Miljan Markovic
Tampa,FL
Summary
Operational Excellence and Project Management Director with international manufacturing experience. Responsible for the Operational Excellence program supporting 21 operations in the US and worldwide. Includes all strategic planning, short-term and long-term financial performance to the business through training, coaching, and project management associated with Continuous Improvement and Reliability, Quality, and Enterprise Project Management Departments. Experienced in manufacturing operations including assembly, machining, maintenance, testing, packaging, scheduling, quality, warehousing, shipping, and receiving. Demonstrated success in building and managing effective teams, leading in cross-functional environments, and reducing overall operational costs.
Overview
16
16
years of professional experience
Work History
Director of Operational Excellence
JAMES HARDIE
01.2024 - Current
- Collaborating with stakeholders to identify, evaluate, and facilitate prioritization of strategic, tactical and operational opportunities
- Develop and implement strategy deployment approach for NA network
- Directs, manages and supervises Operational Excellence Department staff
- Works with Alliance leadership and all levels throughout the organization to advance operational excellence, acting as a subject matter expert
- Provides strategic leadership with enterprise performance measurement systems to systematically monitor tactical and operational performance and identify performance deviations requiring intervention
- Performing program management analysis and evaluation, applying change management principles, and utilizing appropriate Operational Excellence methodologies and tools to achieve and sustain desired results
- Reviewing and assessing overall department functions, core work, goals and structure, developing and implementing short- and long-term planning to achieve strategic objectives, and completing an annual department assessment
- Overseeing organizational training and development on all aspects of CI and Process Improvement, Strategy Execution
- Developing and recommending resource optimization plans, consulting on process re-design efforts and leading complex, proactive organization-wide operational assessment and readiness initiatives
- Participating in strategic planning and implementation of the Operational Excellence Department operating goals to advance the organization
- Modelling and promoting effective interdepartmental communication
- Developing performance measures related to strategic, operational and process goals and presenting to staff, leadership and the Board, as directed by the COO
- Providing mentoring, coaching development and growth opportunities for staff and subordinate supervisors
World Class Manufacturing and Project Management Director, Tarkett Sports Division
Tarkett Inc.
01.2010 - 01.2024
- Create vision and objectives for all Operational Excellence pillars for Tarkett Sports Division
- Prioritize deployment of Safety, Cost and Quality Pillars (train local teams, organize and help create local teams, deploy the pillar, and build up the knowledge)
- Support local teams to align with methodology and properly choose, establish, and develop model and expansion areas
- Http://www.tarkett.com/
World Class Manufacturing -AM and PM Central Pillar Leader
World Class Manufacturing -AM and PM Central Pillar Leader
09.2015 - 03.2019
- Create vision and objectives for AM, PM, WPO pillars for North American Division of Tarkett
- Deploy AM pillar in 9 factories in Tarkett North America (train local teams, organize and help creating local teams, deploy the pillar, build up the knowledge)
- Deploy PM pillar in 9 factories in Tarkett North America (train local teams, organize and help create local teams, deploy the pillar, build up the knowledge)
- Deploy WPO pillar in 9 factories in Tarkett North America (train local teams, organize and help create local teams, deploy the pillar, build up the knowledge)
- Support local teams to align with methodology and properly choose, establish and develop model and expansion areas
- Organize and lead AM and PM communities in the North American Division (monthly calls between all factories, reporting, best practice share)
- Organize and perform coaching visits to the factories to keep local teams aligned with the methodology
- Organize and perform Operational Excellence audits
- Lead crucial CAPEX projects for TNA division using EEM pillar and methodology (Early Equipment Management)
Production and World Class Manufacturing Manager
Production and World Class Manufacturing Manager
China – Beijing
01.2015 - 09.2015
- Introduce and educate local managers and supervisors on startup steps for World Class Manufacturing: Safety pillar, Quality Control pillar, Professional Maintenance pillar, Autonomous Maintenance pillar
