efeso and Production team managers, that showed excellent results and was recognized as the best model by central SC team in Switzerland.I have been participant of High Performing Team training organized for Executive Board of Carlsberg Srbija by Group HR (3 modules of High Performance Team trainings, 3 day modules) and corporate ALDP program for future leaders (Advanced Leadership Development Program). ALDP was organized in 4 weekly modules and supported by well known trainers and consultants: Emmanuel Gobillot and Shaugn O'Calaghan.

C-Lean journey in Carlsberg Srbija started in 2008 and has already passed 5 waves and accomplished desired level of improvement culture for every wave and delivered agreed financial targets according to plan. All agreed activities have also been done on time (5S, packaging material usage optimization, stock level optimization) in order to provide efficient yet flexible way of work in Production department.The major lever for good accomplishments were members of management team members in Production department who were changed through new mindset (to become "ambassadors" of Lean work and Winning Behaviours), role-modeling and flexible manpower system (rotation of work positions as a part of long-term plan to create the flexible management team structure).Several multi-functional and cross-department projects and activities have been accomplished during C-Lean journey in Carlsberg Srbija: improvement of current Management Control and Reporting System (new meeting structure aligned with Lean approach), joint problem solving at shop-floor, invoice and document flow optimization (Finance and Production team in Carlsberg Srbija), Optimization of empties flow and storage space (Logistics and Production team), Employee Development through off-line and on-line training (autonomous lubrication, autonomous change-over training, motivational lever managing; done by HR and Production team).In addition to that, support was given to Logistic department to go further into Lean journey, starting from summer 2010. Several initiatives has already been finished (introduction of new Management Control and Reporting System, PDCA board meetings, operational improvements, etc) and some are on the way (new employee development structure), with new ones always emerging (usually initiated by shop-floor).

My responsibility, as investment supervisor, was to manage investments projects to be finished in contractual way, on time and in budget. Additionally, in close relation with DanBrew, following of LTD plan was to be respected as well as agreed financial targets and figures related to projects: invoice control, document flow, expenses follow-up, paying and fulfillment of contractual obligations and specifications. I was also positioned as project manager for several strategic projects as: COMBI Line installation and commissioning (combined NRGB and CAN Line with nominal speed of 30.000 bph), New packaging machines (cluster and multipack machinery), DraughtMaster Line installation, Relocation of PET Line and KEG Line (totally relocated by local manpower and machinery), separation of waste water drainage system and all other smaller projects in packaging and B&P department (introduction of new brands: Holsten, Carlsberg, etc). All those projects have been led in parallel in order to meet demands of fast growing market (10-25% rise in sales every year from 2005 to 2008) in Serbia.

During my work in packaging department, my colleague and me were responsible for several packaging lines: RGB Line, NRGB Line, CAN Line, PET Line and KEG Line, in terms of manpower organization and its training (close to 100 people, most of them working in 3 or 4-shift system), managing of shift-leader development and work, product quality and new product development (together with marketing department). During my work in packaging department, I was leading and participating all major initiatives and projects in Production department (ProdEx – Production Excellence Program, transformation of front-line organization – training and reorganization of packaging teams, ISO system implementation, etc).