Experience

• 

  Carlsberg serbia

  Mar 2009 - Dec 2011

  After more than one year working in Continuous improvement department, his new position has been “Project leader” in Investments department. There he has received new obligations :1. COST CONTROL of each project in production. Developing new system for tracking cost of all projects. Developing of business cases.2. Responsibly for finishing all projects on specified TIME. Developing GANT diagram for all projects.3. Control of QUALITY of performed projects. 4. COORDINATION subcontractors on site Show less In first period of his professional engagement in Carlsberg his work was mainly based on LEAN activity:1. TPM Preventive maintenance Autonomous lubrication ABC analysis and optimization stock of spare parts(min-max level) Improvement of change-over Developing of plans for overhauls Developing carton of machines Making visual instructions Developed daily reports and tracking list 2. 5S Introducing 5S standards to shop floor operators Developed visual instructions Training operators Sustain 3. SOLVING PROBLEMS Introducing and developed PDCA boards Introducing and developed KPIs Solving complex problem using: Ishikawa , pareto diagram, impact/effort diagram , interrelationship diagram Value stream mapping4. DEVELOPMENT OF EMPLOYEES Developing Matrix of skills for each employees Developing “Godfather” system Training operatorsNikola was introducing LEAN principles in all departments of production( packaging lines and primary production), infrastructure( boiler house, wastewater treatment plant , chemical preparation of water, Biogas station…),maintenance department, logistic, and some initiatives have been done in purchasing department . All His work was done in accordance to IMS, ISO and H&S standards. After more than one year working in Continuous improvement department, his new position has been “Project leader” in Investments department. Show less

  • Project Leader

    Dec 2010 - Dec 2011

  • Continious improvement specialist

    Mar 2009 - Nov 2010
• 

  Pepsico

  Dec 2011 - now

  In this role, he provides thought and tactical leadership to the Maintenance priorities within the Global Operations team, which drive agile, sustainable, and scalable solutions across all Sectors, focusing on a long-term strategy to drive Operations transformation. He focuses on driving productivity and capability in Maintenance through his leadership of the Global Maintenance Council. He leads the development of Global Maintenance Strategy and Programs, supports the deployment of strategic maintenance, recon/utilities, and MOH-parts initiatives, defines/aligns Global KPIs, performance goals, and standards, leads Controls & Information Systems Strategy and Programs, and support digital capabilities as SME for Maintenance. Show less The function’s main objective is to set the Maintenance strategy for more than 20 Beverage and Juice sites in Europe. The role’s primary focus is to lead, design & govern the deployment of a Maintenance program and subsequent Maintenance support across the Beverage & Juice categories. One of the most important goals of this role is building capabilities of Regional Asset and Reliability Managers to be able to support plant Maintenance teams to achieve world-class maintenance. Apart from building capabilities, the role is also focused on benchmarking and identification of opportunities for all Juice and Beverage plants in the European sector. This is a key role within the European Central Technical Services, function with regional and sector coverage and as such require a range of technical and leadership capabilities. Show less The function’s main objective is to set the Maintenance agenda to ensure effective, efficient transfer of standardized Maintenance best practices across more than 30 Beverage and Juice sites in Europe.The role’s primary focus is to lead, design & govern the deployment of a Maintenance program and subsequent Maintenance support across the Beverage & Juice categories. This is a key role within the European Central Technical Services Maintenance function with regional and sector coverage and as such require a range of technical and leadership capabilities. Show less To design & manage the maintenance strategy(PEMM- PepsiCo maintenance methodology) and sustainability strategy(ReCon - Recsource conservation PepsiCo program) across the site, in order to ensure maximum efficiency of equipment, whilst meeting operational requirements. To lead site engineering department to implement this programs effectively. Provide leadership in designing preventive maintenance plan and condition monitoring program. Manage effective execution of all maintenance tasks, reviewing efficiency and quality of executed works. Develop master maintenance plan. Ensure full compliance to plan and analysis of operational performance. Control and track stock of spare parts in warehouse. Based on shared best practices or innovative ideas identify maintenance improvement opportunities and set a clear action plan to drive cost effective maintenance and plant efficiency.Develop a strong analytical data system: repair & maintenance spend, downtime analyse(MTBF, MTTR,Pareto, RCA, Ishikawa...), maintenance KPIs, sustainability KPIs(energy and water)...Provide essential support as part of the Plant Management Team in the formulation of the AOP. Sets future budget based on performance, aligned to overall site targets for defined area of responsibility. Track and control current Maintenance budget. Manage of Preventive Maintenance Team. Coaches of all direct reports in Maintenance Team, skills assessment of team members and construction of development plans. Execute, contribute and lead all Capital Projects in plant.Leading implementation of ReCon program. This PepsiCo program has designed to reduce Energy, Water and Waste. It’s a balance of people, processes and technology. Identifies opportunities and quantifies the savings. Optimize process of production through the implementation of ReCon initiatives... Show less Preparation and planing maintenance work, in such a manner that the continuity of the production and secondary processes are guaranteed and are in compliance with technical availability, safety and quality standards. This primarily involves:- Develop plans for PM of all lines in plant- Develop and introducing 12 KPIs in maintenance department- Develop daily reports and establish tracking of efficiency of maintenance department- Deal work orders for maintenance department, on daily basic - Support all CAPEX project - Planing of PM work in consultation with maintenance Team Leaders and Production, allowing future modifications to production installations- Commissioning of tasks and instructing of stuff- Instructing of mechanics and contractors based on professional competence- Overseeing/supervising of work activities and pointing out any corrections- Monitoring progress and providing feedback to those involved in executing the work activities in accordance with planing agreements- Solving the issues which can/may not be solved by stuff members- Analyze and optimize stock of spare parts in warehouse- Manage and track all Legal permits and licenses in plant, including all building permits for construction projects- Manage preventive maintenance teamLeading implementation of PEMM (PepsiCo Maintenance Methodology). Leading implementation of ReCon program. This PepsiCo program has designed to reduce Energy, Water and Waste. It’s a balance of people, processes and technology. Identifies opportunities and quantifies the savings. Optimize process of production.. Show less Main obligations on position FLM are:- To organize manpower of 130people (most of them working in 3 or 4-shift system), evaluate their work and behaviour- Responsible for the fulfilment of the production plan(target is more than 95% from plan order)- Responsible of quality of products.- To support H&S transformations in production area- To support develop of new products- To support AIB(performs annual audits, focusing on food safety programs, pest control, operational methods, personnel practices, maintenance and cleaning practices)- Control efficiency of machines and equipment through KPI-sIn period from December 2011 to May 2012 in his zone of responsibility was seven production lines (Extrusion lines, pallet line, popcorn line and baked lines).From May 2012 to September 2012 he has been rotated and received another three production lines in zone of responsibility. On those three production line(Fried Nuts line, Roasted Nuts line and Potato Flakes line) he managed with manpower of 70people. Show less

  • Global Maintenance and Reliability Senior Manager

    Jun 2023 - now

  • Maintenance Lead PepsiCo Europe

    Sept 2021 - Jun 2023

  • Maintenance Program Manager Beverages & Juices

    Jan 2018 - Sept 2021

  • Maintenance Category Expert and Trainer

    Jun 2016 - Jan 2018

  • Maintenance Planning and Sustainability Leader

    Apr 2015 - Jun 2016

  • Maintenance Planning Engineer

    Oct 2012 - Apr 2015

  • Front line Menager- FLM

    Dec 2011 - Sept 2012