Ozon Tekstil

Lean Manufacturing

LEAN PROJECTS

Project Name: Knitted VSM Printed Young Tshirt Lead Time Project

Main Category: Process Development

Project Purpose: Shortening Lead Time, Ensuring Understanding of VSM Technique

Date: October 2018

Project Owner: Lean Institute and Ozon Textile What ? VSM (Value stream mapping); It is a method that analyzes the flow of value-creating and non-value-creating activities to create a product or service.

What Have We Done?

With the examination made in Ozon Tekstil production group, the Knitted Printed Young Tshirt product family with the highest turnover was determined. The current situation value mapping of the product family was made and 7 different attack points were created by determining the points that cause the problem. Kaizen teams were established for the actions to be taken at these points, and the data were started to be examined in asakai meetings and meetings held within the scope of the project. In the light of these actions, the process was completed with the future situation value mapping and the new situation was commissioned.

Project Name: Asakai

Main Category: Process Development

Purpose of the Project: Spreading the lean manufacturing philosophy and creating a problem solving culture

Date: December 2018 Project Owner: Lean Institute and Ozon Textile

What ? Asakai; It is the production evaluation meeting held in the production area and in the field (Genba) with the participation of representatives from all departments within a certain format within the enterprise production.

What Have We Done?

As of December 2018, Asakai started to be made in GENBA. Starting with the occupational health and safety issue, the meeting production follow-up is carried out as an assessment of the previous day on quality and delivery issues. The meeting is concluded by sharing the expectations of the units from each other. To see the problems instantly, to intervene. By identifying recurring problems, it provides an environment for action to address root cause.

Project Name: Sivas Team Leader Development Program-1

Main Category: Lean Education

Purpose of the Project: Making applications in the field with classroom trainings to give team leaders lean competence

Date: February 2019

Project Owner: Lean Institute and Ozon Textile

What ?

Team leader development program-1; It is a training program that aims to provide leaders with lean competence and knowledge skills so that they can manage their processes according to Lean production techniques.

What Have We Done?

Thanks to this program, which started for team leaders who will reflect the Lean Management approach throughout the company, it was aimed to establish the lean management (management with goals) logic. A standard work structure was created to ensure the team leaders’ process control. In order to create a sustainable and continuous improvement philosophy, KPIs to be followed by team leaders were determined and 5-minute team meetings were initiated before each shift. They were expected to be taught early diagnosis with process follow-up and the methodology of producing solutions without problems. At the end of the program, the program was completed with the team leaders determining a problem in their field and working with the A0 problem solving method. The continuation of the process is continued by the Continuous Improvement department. Most importantly, improvement was achieved in the awareness of ownership, team management and team management responsibility.

Project Name: P&D Lean Process Development Main Category: Process Development

Purpose of the Project: Identifying and eliminating process bottlenecks, shortening model production times

Date: April 2019 Project Owner: Lean Institute and Ozon Textile

What ?

It is a study that aims to improve Production Development processes with VSM (Value Stream Mapping) technique.

What Have We Done?

In this project, which was initiated to provide measurable process management, the lead time was determined by mapping the current situation. By improving the sample on-time performance, determining the actions after the detection of process breaks, ensuring uninterrupted workflow by ensuring line balancing in sample sewing, and shortening the lead time period by removing value-added work. As a result of these studies, the process was standardized with future situation mapping. A new process setup that will continuously improve, in line with the speed and agility expectations of customers, was implemented. It continues to improve continuously.

 

Project Name: Suggestion Evaluation System

Main Category: Process Development

Purpose of the Project: Employee participation, suggestion evaluation with Kaizen, creating and disseminating a problem solving culture

Date: December 2019

Project Owner: Ozon Textile

What ?

Suggestion Evaluation System; It is a project that enables employees to solve the bottlenecks and problems in their processes with Kaizens and creates corporate memory by recording this.

What Have We Done?

Based on the knowledge, skills and experience of our employees, kaizen trainings were given first to get new ideas and improvement suggestions that will contribute to the development of their businesses. In order to encourage and spread the culture of continuous improvement, they were expected to present improvement ideas on Environment-OHS, Quality and Cost. Ideas are evaluated by the board, scored and awards are presented to the suggestions.

