Lean 6 Sigma

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Quality Improvement Teams


Tükek Holding utilizes the suggestion system in the identification of problems as well. For problems identified via the suggestion system, Quality Improvement Teams, which are completely formed of blue collar workers, carry out operations. During these operations, they use 7 basic quality tools. The teams, which are informed and trained via the aforementioned 7 quality tools, solve the problems with a project-based approach and submit the solutions to their managers.




Operations regarding the improvement of a minor but consistent issue are defined as “Kai Zen” operations. The goal of Kaizen is to develop the process continuously with small steps. Kaizen also aims to eliminate all kinds of wastefulness.


For Tükek Holding and its subsidiaries, the Suggestion System carries out One-Step Kaizen operations while the Quality Improvement Teams carry out weekly Kaizen operations. In some cases, white collar employees may support the blue collar employees


6 Sigma


In Tükek Holding, there is a Continuous Improvement Director who works for the Management Systems Directorate. The Management Systems Director and the Continuous Improvement Director are Black Belts. The Continuous Improvement Director is responsible for the coordination of operations, and both coordination and carrying out of trainings.


There is a champion in each establishment of Flokser Group. These champions, who are in the quality and system management, identify the points which will be handled in the project and take action to initiate the project. In addition, they inspect the results and work style of Quality Improvement Teams as well.


Black Belts and Green Belts are responsible for leading projects. Black Belts, who are establishment directors, serve as sponsors for other projects at the same time. Yellow belts are included in projects as team members. Tükek Holding started 6 Sigma operations in 2009. Since the year 2009, the Lean 6 Sigma has been increasing profitability and customer satisfaction, while at the same time enabling cultural transformation.



5 S


5 S is a project-based operation that is undertaken in the form of organizing the work environment for purposes of simplification and elimination of wastefulness. Its main aim is to initiate the arrangement of the work environment in order for wastage to be prevented, wastage points to be identified more easily and the environment to become more ergonomic and healthy.