Have you updated

your SpC profIle?

TURHAN SEMIZER / CEO

“Efficiency” will be our priority in 2019

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We will set the target to be a more and more significant actor of the sector in the entire world

FINANCE DIRECTOR CIHAN AkkAyA

StartS the Great tranSformatIon throuGh

Lean ProductIon

The theatre play put into practice by the employees of our Düzce Plant, titled “Here’s Safety at Work” was performed at the Culture Center of Düzce Municipality. The SP employees and their families welcomed the two-act play staged to raise awareness in terms of occupational safety, with substantial attention.

The Standard Profil Group’s production processes are about to go through a substantial transformation. The objective is set to obtain savings from time, labor, and costs as well as the highest quality and efficiency at all stages of production through the lean production applications. The target of the SPPS Department that creates the most suitable method for Standard Profil’s DNA on the basis of the international systems is to constitute an effective lean production culture in the entire Group.

The SPPS Team

Great IntereSt In the hSe theater PLayS

from a factory turning into eight thousand-people family from a seven-person team

a story of growth reaching five continents

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EvErything startEd with a drEam and thE first sEEd of that drEam was thrown in 1977. standard Profil was foundEd

in istanbul by businEssPErson rifat Kamhi in ordEr to ProducE sEaling ProfilEs for automobilEs. it has grown

thanKs to thE trust and aPPrEciation of thE customErs in thE coursE of timE. thE Production that first startEd in

duzcE ExPandEd along thE EntirE world stEP by stEP. Plants wErE EstablishEd in bulgaria, sPain, south africa, morocco,

china, and mExico. thosE Plants havE ProducEd thE bEst sEaling ProfilEs for thE world’s lEading automotivE firms. thE achiEvEmEnts wErE crownEd with thE most PrEstigious awards of thE sEctor. now, wE arE continuing our journEy

as a much largEr family, with thE Enthusiasm of thE vEry first day of incorPoration. altogEthEr and strongEr…

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w w w . s t a n d a r d p r o f i l . c o m

l TURKEY l BULGARIA l CHINA l S. AFRICA l SPAIN l MOROCCO l MEXICO

Y E A R : 4 I S S U E : 1 5 J A N U A R Y 2 0 1 9In-house publ icat ion by Standard Prof i l . Complimentar y copy.NEWS

Dear Colleagues, We have ended a difficult year. There became our achievements that we were proud of and we made mistakes from which we are to learn. Against all odds, we managed to acquire new projects, include customers from the Asian and Northern American markets to our portfolio, and receive businesses for the electricity powered vehicles with the cutting-edge technology. We are now starting a brand new year in line with our sustainable growth and constant improvement target, with excitement, passion, and determination. We are experiencing difficult days in terms of the world economy and the automotive sector. Hence, a year in which we must be more successful than ever is waiting for us.EFFICIENCY will be the most important priority of 2019 at all stages and processes. Accordingly, we must focus on improvement particularly on some issues to increase efficiency in view of the last year. 1. QualItY, QualItY, QualItYIn consideration of the harsh economic conditions and increasing needs, our customers are more painstaking and their expectations and demands are higher than ever. Therefore, whatever we produce, we must produce it at first stage and in the utmost quality.2. StratEgIC projECt maNagEmENtWinnig new businesses has a lot to do with managing current businesses well. An effective preparation stage and a powerful head start in the projects bring along a problem-free and efficient operation. Therefore, we must manage all kinds of our projects in more active, effective, and strategic manner in terms of our both production and support functions. 3. SharINg oF kNowlEdgE aNd ExpErIENCEWe have extraordinary experience that we have accumulated throughout years and that is unique to the departments and locations within our Group. We should share such experience within the Group in an effective manner and use whatever we learn from one project in other projects as well for the benefit of our Group. We must take lessons from our mistakes and promote the best examples in the entire Group. In this issue, we address to the Standard Profil Group’s 42-year history. Founded in 1977, our Group has encountered numerous preventions and crises throughout its journey. However, it managed to convert all such obstacles into opportunities and to grow and improve despite them. It ensured this thanks to our employees’ devotion, labor, and belief in our Company. Friends, We are once again going through a challenging period. However, let us remember that each crisis brings along its own opportunities. Let us manage this crisis in the best way, let us think differently, let us produce innovative solutions, let us be agile, and let us seize the opportunities. Let us be the one who is the winner of this crisis. I wish a year full of health, happiness, and achievements for our entire Group.

Turhan Semizer / CEO

“Efficiency” will be our priority in 2019

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We will set the target to be a more and more significant actor of the sector in the entire world

FInAncE DIrEctor cIhAn AkkAyA

Mentioning that the last year was a difficult year in economical grounds, Cihan Akkaya says that the uncertainties continue in the new year and that nice opportunities wait for those who do their homework well.

Can we know you a little bit? I was born in Düzce in 1980. I am a graduate of Osmangazi University Mechanical Engineering Department and presently having my postgraduate degree in the same department at Düzce University. I have been a member of the SP Family since 2009. I am married and I have two daughters.

You used to work for our Düzce Plant… How did you decide to go to Mexico? Mexico was entirely a surprise. I was saying that I was open for geographical mobility. My execs said there had been a position in Mexico and asked whether I would volunteer to go there or not. It was not an easy decision. Upon thinking about it for a while, my wife and I decided to go. I thank all my executives who supported me in

this issue and who considered my appropriate for that position.

Would you recommend a change of location to your workmates? It may not be appropriate to prejudice without going and experiencing the process. I believe that it would be beneficial for both me and the institution. The experience of working abroad is not an opportunity that could be easily found. The fact that the foreign language I currently know is used constantly and the possibility of learning the language of the country that I will be living in are a great advantage. The potential of learning new things for both general knowledge and business is high. SP is a very large Group and working under such a large roof is a substantial advantage regardless of location.

