Consultant Profile
Milos Tipsarevic

Milos Tipsarevic is a Senior Consultant with DRM Associates, a management consulting and training firm specializing in new product development (NPD). He has over twenty years of working in many segments of industry with strengths in improving revenue and profitability with NPD projects, enhancing processes to shorten lead times, introducing cost saving initiatives, improving supplier integration, and implementing Kaizen, Agile and Lean Six Sigma methodologies.

Prior to his career as a consultant, Milos served in various roles such as design engineer, manufacturing quality engineer, cost reduction leader, global product engineering manager, business development manager, and corporate consultant.  He has previously worked at Ford, Visteon, CHEP and Danfoss.

His experience includes:

  • Organized and facilitated FMEA in a large program in Danfoss. As a result, the project team exceeded their own expectations as they competed a System FMEA in three days (vs. a planned two weeks) due to strong preparation, scoping and executing the FMEA workshop in a structured way.
  • Generated €2m in Revenue with Honda by conducting a value stream map of their European Supply Chain, carrying out data analysis of product packaging and implementing a returnable packaging model.
  • Undertook assignment to improve supplier integration in New Product Development in Danfoss. Performed assessment of the key suppliers broken down to key categories in one of the business segments. Based on that initiated dialogue with R&D directors how to develop category strategy that leads to better selection and development of suppliers for future NPD projects. On outset, the business unit has developed and executed the strategies where they proactively selected and designed suppliers’ involvement in NPD projects.
  • Facilitated Kaizen events on NPD projects and trained line managers in different organisations how to facilitate those events. Ran 12 workshops with different project teams. During those Kaizen events, we found a potential to eliminate 120 days, or 10 days per event on average. 7 out 12 new SOPs were implemented resulting in 88 days being saved during project execution.
  • Worked with one organization to improve target revenue realization. Previously when the product was launched, the sales team would start tracking launch performance and the actual sales. Revenue deviation from actual sales relative to projected revenue in the business case for the given fiscal year was on average a negative 50%.  Facilitated ten workshops where management had to brainstorm, define and prioritize actions aimed at improving the delivery of targeted revenue from future NPD projects.  As a result, NPD projects saw improvement in realization of targeted revenue from 50% to 75%.
  • Undertook an assignment to challenge a large program on how well they can engage plastic tool-maker in the development projects arising from that program. Facilitated a workshop with the cross functional project team aimed at developing a detailed process for tool-makers’ engagement and for defining R&R for the project team and the supplier.
  • Reduced Average Project Duration from 18 to 14 months by implementing Kaizen culture, improving supplier involvement, utilising Agile project practices and creating a performance management system across Danfoss.
  • Achieved TS16949 Accreditation by taking ownership of the project, reviewing existing progress, explaining what the TS entailed, coaching and supporting the team and ensuring tools were scaled and implemented across Danfoss.
  • Improved Project Audit Scores from 55% to 66% by creating a training programme called “Leadership in NPD”, promoting the workshops globally and implementing employee engagement surveys
  • Increased Project Delivery by 14% gain by the introduction of an agile project execution model, testing the methodology on 5 Pilot Schemes, promoting a “War Room” culture and rolling out on a global basis
  • Achieved Cost Targets within a 5% deviation on 4 global projects by developing the Cost Down Engine, creating a process to reach the target, and working with the VE Centre in India to analyse costs
  • Grew Revenue by €10m because of project managing an outsourced development of inter-stackable plastic containers and winning new business with Tata Motors in India and Ford and Holden in Australia
  • Increased revenue potential by €20m with Electrolux by analysing their current supply chain, proposing a returnable packaging solution, and targeting their 200 suppliers.
  • Saved €100k in 4 years by project managing the delivery of a range of plastic containers on time and within budget, sourcing the factories, investing €5m on tooling and forecasting payback within Year One.
  • At CHEP, reduced product development lifecycles from 12 to 8 months and achieved a 70% reduction in design and development costs identify outsourcing opportunities and negotiating a contract.
  • Reduced costs by €250k on starter motors by facilitating a value engineering workshop with a supplier and influencing the supplier to create leaner manufacturing processes and source cheaper components.
  • Undertook Finite Element analysis simulation of vehicle crash and how it impacts on the plastic fuel rail strength. Optimised plastic fuel rail design based on simulations for Ford mid-size vehicles. This was implemented in 2004 as the biggest cost saving idea for powertrain systems across Ford Europe. The saving was 50% (fuel rail price was reduced from 8 to 4 USD).

Milos received a BSc degree in Mechanical Engineering from Belgrade University and an MSc degree in Advanced Mechanical Engineering from Imperial College, London.  He also has a diploma in Economic Principles from Birbeck College, London. He is a Member of the Chartered Institute of Mechanical Engineers (IMechE), a Chartered Engineer (CEng), and a Six Sigma Green Belt.