Project Name: A3 Studies

Main Category: Problem Solving

Purpose of the Project: Creating a problem solving culture, ensuring the use of lean tools

Date: July 2019

Project Owner: Lean Institute and Ozon Textile

What ?

A3; lean manufacturing is a problem solving technique.

What Have We Done?

In order to support the Hoshin Kanri study, A3 training was given to all white-collar employees and continued. In this way, A3 studies were carried out for the problems encountered in achieving the company or department goals, and the points that hinder reaching the target were determined and solutions were implemented. Problem solving is a systematic task, different from firefighting. We have established the culture of swallowing bites that are large enough for every level of experts and managers to eat, that is, to break down problems and solve them. Without prejudice, without a culture of understanding the current situation, problems are solved in a way that saves the day, but they repeat in the future. A3 is an investment in the future.

Project Name: 5S Studies

Main Category: Process Improvement

Project Purpose: Ensuring the use of lean tools and improving processes

Date: January 2020

Project Owner: Ozon Textile

What ?

5S; It is a lean technique developed to create and maintain a quality working environment in organizations.

What Have We Done?

Ozon Tekstil employees were given 5S training. Along with the 5S studies, the improvement studies continue with the arrangement of the areas, the area gains, the improvement of the ergonomic conditions, the definition of the areas and the weekly routine inspections.

You cannot see the abnormal without knowing the normal.

Ozon Tekstil Üretim

Project Name: Supplier Evaluation

Main Category: Infrastructure Project Purpose: Establishing supplier assessment and evaluation infrastructure

Date: April 2020

Project Owner: Ozon Textile

What ?

Supplier evaluation; It is a work that ensures the measurement of our strategic business partners and the development of cooperation within this scope by creating a category.

What Have We Done?

With this project, the current situation was determined within the criteria determined for the preparation of infrastructure to support strategic planning with suppliers. A system has been established in which our suppliers can be evaluated regarding product quality and compliance with the plan, with the first priority being Social Compliance as supplier evaluation criteria. As a result of the evaluations, suppliers were classified and privileges were provided to our strategic and main suppliers, as well as studies were planned and implemented for the development of other suppliers.

Project Name: Robotic Process Automation

Main Category: Infrastructure

Purpose of the Project: Separating value-added jobs from manpower with the automation system

Date: July 2020

Project Owner: Ozon Textile

What ?

Robotic Process Automation; It is a project about managing routine and standard (repetitive) works with automation and shortening the lead time of the works that do not add value but need to be done.

What Have We Done?

In 2020, the first process of the robotic process automation project “Contract Creation Process” was completed and the first robot started working in a live environment. In the project, which aims to enable our employees to take their routine and standard workloads and spare time for activities that add value, the analysis of processes such as “Domestic (to DeFacto) Sales, Route Creation, Invoice Record Creation” has been completed and is about to be taken live.

Project Name: Lean Productino Linee

Main Category: Process Improvement

Purpose of the Project: Increasing efficiency, realization of lean field applications

Date: September 2020

Project Owner: Ozon Textile

What ?

Lean Production Line Project; It is a project that aims to create efficient and target-oriented production lines by using line balancing and Multi Skill techniques.

What Have We Done? Within the Lean Belt project, competencies were increased within the scope of line balancing, hourly production tracking, creation of standard operation forms, and a multi-skill training plan. Switched from performance tracking to OEE tracking. As a result of line balancing monitoring, mudas experienced on the line were identified and action points were determined.

Project Name: Hoshin Kanri

Main Category: Infrastructure

Purpose of the Project: Realizing the management with the targets and spreading it from the top management to the lower levels

Date: October 2020

Project Owner: Ozon Textile

What ?

Hoshin Kanri; It is a process-oriented systematic approach to align the daily activities of an organization with its strategic goals.

What Have We Done?

With the understanding of Hoshin Kanri, we set our strategic goals and shared them with employees at all levels. We asked how they could serve these goals. Each department and employee identified project topics and problem solving issues that could contribute to the goals. They prepared A3s for the determined projects. The root causes that hinder reaching the goal have been identified. The necessary actions were taken and solutions were implemented. A3s were followed up with monthly, quarterly and semi-monthly review meetings. Bugs fixed. Necessary steps were taken for the blocked points. With the A3’s reaching the target, an approach to strategic targets was achieved.