Can we know you a little bit? I am the graduate of Pamukkale University Mechanical Engineering Department. I received MBA at Aegean University. I have been working for Standard Profil for six years. I am married; even a newlywed.

You were working at our Manisa Plant… How did you decide to go to South Africa? In the performance assessment meetings we conducted with my superior, I was stating that I was a candidate for the assignments in different locations. Gaining that experience abroad was one of my goals. When such a position became vacant at our South Africa Plant, we had a discussion. As it was already ranked first on the list of the locations I wanted to go, I accepted it without contemplating about it much. Of course, I conducted some research about the country and the province beforehand.

What are the things that working at different locations provide to you? Do you recommend it to your workmates? I do. Working for different tasks at different locations always means a new target and a new story of success. The more experience one acquires throughout his/her working life, the better it will be for him or her. In addition, I am thinking that it will provide me with much richness in terms of not only work but also social life.

When considering it through those angles, what are the advantages of working for a global company? Working for a global company can provide you the possibility of working in numerous positions in numerous locations. The ability to keep in touch and exchange ideas with the people here even if we are not in the same location is a substantial advantage.

The SPC application that is the Standard Profil Performance Management System we have put into practice for achieving much more efficient business results by identifying the effectiveness, success, competencies, and areas of improvement of our Group, has added a new one to the innovations that it develops each passing day. Now, it became possible for you to access your information on SPC, update your profile anywhere you wish, or even upload your photos through the application you can reach from your mobile phone thanks to SPC Mobile. This way, the users of the application will be able to both customize their profiles and ensure that their workmates might recognize them more easily.

Have you updated your SpC profIle?

AccordIngly, trainings were held at our SP Manisa 2 Plant, within the scope of the “Quality Campaign.” In the trainings held through a great participation in the entire Plant, the titles of “Working as per the instruction,” “Performing the Poka Yoke check,” “Making the approval for the first part,” “Conducting the periodical checks,” “Not sending the NOK parts to a subsequent process,” and “Keeping the records of the errors,” which are Standard Profil’s six fundamental principles, were handled. The trainings that last four weeks and that aims to ensure the change and promotion of the quality culture will be held at the Düzce and Bulgaria Plants as well.

While the newly shaped world order is pushing all of us to keep up with this change, we are ending a year full

of economical, political, and commercial challenges. On the other hand, we are starting a year, in which the trade wars and economical pressures will not decline and they even pose more uncertainty on businesses. however, uncertainties do not always mean negative news; but they might create nice opportunities for those who do their homework well.Last year, we were unable to perform as good as the previous two years due the failure of the market to create the demand we had expected, setbacks we encountered in the new projects, as well as our problems regarding quality. The market created 7% lesser demand than we had expected. Our expenses on quality took place above our expectations. We produced scraps in an amount that we had been unable to predict in Mexico. We were obliged to bear unplanned costs while putting a substantial project into service in Morocco. Despite all those drawbacks, we created

new relations with our customers through the new projects we acquired and continued to learn from those challenges.

“We are CreaTIng aPPrOxIMaTeLy 400 mIllIon-Euro turnovEr In sEvEn countrIEs”10 years ago, we were a group that created its 100 million-euro sales to a very large extent

in Turkey, now we are creating approximately 400 million-euro turnover in seven countries. We experienced inconveniences in those 10 years but we were altogether able to overcome them. uncertainties are expected to continue in this year as well. In such times, persons and companies choose different strategies. Some attempt to safeguard what exists and some try to get over the period

with the least possible damages. When it comes to us, we know where we lost efficiency and on which we spent our money and continue our journey with more sturdy steps by learning our lessons from them. as the Finance Department, we are following up the operational and financial results much more closely and frequently in order to adapt to the changing environment better and make faster decisions. accordingly, we are working on a reporting and analysis structure where

there is less manual intervention. Thanks to it, we will be able to keep

track of the costs and revenues in more details on project

basis. I wish a year, in which we acquire new projects by enhancing our efficiency, we keep our budgets that we allocate to our investments and operating capital tighter, and we create more benefits for both stakeholders and the society thanks to the value we will create that way.

“By takIng wIser and more effIcIent steps than our competItors despIte all uncertaIntIes and changIng condItIons of the

world, we wIll aIm to Be a more Important actor of the sector not only In europe But also In the entIre world.”

As a global Group, the works of Standard Profil, which has positioned its product and service quality standards at the highest point, on quality are ongoing without interruption.

“Quality Campaign” at SP Manisa 2

ThE counTEr manufacture team who is assigned to work at the SP Manisa 1 Plant has adopted an out-of-order counter of a project, whose delivery date was approaching, to the use of a new project. This way, such an application has been in question for a transfer counter for the first time at Standard Profil. Having commenced as an idea under the leadership of Çağan Dikmen, SP Manisa 1 Plant General Manager, the project attained successful results thanks to the self-devoted works of Utku Bayrak and Meriç Çortal. In regards to the issue, Dikmen said that they had undersigned significant savings by means of converting a counter planned to be scrapped.

about to be scrapped but adapted to a new project!SIgnIfIcant SavIngS from the SP manISa 1 Plant

uGur KaraGoz SerKan vural

A new target, a new success story

Uğur Karagöz, Production Area Responsible for Finishing at our Manisa Plant set off for South Africa. He is very

happy as he’s taking office in the place where he wishes to be most. Karagöz considers working in a different

country and culture will be a new success story for him.

Experience of working abroad is a very important opportunity

Serkan Vural, the Team Leader in the Maintenance Department in our Düzce Plant, is girding his loins to go to another end of the world, Mexico, from his hometown of Düzce. A brand new life is waiting for Serkan Vural, who says they pondered about such proposal from his executives a lot together with his wife and decided to set off for such a journey, and for his family.

