Origin of Excellence
Our team collaborates with 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 respective forms and procedures for each task.
These needs are reported to our software team supported by detailed documentation. In the next stage, the software team uses suitable resources to develop software programmes that address these needs by a specified deadline.
Beta versions of the software are first tested by the process improvement team before allowing trial access to intended users. These software tools are opened to active use subsequent to the completion of successful testing and trials. The process team monitors and supervises the appropriate and complete use of active software.
Digitalisation trends are closely followed by our R&D Centre and the process improvement department who work on digitalisation projects. 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, digitalisation is more than just for automation purposes; it is employed as a tool for improving operational processes and optimising performance.
Our aim is to achieve management of our processes over digital platforms while increasing personal performance and motivation by adopting to the age of digitalisation. 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 programmes installed on tablet computers to enter live results from our manufacturers to generate accurate manufacturer performance reports in digital format. A barcode system is used for production process monitoring of 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 manufacturers allows 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 receive training programmes 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 which operates under the process 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 which operates under the process department prepares and shares monthly and weekly manager reports. We use reporting tools with the aim of creating manager dashboards in a digital environment which gives real time data.