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We have aimed since 2014 to equip all our employees internalizing basic concepts and have helped them adapt to a lean management culture through basic training and pilot practices. Additionally, we have focused on creating a complete and sustainable structure within the company through the setup and revision of basic systems since 2015.

TQM Our fundamental principles in Total Quality Management are the cornerstones of our way of doing business across our company.

  • Showing Leadership
  • Customer-Oriented/Customer Satisfaction
  • Participation by All and Effective Communication
  • Continuous Improvement – “Kaizen”
  • Preventive Approach
  • Process Management
  • Management by Targets and Data
  • Continuous Education and Learning Organizatio

PSM As for the Problem-Solving Methodology, we apply the “Kobetsu Kaizen in 10 Steps,” SMED, or Lean Six Sigma methods depending on the subject and team competency.

PST As for Problem-Solving Techniques, we effectively apply many techniques including brainstorming, fishbone, why-why analysis, how-how analysis, Muda (waste) analysis, trend/distribution/pie charts, Pareto analysis, workflow diagram, OHS risk analysis, and Ergonomic Quick Exposure Analysis in problem analysis and resolution.

Suggestion System: We regularly promote the suggestion system as the most basic tool for continuous improvement and the intellectual dynamism of all employees. We consider them as recognition-appreciation opportunities and include them in employee targets for continuous motivation. 

QC Quality Circles were offered to our blue- and gray-collar employees as a tool to encourage them to take initiative in their working environment to resolve the daily quality, efficiency, ergonomy, and occupational safety issues and problems through teamwork. The employees appreciated being able to resolve their issues through their own efforts and improve their work outcomes.

CIP Continuous Improvement Programs are very effective and successful schemes where our upper and medium management assign the high-impact problems filtered through reports (efficiency, quality, maintenance, etc.) to a team of white-, gray- or blue-collar specialists experienced in daily workflows. We apply the Root Cause Analysis, SMED, or Lean Six Sigma methods in these projects depending on their subjects.

SMED Single-Minute Exchange of Die is a very special method that is very much appreciated by all employees. The method is used to reduce transaction or change durations substantially in maintenance, production and quality processes in both QC activities and SIP projects.

Thanks to the 5S system, our working spaces disposed of unnecessary materials, and we created neater and cleaner areas, working on minimum excess inventory. This helped to not only reduce operating capital, but to increase work and worker safety, ergonomy, efficiency and quality. We ensure the continuity of 5S systems through continuous and periodic training and a dedicated auditing system.

FMEA Failure Modes and Effects Analysis help us reveal and resolve potential unseen risks in our lines. We apply FMEA prior to launching new enterprises and R&D projects and update existing FMEAs following improvements in QC, SIP, and customer complaints.

KPI targets were expanded to include the number of suggestions, number of QC activities, number of SIP/Lean Six Sigma activities, number of 5S fields, training subjects and the number of participants, and the QC activity dissemination activities. Subsequently, lean management became a continuously monitored and practiced tool in the factories.

Within the scope of the Recognition-Appreciation system, the suggestion, the QC and the SIP rewarding system were revised and implemented. The QC and SIP activities completed at our factories every year are presented by our employees at Local Quality Summits. The most successful teams at these summits proceed to present their work at the KEAS Global Quality Summit in Istanbul to the senior management and representatives from other factories. The most successful teams at the KEAS Global Quality Summit, on the other hand, are encouraged to present their work on out-of-company platforms, such as KalDer.

The Lean Six Sigma method was included as a problem-solving methodology applied to SIP problems. We organize annual training programs to increase the number of employees who are Six Sigma Certified Green Belt with a subsequent increase in the number of projects.

Many practices constituting the TPM Total Productive Management infrastructure are effectively used at our factories, and the pilot for the systematic infrastructure was launched in our Tarsus factory. We will develop the practice and incorporate it in our other locations.