We are the Standard Profil Family, a huge global family. We are in different places but we are together. Through the responsibility of being an international Group, Standard Profil presents global opportunities; the employees are able to work in different locations. The objective in it is the expansion of all the acquired experiences along all the locations and sharing of them in every country where SP operates. As we always say, “We are stronger when together!”

we are togethereverywhere

Welcome to our Family

U P - T O - D A T E U P - T O - D A T E

mEsut KaraKoc, l’un des noms plus expérimentés du secteur, a été nommé directeur des achats du Groupe Standard Profil. Karakoç diplômé de l’université Uludağ, Département de génie mécanique, a occupé divers postes tout au long de sa carrière, en Turquie, au Royaume-Uni et en France,du Coordinateur des Achats du Département de Conversion, au Directeur des Achats du Groupe. Nous souhaitons beaucoup de succès à Mesut Karakoç qui apportera du dynamisme à notre équipe grâce à sa performance élevée tout au long de sa carrière.MeSut KArAKoC

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from a factory turning into eight thousand-people family from a seven-person team

a story of growth reaching five continents

TODay, We are a COLOSSaL FaMILy WITh ITS MOre Than EIght thousand EmployEEs at all cornErs of thE world. thErE arE yEars lyIng ahEad wIth full of hopEs and succEss. wE wIll contInuE clImbIng thE staIrs of succEss togEthEr. as wE always say,

“we are stronger when together”

JoSe LuIS roSA / SP MexICo

the inauguration of our Plant was an unforgettable day for me I started to work for SP in 2013. SP has grown significantly since then. our sales increased by 500% in the initial four operating years in Mexico. the inauguration of our Mexico Plant in December 2014 was unforgettable; the state representatives, customers, suppliers, authorized corporate representatives, and our workmates were readily present there. I had the opportunity to talk with SP’s Founder Mr. rıfat Kamhi for a long time and learn the enthusiasm he feels for inaugurating a plant in Mexico.

YAHYA LotHMAnIne / SP MoroCCo

BerenICe GenADe / SP SoutH AFrICA

ALPer GoC / SP IStAnBuL

the point we have arrived at today shows that the foundations of SP were laid very strongly

JoSé AntonIo PArMo HerrAInz / SP SPAIn

I first started to work in a department that does not exist now as an operator. Presently, I am performing the verification and calibration of measurement equipment. I am very happy that I have been a part of the Standard Profil Family for 40 years and a witness of its developments of many years.

I have been working for SP for 40 yearsStandard profil’s story is an exact

journey of success. It is the story of the journey embarked on with determination, labor, hard-working, vision, and innovation,

and together. everything started in Istanbul on march 10, 1977. businessperson rıfat Kamhi founded standard profil, which would expand all around the world as the apple of turkey’s eye through the years, to produce sealing parts. In 1979, the first plant was put into service in düzce. The plant that started operating in Düzce, which was then a district, on an 1800 square-meter area was welcomed with hopes in terms of the contribution it would provide to the economy in favor of the people of the region. When it was inaugurated, it initially had seven employees. Those seven people planted the seeds of success of today through their self-devoted works. They fought all kinds of difficulties and the family grew bigger and bigger each passing day.

exCITeMenT OF The STarT OF thE InItIal productIona year after its incorporation, standard profil

undersigned its first important achievement and received a project from renault, one of the world’s largest automotive producers. Such a powerful brand assigned business to it by trusting the vision of a supplier that was newly founded and had seven employees. by not responding with frustration to that confidence, standard profil completed renault 12 door seal production and conducted the first dispatch to the customer. That dispatch became the colossal step and kick-off of the journey of its growth. Throughout the years, the name standard profil reinforced its position among the oEm’s. The quality in its products and its customer relations that were built on the foundation of trust and that are still ongoing today increased the recognition of the name of the brand day by day. In 1990, standard profil’s service and product quality was crowned with a “plaque of appreciation” from Ford Otosan, which was additionally important as it was a first. for standard profil that would have countless accolades in the subsequent years, this one meant a lot.

hIstory was madE by PerFOrMIng exPOrTS FOr OPeL.The bliss of the first award would be followed by new joys and achievements. The demands from the customers made it necessary to increase the production and a second factory was put into service in düzce. The family was growing day by day and achievements were arriving one after another. In the same year, Düzce Chamber of Industry conferred a “certificate of appreciation” to standard profil owing to its contributions to the economy of both Düzce and Turkey. a development that would be one of milestones of standard profil was undersigned in 1992. history was made by performing exports for Opel germany that year. a giant automobile brand of the world, Opel had chosen standard profil from turkey for its sealing profiles. This development went down

the history as a significant leap in its journey of growth. acceleration of the international recognition brought along new initiatives. having acknowledged quality as one the cornerstones of its corporate culture since the day of its incorporation, standard profil carried its works in this area forward to an advanced dimension and became deemed worthy of receiving an Iso 9001 Quality certificate in 1994. r&D investments were started in 1996 to be the closest follower or even the trailblazer of technology. When the calendars marked the new millennium, its export sales surpassed the domestic sales, a result of all such successful attempts. The 2000s became the period in which the significant steps of standard profil’s global lunge were taken. The products had already expanded to the world and it was now the time for inaugurating new plants in the entire world. The first abroad plant was opened in bulgaria in 2005. bulgaria was followed by south africa in 2010, China in 2011, Spain and Morocco in 2012, and mexico in 2014. by establishing a plant in Manisa in 2011, the production structure in Turkey was strengthened more and more. standard profil advanced toward being a global brand fast by confronting all obstacles, following changes, and converting crises into opportunities throughout the years. now it is clearing the deck for 2019, the year

that will be a highly challenging one for the automotive sector and the economy of the world, which it will convert into an opportunity with its powerful 8,000-person family and

target-oriented and self-devoted working culture.

