As the Deployment Lead of OPEN+ at High-Speed (HS) factory in PMI, I have played a pivotal role in driving operational excellence and performance enhancement. HS factory, which accounts for almost 50% of PMI Turkey's production, has benefited from my contributions in various areas. I have implemented PDCA structures, set up a 90-day plan to ensure daily, weekly, and shiftly drumbeat continuity, and focused on enhancing the capabilities of the workforce. This has led to successful progression of OPEN+ from Phase 2 to Phase 3. Additionally, I have prioritized the development of HS Technicians, ensuring their proficiency in achieving AM Step 4 through comprehensive training programs and rigorous audits.Furthermore, as the Internal Communication Lead, I have overseen Phase progression communications through platforms like Yammer and utilized digital signage for daily result sharing in the new concept. I have also organized celebratory events to recognize milestones. Regular meetings with regional communication leads and stakeholders from various PMI departments have allowed for effective collaboration and communication. Going forward, I remain dedicated to driving operational efficiency, continuous improvement, and fostering strong professional relationships at Business Life.

Operations Manager with 5 Manager Direct Reports (Manufacturing, Planning, Accounting, Sales, Quality Departments) working closely with the R&D Department regarding making innovative products, such as Bio & Green Polyethylene Bags and Household Electronics Bags with ESD. Also, in the decision-making processes for investments and pricing for the plant. Responsible for:- Lean Manufacturing- Material Utilization- LE Pillar- Investments and Financial Management - Product Design & Pricing- Market Expansion- Quality Certifications- Raw Material Purchasing

In September 2017 I joined Çağ-Plast Plastik, after 2.5 year corporate experience my first aim was, apply the vision I got from a world-wide company to a family business. It was really tough 2 years both for us and for the industry. From then we have completed the installation of 2 new ABC Co-Ex Lines which are in Industry 4.0 standards for LDPE and HDPE, with those new lines our Production capacity increased 82%. Also 3 New cutting lines with the latest technology, 1 recycling line and 1 Printing Line. We have developed a new product to substitute packaging material for household electronics, which is %50 thinner, 40% more resistant and much more environmentally friendly, and also got a grant from Zafer Development Agency.With the application of Lean Manufacturing systems to the plant, our results changed dramatically, Material Utilization level increased from %98.2 to %99.8. Under LE Pillar, both AM & PM Pillar strategies set to the plant for all machinery and appliyng actively Our unplanned stops decreased to 2 per week, and 90% of them happen due to cold start-up.Even though increasing competition among PE film producers, we have expanded our market to automotive, construction and tobacco industries.

Pampers Diapers production line manager with 20+ direct reports consisting of operators and technicans at P&G Gebze Plant with local and export volume. Responsible for Plant Material Utilization budget. Reporting and folowing Line Results and PR locally and globally with Global Pampers Team. Plant LE Pillar Back-Up Leader.Preparing weekly and monthly Gap Analysis and action setting to match line targets with using IWS (Lean Manf.) approach. Actively participating at Employee Comunications team.

Pampers Diapers production line Process Engineer with 1 Direct Report, responsible for core area of a diaper for All Six lines at the plant. At that time, P&G was transforming its lines from M5 to M6 lines and almost 80% of the core had changed, and successfully driven the Unplanned PR and Converter Scrap targets. The success we had with my technician in Gebze became a benchmark for the global M6 Conversions for Core Area.Reporting and folowing Area Results and PR locally and globally with Global Core Team. Preparing weekly and monthly Gap Analysis and action setting to match area targets with using IWS (Lean Manf.) approachGebze Plant Material Utilization Leader. Responsible for following and reporting MU results. Preparing Gap Analysis, and action setting to match MU targets IWS (Lean Manf.) approach.Actively participated at P&G Campus Team for Talent Supply

Negotiating in behalf of Turkey to make Student Council of Turkey (SCT) as a full-member of European Students' Union (ESU)

My project partner Kübra Nur Güneş and I, we are two senior students who have a desire in strengthening women's positions in Turkey. We believe that, women should play leading roles as men do in especially politics and in the business life. Nowadays, we are handling a project which compares women's leadership in politics between Turkey & Chile and in business life between Turkey & Argentina. Below there are some issues that we are questioning :What are the lessons to be taken from these countries? What makes Chilean women having leadership positions in Chile but not in Turkey? How women are conceived as leaders in these conservative countries?....

I was TA for HIST 191 Class. HIST 191 covers Modernization Period of Turkey from 19th Century to Establishment of Republic.

Me and my project partners did our graduation project at Recticel's Foam reforming center in Istanbul. We have developed 7 different Kaizen and Improvement projects approximately made 250.000₺ net profit in a calender year

Project Leader of Assembly Line Balancing Project in Washing Machine Factory.