Origin of Excellence
Process Improvement Projects
Our team collaborates with the relevant departments during the implementation of Process Improvement Projects, to determine current and ideal operations planning. This analysis helps our team establish a schedule, develop main and auxiliary process maps, determine job descriptions, and supervise the completion of the respective forms and procedures for each task.
They then report these needs to our software team, supported by detailed documentation. In the next stage, the software team uses suitable resources to develop software programs that address these needs by a specified deadline.
The Process Improvement Team tests the Beta versions of the software before allowing trial access to intended users. Following the completion of successful testing and trials, these software tools are opened to active use. The Process Improvement Team monitors and supervises the appropriate and complete use of active software.
Our R&D Center and the Process Improvement Team closely follow digitalization trends. Project teams are established within the company to adopt applications that have the potential to benefit operational processes.
Although the textile sector makes us a people-oriented company, digitalization is more than just for automation purposes; it is employed as a tool for improving operational processes and optimizing performance.
Our aim is to achieve management of our processes over digital platforms while increasing personal performance and motivation by adapting to the age of digitalization. Sun Tekstil is one of the few textile companies to use robotic applications. The aim of our Robotic Process Automation (RPA) Projects is to reduce routine work for our workers, increase efficiency, prevent manual errors and ultimately improve employee satisfaction.
A separate committee within the process team evaluates and introduces RPA projects in order to increase the use of RPA across the company. Our sample department uses an end-to-end barcode system to track all processed samples and manages our sample processes over digital platforms. For teams working against a deadline, we employ digital calendar applications to meet delivery deadlines and improve active time management.
Our field personnel use programs installed on tablet computers to enter live results from our sub-contractors to generate accurate manufacturer performance reports in digital format. A barcode system is used for the production process monitoring the in-house manufacturing units, which makes it possible to implement productivity applications that can be monitored live on dashboards. Barcode scanners and alarm scanners used by our sub-contractors allow us to check units during the loading of the shipment.
Our training unit within our process department takes part in all projects. This unit prepares training sets for new software and digital applications and provides training to employees. Staff receives training programs prepared for each process throughout projects. Suitable orientation plans are prepared and implemented for new recruits who are provided with relevant training sets in order to improve their adaptation during the orientation period. Follow-up training is provided based on performance reports and auditing results.
The auditing unit operating under the Process Improvement Department takes an active role during the implementation of process projects. Auditing takes place periodically according to a schedule using auditing forms specific to each department. Auditing results are shared with relevant departments alongside position reports and BSC. The aim is to develop established and sustainable processes with the help of follow-up auditing.
The reporting unit then prepares and shares monthly and weekly manager reports. We use reporting tools with the aim of creating manager dashboards in a digital environment that gives real-time data.