1996 2005It was deemed worthy of “General Motors Supplier of the Year” award for the first time in 1996.

The annex building that doubled the capacity of the Stara Zagora Plant was put into service with a ceremony attended also by the Bulgarian Prime Minister in May 2015. The inauguration of the R&D Center in Düzce was conducted.

10 March 1977... BusInessperson rIfat KaMhI founded standard profil, whIch would expand all around the world as the apple of turKey’s eye through the years, to produce autoMotIve sealIng parts.

19771979

1980 1990

The first plant was put into service in Düzce. The plant that started operating in on a 1800 square-meter area had seven employees.

1998 2010

2011 2014 2016

20122015

2018

Standard Profil undersigned its first important achievement and received a project from Renault, one of the world’s largest automotive producers.

1991

To meet the production increase, a second factory was founded in Düzce. In the same year, another “Certificate of Appreciation” was received as granted by Düzce Chamber of Industry.

A “Plaque of Appreciation” was received from Ford Otosan. For Standard Profil that would have countless accolades in the subsequent years, this one meant a lot.

1992History was made by performing first exports for Opel Germany.

1994

It became deemed worthy of receiving an ISO 9001 Quality Certificate.

The world’s giant Fiat Auto conferred a Quality Award to Standard Profil thanks to the quality of its product. This award was the start of the collaboration that would continue successfully and crowned with other awards, plaques, and certificates of appreciation.

SP Bulgaria, which was its new investment, was put into operation in Stara Zagora. It was deemed worthy of

the runner-up award in Turkey’s Export Stars award thanks to its contributions to export in the same year.

The first step was taken toward intercontinental growth. The SP South Africa Plant that was the first overseas investment was inaugurated.

The growth continued nonstop. The SP China Plant was put into service in the city of Langfang of China, the colossal country of the world. In the same year, production was started at the SP Manisa 1 Plant, at the Manisa Organized Industrial Zone (MOSB).

Having increased in its production capacity more and more in Turkey, Standard Profil

inaugurated its second plant in Manisa. The firm named Kaufil Sealing Technologies

became a subsidiary of the Standard Profil Group. In addition to four plants in Spain and one plant in Morocco, partnerships in Russia

and India became a part of the Standard Profil Group thanks to it.

SP Mexico, which is the Standard Profil Group’s first investment in America, started production in December in 2014. The Langfang and Cape Town Plants moved to their new buildings with large production areas in line with the targets of growth in Asia and Africa.

We carried out the inauguration of the R&D Center in Manisa, which will carry our innovations in technology to an upper level.

We put our second and third plant buildings into service in order to increase the production capacity in Morocco.

SezAI ozen SP DuzCe

We have turned to be a global brandthis is my 28th year at Standard

Profil. We have been a global brand playing for the leadership of the sector and surpassing numerous competitors through the merger of human power with technological developments. I am proud of being the employee of a Group that aims at constant development with quality and that achieves it.

Having started work as a Security officer at the end of 1979, Mustafa Yılmaz is SP’s 12th employee. Mr.

Mustafa has priceless memoirs about SP; we will hear them from himself: “When the Plant was newly

founded, a car stopped by and “Welcome” I said, “What is your identity?” He asked me questions. I gave no information as he was a stranger. then

he introduced himself; he was rıfat Kamhi, which made me excited. He took out a lighter with

Standard Profil emblem as well as a cigar from his pocket and gave it to me. I worked for SP for 23

years. I endeavored to beautify the whereabouts of the plant as of the years of my starting work. We

greened everywhere, planted trees and flowers. We built the grass area. My son started working

here as well and he is still working for the Dispatch Department. Standard Profil is a significant value

for both our acquaintances and the employees.”

tHe PIne tree PLAnteD BY MuStAFA YILMAz IS LIKe

StAnDArD ProFiL’S SYMBoL

DonGLIArG KAnG / SP CHInA

We grew very fast with the new projectsI joined SP in 2014. our plant was initially very small and we grew very fast with the new projects. We are presently moving to Jingzhou. Standard Profil has a highly good level of design knowledge and experienced design team. our removal will be a new start for us.

this is my 27th year at the SP Family in which I took part as an employee of the Administrative Businesses in 1992. In those years, the number of our employees

was 19 at our head office in taksim and approximately 100 people in our only Plant of production, SP Düzce 1. the transactions of export we conducted for opel in 1992 were an unforgettable process for me. today, we are a firm that has a say in its own

field in the entire world. this highlights the fact that the foundations of SP were laid very strongly, that it has been managed very well in the subsequent periods,

and that it has added more to its value through the endeavors of its employees.

I have been working here since 2007. We have ensured a highly comprehensive growth with particularly the projects implemented in 2013. SP is constantly investing in its employees with potentials and I am

thinking that it is an opportunity for all of us.

I have been a part of the SP Group since 2011. We have met many new people in South Africa, and they became a part of the SP Family as well. I believe that each change made has a positive contribution to our enterprise.

SP progressed substantially throughout the years

We are getting stronger along with the change

I have been a member of the SP Family since 1999. Since the very first day that I started work, I have been seeing that both the employee profile and the systems and programs that we use at SP were being improved and the trainings and social activities for the employees were being enhanced. This is increasing the motivation and efficiency each passing day.

trainings and social activities are increasing in every period

nur AKBuDAK SP ISTanbul

I have been working for SP for 13 years. We experienced important changes throughout the years. for example, significant improvements were brought to

the safety levels of the plant. In addition, our productivity is presenting a stable increase. We had nice memories here as the team. We are exactly like a family.