- Train and educate local managers and supervisors on: Quick Kaizen, Standard Operating Procedures, Standard Maintenance Procedures, Before-After Kaizen, EWO forms, C-EWO forms, EWO and Q-EWO data collecting, AM calendars, PM calendars
- Shop floor organization: daily meetings, communication, setting KPIs and goals, presentation of daily and weekly results, shift organization, shift leaders and group leaders responsibilities and duties
- Organization of weekly meeting concerning safety, quality and maintenance in aim to follow up projects and action plans
- Educate local managers and supervisors on Tarkett best practices from other plants (Sedan - France, Clervaux - Luxembourg, Korz - Germany, Backa Palanka - Serbia, Renobley - Sweden)
- Help to deploy quality management approach (support a newly appointed quality manager)
- Help to deploy equipment maintenance for HE and HO line, startup of PM pillar
- Lead by example during production: partner with the local managers to increase the level of expectations on operators behaviors regarding product quality and safety
Plant Manager
Plant Manager
01.2013 - 01.2015
- Regular member of Safety Steering Committee and Safety Pillar
- Responsible for the health and safety for all employees at production line and production order in cooperation with Logistic Department
- Shift organization on the daily and weekly level to secure safe and regular production
- Responsible for the quality of the product, controlling internal standards and regulations
- Responsible for the ISO standards in production
- Improved shop floor management concerning daily routines, daily meetings, EWO forms, C-EWO forms, P-EWO forms
- Improved shop floor management concerning daily goals for each part of the line, for each department
- Created AM / PD education zone for operators with examples and projects
- Created small library with methodology, production standards and project files, for people education
Process Engineer
Process Engineer
08.2010 - 01.2013
- Responsible for part of the production line for heterogeneous vinyl floors: Coatings and Printing Area; for safety, Quick Kaizen, process standards
- Managing glass tissue and developing new type of glass tissue with suppliers
- Organization of production orders and cooperation with logistic to meet client requests
- Shift organization for that part of the line
- Role of fire/health and safety officer for the production line
- Member of QC pillar, leader of large QC projects which were presented on WCM audit
- Problem solving methodology implemented in projects
Education
Master’s degree - Materials Engineering – Polymer/Plastics Engineering
University of Novi Sad
01-2010
Skills
Outstanding knowledge of World Class Manufacturing
Strong knowledge of Project Management Leadership
Operational Excellence and Strategy Development
Superb knowledge of flooring operations
Strong knowledge of CPM (Continuous Performance Management)
Well done organized and efficient
Oriented on self-education and career improvement
Excellent communication skills
Ability to collaborate and coordinate with other team members on projects and complex tasks
Ability to lead and coach larger teams
Strong analytical thinking and problem-solving skills
Excellent ability to transfer experience into a problem problem-solving tool
Accomplishments
- Geenfield investment: New LVT plant in Beijing, China, $32M.
- Expanded tufting production with 4 new lines, $4.2M invested.
- Achieved $7.2M annual savings across five finishing plants through productivity and efficiency initiatives.
- Delivered $8M in tufting production improvements, elevating OEE by 18%.
- Delivered $16M improvement across two vinyl wallbase plants, increasing OEE by 21%.
- Implemented AM pillar methodology on the production line; collaborated with AM team to establish multiple best practices and deployed steps 0–4 on five key machines.New LVT Plant in Beijing, China - greenfield investment of $32M
- Expansion of tufting production facility with 4 new lines $4.2M
- $7.2M savings within 5 finishing plants trough efficiency and productivity improvement
- $8M improvement in tufting production with OEE improvement of 18%
- $16M improvement in 2 Vinyl wallbase plants with OEE improvement of 21%
- Implemented AM pillar methodology at production line, created several best practices with AM team, implemented steps 0-4 at five main machines in the production
Timeline
Director of Operational Excellence
JAMES HARDIE
01.2024 - Current
World Class Manufacturing -AM and PM Central Pillar Leader
World Class Manufacturing -AM and PM Central Pillar Leader
09.2015 - 03.2019
Production and World Class Manufacturing Manager
Production and World Class Manufacturing Manager
01.2015 - 09.2015
Plant Manager
Plant Manager
01.2013 - 01.2015
Process Engineer
Process Engineer
08.2010 - 01.2013
World Class Manufacturing and Project Management Director, Tarkett Sports Division
Tarkett Inc.
01.2010 - 01.2024
Master’s degree - Materials Engineering – Polymer/Plastics Engineering
University of Novi Sad