To establish a global focus on Quality with governance function in regions and manufacturing plants. The incumbent will provide vision, objectives and global guidance on the most important building blocks such as Quality Management Systems, Processes and KPIs which will result in improved product quality, lower cost of non-compliance and lean processes. Flexible Packaging business segment has 28 manufacturing sites in currently four geographical regions (Europe, MEA, India and SEAO) and is employer for about 7500 employees.

I am responsible of two plants in İstanbul and Cairo to guide quality and EHS departments. Main responsibilities are customer claims, management systems, lean applications and following safety and environment regulation and management systems.

I am managing receiving inspection, process control, test control with 12 engineers, 2 white collars and 85 inspectors. Main responsabilities are ISO-9001, TS EN 16949, TS EN 17025 quality systems, customer complaint, supplier improvements, process improvements, giving trainings, following up departmental KPI’s for improving opportunities. Starting a Lean Culture project and giving related trainings and following up processes accordingly is my main priority. Eaton is a power management company with 2014 sales of $22.6 billion. Eaton provides energy-efficient solutions that help our customers effectively manage electrical, hydraulic and mechanical power more efficiently, safely and sustainably. Eaton has approximately 102,000 employees and sells products to customers in more than 175 countries.Eaton ranked 299th in the 2014 Forbes Global 2000 list.Ranked among Fortune Magazine’s World’s Most Admired Companies in 2012.Ranked #4 in "100 Best Corporate Citizens” of Corporate Responsibility Magazine in 2013Ranked Among the World’s Most Ethical Companies chosen by the Ethisphere Institute for Eighth Consecutive Years in 2014

I am managing receiving inspection, process control, test control with 3 engineers and 22 inspectors. Main responsabilities are ISO-9001 quality systeam, customer complaint, supplier improvements, process improvements, giving trainings, following up departmental KPI’s for improving opportunities.I initiated company culture change project called ‘’towards TOMORROW QA Master Plan’’ include 10 different departments (Sales, Service, Production, Supply chain, Quality, Design etc.). We focused on customer call analysis with Service as a preventive actions against customer complaints. I trained whole white and blue collars on ‘’Lean Culture’’ to enhance the mindset of each individuals for 1000 man-hour. We focused on supplier audit and improving their quality ability which we decreased the reject ppm 5 times in 8 months. I instructed ‘’Customer Focus board’’ activity to meet the customer requirement at the level of each line operators by doing what is requested which we decreased customer complaint %50 comparing with the last year. We fully engaged in root cause analysis for each complaint and also for line rejects, audit findings in the manner of Pareto weekly, monthly, yearly statistics.

I re-establised the quality system of whole company from the view of ISO-9001 and lean manufacturing. I gave 30.000 man-hour training to all white/blue collars in order to strenghten the company quality culture such as Pareto, fishbone, TQM.I initiated collaborative team work with each section manager to re-design work flow with respect to lean culture and ISO-9001, procedures, form, WIS, workflow charts are created or changed accordingly. I gave 5S training to all workers and constructed the actions. I started to collect Non-Quality cost data at production and quality areas, afterwards publish it daily for better understanding of non-efficient actions in order to implement productivity kaizens. I started to FPY-Zero Defect statistics for routine test and publish it daily in order to improve defect-free production ability. I initiated the use pareto philosphy to focus on lost as a team of quality-production in order to sustain continious productivity and quality level.I encourage and feedback for better productive production with redular defect monitoring system. I gave kaizen training to all white and blue collars. I established the new improvement system which is monthly kaizen is not less than 20 and total is reached 750 kaizens in two years; cost profit 2.300.000 TL, %38 scrap down and numerous quality, environment and WHS improvements. I constructed the understanding of Jikotei kanketsu. As a result, not only for receiving and routine test quality but also for whole workers realized of their own quality responsobility. Again with the PDCA and pareto techniques, I accomplised 8 times less customer complaints in two years by doing team-work with other departments.I started genchi gembutsu – go and see visits to suppliers with purchasing department in order to improve their quality system by auditing, training and giving them full support as a our mutual team-mate. As a consequence, receiving reject ratio decreased 10 times and 8 suppliers had ISO certificates.

06-2003 / 06–2007 (Project / Supplier Engineer) : I have been employed as a Project Quality Control Responsible for Corolla Verso project. I was in charge of dealing with customer , manipulating the suppliers according to customer requirements, TOYOTA TURKEY. Futhermore, I was preparing manufacturing quality charts and related forms for receiving, final control and other production processes in order to have defect-free production. My main goal is; detect the possible problems before happening by visiting our suppliers, giving training to them and organizing the concept of Toyota quality system which is align with Toyota production system. 09-2004 / 03–2005 (Quality Project Engineer in JAPAN) : Moreover, I worked at TOYOTA Boshoku Japan for 6 months which has given me an opportunity to observe TOYOTA MOTOR COOP. Japan and our suppliers. I have visited many Japanese suppliers to observe their quality and production systems. I was in a team of AURİS improvement project team. I involved in project management process of TOYOTA which its aim is ‘’zero defect project on time’’. I used great time of my study on focusing of Lean Manufacturing system essential steps and pillars. 07-2007 / 09–2008 (Quality Engineer) : I have assigned to our second plant. My duties were preparing quality control charts for AURIS project, applying ‘’zero defect -QA Network’’ tool to production processes and responding our new client TOYOTA-UK and TB-South Africa complanints in terms of quality. In addition to that I was in charge of writing and following the Quality Problem Report to our suppliers. 09-2008 / 03–2010 (Senior Quality Engineer) : Last of all, I have been working for Quality Audit department to establish a quality system that will match TS-Iso 16949 requirements. .At the same time, I am in charge of warranty claim towards TOYOTA BELGIUM. My main focus is decreasing the warranty claim cost by analysing the claim parts and reporting them to TOYOTA BELGIUM regularely.

I was assigned to Valeo Turkey as a method engineer on 1st of October. I was a responsible of reducing cycle times, optimizing working lay-out and other related tasks such as standard times, micro-stoppage, method studying, process depth analysis HOSHIN, SMED, ERGONOMICS, FRONTAL FEEDING.

I received a overall formation as an “ingénieur pépinièr” in France, which took nine months total in two different plants of Valeo, French automotive supplier. I was trained 2 weeks in the headquarters, Creteil-Paris for technical concept of the product and VPS-Valeo Production system which is basically alligned with Lean Manufacturing. I worked in two plants as a quality engineer from receiving to line quality sections. After that, I started to work as a test quality engineer in the department of R&D in Etaples Valeo. I was responsible for making an acoustic and endurance test over the alternators that proposed to our customers as a prototype and issuing a technical report to Design engineers as a result.I left the job due to assignment to Valeo-Turkey.

I was responsible for establishing an ISO-9000 Quality System, as a result of which we were entitled to have a certificate of ISO-9002. I trained white and blue collars on ISO standards and its requirements. Furthermore, I applied some quality tools (PDCA, FMEA, SPC, TPM, 5S) relating to continuous process improvement. That work experience helped me to communicate better with a wide range of people. In addition, I worked as a member of a Quality Team for 9 months which its target was zero stoppage, zero defect, better productivity. I trained and applied TPM, 5S and SPC with my team-mates.