We are exactly like a family

ALexAnDer zHeLev / SP bulgarIa

YAvuz YoruLMAz / SP ManISa

I have been a member of SP since 1992. SP’s dynamic and innovative structure has never changed since the day of my starting work. We have been transformed from a local structure to a global brand. Our family has grown through a multicultural structure. I am proud of the fact that I have made a positive contribution in such growth.

SP’s dynamic and innovative structure has never changed

EvErything startEd with a drEam and thE first sEEd of that drEam

was thrown in 1977. standard Profil was foundEd in istanbul by businEssPErson rifat Kamhi

in ordEr to ProducE sEaling ProfilEs for automobilEs. it has

grown thanKs to thE trust and aPPrEciation of thE customErs

in thE coursE of timE. thE Production that first startEd in duzcE ExPandEd along thE EntirE

world stEP by stEP. Plants wErE EstablishEd in bulgaria, sPain, south africa, morocco,

china, and mExico. thosE Plants havE ProducEd thE bEst sEaling

ProfilEs for thE world’s lEading automotivE firms. thE

achiEvEmEnts wErE crownEd with thE most PrEstigious

awards of thE sEctor. now, wE arE continuing our journEy as a much largEr family, with thE

Enthusiasm of thE vEry first day of incorPoration. altogEthEr

and strongEr…

N E W S I N B R I E F

6 7

Standard Profil, that takes place among the global brands in sealing profile systems, is undersigning the improvements that carry forward the quality of the products and services it provides to its customers that are the biggest automobile producers of the world. Founded to conduct works in this scope, the SPPS (Standard Profil Production System) Department is based on quality and efficiency along with the savings on time, labor, and cost at each and every stage of production. The SPPS Department has a global organization structure just like many other departments

of our Group. SPPS global team is led by Mustafa Kemal Altay. A SPPS representative is present at all the locations of Standard Profil. Continuing its activities with the objective of “Always being one step ahead for being a leader in the sector,” the team implements the most effective methods whose success has been proven in lean production for ensuring maximum efficiency in manufacturing.

It appears that each of the customers of Standard Profil that provides services to the most powerful automobile brands of the world has their unique lean production systems and supplier development programs. Standard Profil is creating and putting into practice its own lean production model in order to overcome the disorder that might be posed by the implementation of different systems in different locations. Designed successfully by our SSPS team, the lean production system that is unique to Standard Profil stands out of the models that are valid in the entire world, in terms of the fact that it was established considering our Group’s own dynamics. The SPPS team that keeps customer satisfaction at the center of its endeavors is using the flexible lean production methods, keeping up with the latest technological innovations in the sector. The lean production system progresses through an original production system by being adapted to the values that Standard Profil has had since the day of its incorporation adhering to its DNA.

MethoDS whoSe SuCCeSS hAS beeN ProveN IN the INterNAtIoNAl AreNAThe SPPS team’s lean production approach is established on “quality, cost and dispatch” parameters. All the unnecessary stages that increase the production cost are eliminated through the methods whose success has been proven in the international arena within the sector. while efficiency is the target set in terms of both cost and timing in all the processes from the placement of the order of the product to its delivery to the customers, maximum success is taken into account when it comes to quality. For example, prevention of a defective product from progressing to the subsequent stage in production is ensured. Most of the times, a problem is identified before it emerges and a solution is developed.

I have been working for SP for the last four years, since the inauguration of the Mexico Plant. I am a SPPS engineer. My assignment is to implement the SPPS methodology to the Mexico Plant for lean production. I have very big expectations from this project. I am thinking that this method is very suitable for increasing the efficiency or productivity of each movement at our Plant. My objective is to make use of the Lean Maturity Assessment in the best possible way to fulfill most of the 100 articles we have drawn up. this way, we will reduce the amount of scrap on the first stage and increase the efficiency. there are many issues we must work on but we have made a good roadmap for ourselves and I am sure we will progress fast. I believe we will be at a much more advanced level than our current state in the middle of 2019.

tHe StAnDArD ProFiL GrouP’S ProDuCtIon ProCeSSeS Are ABout to Go tHrouGH A SuBStAntIAL trAnSForMAtIon. tHe oBJeCtIve IS Set to oBtAIn SAvInGS FroM tIMe, LABor, AnD CoStS AS WeLL AS tHe HIGHeSt quALItY AnD eFFICIenCY

At ALL StAGeS oF ProDuCtIon tHrouGH tHe LeAn ProDuCtIon APPLICAtIonS. tHe tArGet oF tHe SPPS DePArtMent tHAt CreAteS tHe MoSt SuItABLe MetHoD For StAnDArD ProFiL’S DnA on tHe BASIS oF tHe InternAtIonAL SYSteMS IS to

ConStItute An eFFeCtIve LeAn ProDuCtIon CuLture In tHe entIre GrouP. HAvInG ACCeLerAteD ItS WorKS In tHIS reGArD, tHe SPPS teAMS JoIneD ForCeS BY CoMInG toGetHer At tHe BootCAMP SuMMIt HeLD In MAnISA In tHe reCent MontHS.

tHe roADMAP For PuttInG tHe LeAn trAnSForMAtIon Into ServICe At StAnDArD ProFiL WAS DrAWn AnD tHe ruLeS oF ADvAnCInG tHrouGH SturDY StePS In tHIS FIeLD Were IDentIFIeD. PoSItIoneD At ALL our LoCAtIonS, tHe SPPS teAMS StArteD WorKInG BY CuStoMIzInG tHe CreAteD StrAteGIeS In LIne WItH tHeIr oWn PLAntS.

The production processes of Standard Profil’s plants in turkey, bulgaria, Spain, Morocco, China, South Africa, and Mexico may vary. For example, the needs and dynamics of our South Africa Plant may not be same as those of our Düzce Plant. hence, the SPPS representative in each location needs a different roadmap. In addition to the general procedure, location-specific strategies are developed. The roadmap is created upon the exchanges of opinions and assessments of the respective general manager and SPPS representatives. There is a very important practice that the SPPS Department put into service last year: value Stream Management. within the scope of this system, the objective is to determine and assess all the stages, ranging from the supply items required for the product to the delivery. This way, the improvement operations are planned in an accurate manner, priorities are determined, and a business plan is created accordingly. It is ensured that maximum quality is put into practice with the most affordable costs by means of revealing the obstacles before the identified targets in quality and cost during the process.

A roadmap specific to each location is being drawn

I was born in 1978. I am married. I have one son and two daughters. I am a Mechanical Engineer. Following my university graduation, I went to the UK to receive my postgraduate degree in the Engineering Management field and then, I had the chance to conduct works on lean production and management throughout my career. I have been a member of the Standard Profil Family for approximately two years. Together with my team, we are leading the lean transformation in our plants in seven countries. The lean production system that we have established by customizing entirely to ourselves is in fact a whole set of effectively-working systems and our target is to make the lean culture function autonomously and be experienced in our everyday businesses, through those systems. We know that we can be successful in the competitive environment only this way. People who are all our employees who will realize the lean transformation are at the center of that transformation. Therefore, we attach importance to lean production trainings a lot. We will achieve lean transformation together under the leadership of the SPPS superintendents and local plant managers.

I joined SP in May 2018 as a SPPS Engineer and I work alone at the SPPS department in our plant in China. As I have had experience beforehand, I am focused on the Gemba concept. As my other friends at SPPS, I received significant information about SPPS’s standards at the Bootcamp and I started to implement them in our plant in China. I am the person who is responsible for the organization of the lean production processes at our Plant and I am trying to increase the efficiency here.

A lean production model that is compliant with Standard Profİl’s DNA

Mustafa KeMal altay - Group spps DIrector

We will achieve Lean Transformation in SP together

len tIan / sp chIna - spps enGIneer

I received significant information about SPPS’s standards at the Bootcamp

I started to work for SP two months ago and I was assigned to the SPPS department directly. I am originally French and I moved to South Africa in order to take charge in another company, and our roads met with SP. I am a Mechanical engineer and I am an expert in production systems. As SP South Africa is a small production facility, a system like SPPS had never been implemented and they are far from the lean production issues. therefore, we will establish and constitute SPPS from scratch at the South Africa plant. While there is no similar implementation, I am thinking that we will not encounter difficulties to create and establish such culture. We will focus on two basic issues: Site Management and value Flow Map. If our current stage is asked, I can say between five to 10 on a 100-item list. My priority is to mobilize people. I am teaching why lean production is important to them. I am receiving significant support from my executives for making it possible to make the changes that we want.

We will establish SPPS from scratch at the South Africa plant

phIlIppIne Wallart sp south afrIca - spps enGIneer

hrIsto ZhelyaZKov / sp BulGarIa - spps enGIneer

We are on a good path toward being a lean plantI have been a member of the SP Family for more than seven years. I used to be a Shift Head and I also took part in the Continuous Improvement Department for three years. I am now in the SPPS team. I am expressing the importance of lean transformation for being global and for our organization to the entire Plant, in particular to the management. We have progressed a lot so far and now we are acting in line with rules. We are on a good path toward being a lean plant and we have completed the adaptation in many ways. The SPPS team in Bulgaria consists of another friend a manager. Our assignment is to ensure the required adaptations and explain the Kaizen system to the employees.

raúl salInas chaveZ / sp MexIco - spps enGIneer

I believe we will progress very fast

I am an industrial Engineer. I joined SP three years ago; I am a SPPS Team Leader at the Manisa plants. I started my working life at logistics

companies and I subsequently worked as an executive of both production and lean production at manufacturing companies. I met lean production 10

years ago. There was another system when I started working at SP. That system changed by Mr. Kemal and we are building a much more effective

system. I am thinking that the works conducted will provide substantial contributions to all the plants in SP. We see that the preparations we have conducted are very close to the companies that have advanced-level lean

implementations. We wish to put this system into practice as soon as possible. Our objective is to create a lean culture. We must manage our

energy and our resources accurately. SPPS’s biggest objective is to make SP stronger than its competitors by conducting works on improvements.

uGur oZMen / sp ManIsa - spps teaM leaDer

We are building an effective system

We need the lean culture transformation for perfect successI was born in Karadeniz Ereğli in 1983. I am a Chemical Engineer. I received postgraduate degree on Business Management in London. I am married and I have a 3,5 year-old daughter. At Standard Profil, I started to work as a Production Engineer in the Compound Department and then took charge of the assignment of Area Responsible in the Extrusion and Finishing Lines department. Presently, I am working as the Düzce SPPS Team Leader. Our main objective in this assignment is to acquire the organizational and operational perfection by focusing on the customers’ demands; that is to say, on the value; in every area, and to ensure that such value flows to the customer fast without being interrupted in any way. Accordingly, we carry all the functions of the plant to a lean vision by using the internationally-accepted lean instruments and we are leading that process. We need a change of lean culture in order to obtain a sustainable, constant, and perfect success. Change is the function of the time; time and patience are the most important conditions for changing the culture of people for getting jobs done.

cuneyt oZturK / sp DuZce - spps teaM leaDer

The SPPS Team Starts the Great Transformation through Lean Production

T E A m S P I R I T

The theatre play put into practice by the employees of our Düzce Plant, titled “Here’s Safety at Work” was performed at the Culture Center of Düzce Municipality. The SP employees and their families welcomed the two-act play staged to raise awareness in terms of occupational safety, with substantial attention. The song called “Job Accident is the Reason” composed specifically for the play performed in three sessions appreciated by the audience well.

8We have drawn

up the Global Visitor Guide

for the securest visits

We have created the Global Visitor Guide for our the SP employees in

different locations, for our subcontractors, for

our suppliers, and for our customers, who pay visits

to Standard Profil as a requirement of their

businesses. Our objective is to safeguard the security of all our

visitors in all the locations at maximum levels.

as we all know, we are a global group that grows continuously in the automotive sector. In parallel with it, our customers, suppliers, subcontractors, and SP employees visit our plants in different locations as required by their businesses and stay in those facilities even for a temporary period. We have created the global visitor guide to inform our customers, subcontractors, suppliers, and employees regarding the issues of Occupational health and Safety, to create environmental awareness along with the same Occupational health and Safety Culture at all our locations, and to gather the recommendations for our visitors. While the rules of general hSe are same at all locations of us, the position of the respective location, settlement of the site, and emergency phones might vary. when you visit a different sp location from now on, please request the visitors guide belonging to the respective plant, before entering the site, read the hSe, pore over the emergency evacuation plan, and note the emergency phones down. In addition, using the suggestion form in the visitors guide, you can provide your recommendations of improvement regarding the topics like OhS, the environment, quality, and efficiency. we wish you days with health, happiness, and peace and without accidents, with your family in 2019.

Great interest in the HSE Theater plays

a grand prize to Standard ProfilThe Standard Profil Group was deemed worthy of a grand price in the “Supplier Relations” category at the Purchase and Supply Chain Conference and Award Ceremony organized for the 15th time this year by Purchase Club BuyerNetwork.net, BN Academy, Purchase magazine. In the ceremony that took place with the attendance of numerous professionals from the public and private sectors at Istanbul University, Kemal Tapkan, our Internal Audit Director, gave a speech titled, “Ethics in Supply Chain.” The award was received on behalf of Standard Profil by Demet Gülerman, our Group Indirect Procurement Director. Standard Profil was deemed worthy of that award thanks to its Ariba solution that improves the procurement process using automated approval flows.

traInInGS contInue at fuLL throttLe

our Hr teAM tHAt BrouGHt toGetHer ALL ItS trAInInG ProGrAMS unDer tHe rooF oF SP ACADeMY ContInueS tHe WorKS tHAt WILL rAISe tHe SuCCeSS BAr oF tHe StAnDArD ProFiL GrouP. CoMPreHenSIve trAInInGS reGArDInG DIFFerent BuSIneSS AreAS WILL Cover A SIGnIFICAnt SPACe In 2019 AS WeLL.

the 1st Phase of the training on the Automations used in Processes and PLC Programming has been completed with the participation of the employees of Düzce Plant’s Process engineering and Maintenance Directorates. the trainings were provided by Finishing Process expert Yavuz Yorulmaz. expansion of the trainings consisting of four stages in all the SP locations in 2019 is planned.

We have organized a training for our Standard Profil Procurement teams, as provided by British Chartered Institute of Procurement and Supply (CIPS). totally 21 colleagues from all locations of us attended the training provided by the experts of CIPS Academy turkey. the six-day training that took place in Istanbul consisted of the main topics of “strategic purchase and category management” and “negotiation techniques.” the objective through the CIPS training was determined as the maximization of the technical competencies of purchasers.

Our FInIshIng PrOcess exPert has started traInIngs

the most important condition of creating difference in competition in our age is technological competency. Aiming to be always a step ahead of its competitors when it comes to technology, the Standard Profil Group It Department reinforces that competency of it through trainings. Accordingly, we organized a “Agile Approach and Scrum” training that aims to the realization of the demands with high priority in a fast and coherent manner, for our It team. employees from our Düzce, Istanbul, and Manisa It team attended the trainings provided by the trainers of the firm called Softtech.

“agIle aPPrOach and scrum” traInIng FOr Fast and agIle PrOjects In technOlOgy

An International Automotive task Force (IAtF) workshop was held in Düzce on november 13-14. teams from the departments of customer relations, sales, quality, design, extrusion, and finishing engineering, and materials, participated in the training lectured by Çiğdem Altınışık. Conditions were identified and reports were drawn up accordingly in the training.

the IatF wOrkshOP In duzce

we have cOmPleted the FIrst mOdule OF the cIPs traInIng

“change management” wOrkshOP FrOm FamOus cOnsultant and wrIter kemal IslamOgluWe held the first workshop of 2019 in Istanbul on January 8-9. organized under the heading of “Change Management” the workshop was held for our executives working to adapt the change in any location successfully to all the locations as a factor that supports Standard Profil’s global structure. 14 executives of us took part in the training that aims to standardize the change management in our Group and that is provided by Consultant and Writer Kemal islamoğlu.

We started the “There is a leader in the Field” training program, which is the first leadership project of SP academy where our trainings we held within the scope of our holistic approach to Talent Management, on September 2018. The “There is a leader in the Field” project has been prepared as a result of the SP’S Voice questionnaire, focus group workshops, and the interviews with the employees, on the basis of our competencies and the leadership development areas determined in line with those competencies, together with the expert adisa consultants. In the program prepared as entirely tailor-made for us, the target is to ensure the adoption of the understanding of a pioneering, effective, and creative leadership in addition to the creation of a synergy environment within our group thanks to both technical trainings and the trainings on competency development.

tHe ProGrAM reFLeCtS SP’S unDerStAnDInG oF SHAreD CuLture AnD LeADerSHIP.In addition to shaping the Standard Profil group’s understanding of shared culture and leadership, the “There is a leader in the Field” project is expected to be a profound source in terms of individual improvement and careers of the employees. The program is started in Düzce and Manisa plants and will be cascaded to all SP plants in the following course.

there Is a leader In the FIeld!

It is also a chance to reward those who have outperformed during the year, to say thank you to all employees for overcoming the business challenges they have faced and achieving targets. For us it is good place for employees from all levels of our business to connect with each other in an informal setting and often helps to nurture stronger working relationships for the year ahead. We celebrated our function on 14th December 2018 and had a joyous occasion. There were activities, fun and laughter. Thank you to all our staff at SPSA for all the hard work and effort that made 2018 a successful year and all the best for 2019. May we continue to grow and work as a team.

Our year-end function poses the perfect opportunity to celebrate and share our business’ achievements through the year.

We had our highlight event where the Mr & Mrs SPSA were

crowned. various staff participated

and the winning two were chosen

by our staff. Congratulations

natertia Willia ms and Deanno

Hartnek!

We also had the privilege to honour our staff that reached the 5 Year milestone with SP South Africa. We want to thank them for their loyalty towards the company and the effort that they put in to make a success of Standard Profil. They received diplomas as a token of appreciation.

We learned about SPPS, the 7 wastes, our house of Lean, What is the value, what is value stream. We had three teams of each 5-9 persons from each departments, from production to quality, including finance and Purchasing. We then started the team work. In Cape Town, we had 3 customers represented, Nissan, Daimler and Volkswagen, and we created and studied one Value Stream for each. We did a lot of Gemba (= going where the action happens) and investigate on the shopfloor to draw our currents status. We also discovered many new tools, such as bottleneck diagram, takt time and bubble diagram, in order to draw the most accurate picture of our current situation. Once this was done, we then started doing work of identifying the potentials, try to open our eyes to what could be improve on our VSM, and we managed to have a long list of items that need to be improved ! From there, we got introduced to the X-Matrix and started on planning our activities for 2019. We did not have enough time to completely draw our future state, but we got some solid clues on where to start. On the next day, we presented our work to our plant manager and got certified for the completion of that Value Stream design and target deployment workshop. We are now looking forward to our next workshop.

U P - T O - D A T E

SP South africaInTernaL TraInIngIn November, we had the chance to attend the Value Stream Design Workshop in Cape Town plant, Mustafa Kemal Altay, SPPS director and Ozgun Apaydin, from Central Team came to support or local SPPS team. The workshop started with some introduction, some evaluation of the Lean Level, and a Quiz.

Year End Function 2018

SP South Africa5 Year Service Awards

Mr & MrS SpSa 2018

10

Start this article by remembering the initial months of the previous year. What were you doing, what were you thinking about, and what were you dreaming of? Did you tell to others or jot down in a notebook the decisions you have taken for the new year?

What about the topics you have made up your mind for? regular exercise, healthy diet, giving up bad habits… not to overspend, not to allow stress, allocating more time for your hobbies… Let us now come back to the present: how many of the decisions you took a year ago did you put into practice? One, several… none? Then, welcome to the majority! 37 percent of people are either not complying with their decisions at all or comply with them only a few days. remaining 63 percent are a bit more ambitious; they continue to keep up with the decision for more than two months.

experts say a habit must be repeated for 21 days in order to be acquired. even if you take a break 21 days later, your body and your mind want to come back to that habit that it has acquired throughout the 21 days. The period required for this habit to settle in well is six months. That means that: practice the decision you have made for 21 days without interruption, ensure that your brain registers it as a habit, and then, even if you experience a brief period of slacking, continue your new habit for the period of six months. This way, your brain will not accept a life without the presence of that habit anymore. even if you stop from time to time, that lifestyle becomes irreplaceable for you.

Every new year is a new start, bringing new hopes

and somehow creating new options. Let us draw

up a different roadmap for ourselves, in which we

could be happier and more energetic in 2019.

21-day rulE:

bE rEalIstIc: Do not make decisions that you cannot keep up with. For example, to what extent you can keep the promise of “I will

never eat desserts?” hence, the first condition of the manners of decision making is to pay attention to the fact that they must be the things that comply with your own disposition and life and that they

can be put into practice.

plan bEforEhand: Do not put off your decisions to the last minute.

Contemplate well on the things that you wish to change in

the new year, determine what you should do in

order to achieve them, and plan how you would

implement those decisions. For example, the plans like “First, I will cut smoking by

half and stop it completely in one month’s time” or “I am aiming to go on walks one day a week first and then to do so every day by

increasing them day by day in the following months,” will not pose difficulties on you but they will motivate you.

yEs, maKIng nEw dEcIsIons In thE nEw yEar Is not ItEmIzIng whatEvEr comEs to our mInd. wE must scrutInIzE and Know

oursElvEs, our lIvEs, and our possIbIlItIEs wEll. plEasE taKE thE followIng suggEstIons Into account If you wIsh

to lIvE as an adult wIth sElf-confIdEncE rathEr than mIraclEs, InstEad of a chIld ExpEctIng mIraculous thIngs

to happEn through ImpossIblE wIshEs and dEcIsIons:

nevermind; no surrender! another new year has come… a new year means at all times new hopes, new dreams, and new decisions. but, let us create differences this year and turn the decisions we have taken into a lifestyle. how? by knowing which decisions we take and in what scale we take them and what we could do later on. We must understand this first as an adult: in fact, whatever we want, we want it from ourselves and whatever we give, we give it to ourselves. Knowing this actually has to do with the concepts of self-esteem and self-confidence. presence of self-esteem and self-confidence is one of the most fundamental issues that determine our perseverance in terms of putting the decision we have taken into practice. It is because not complying with what we have talked about and failing to keep our promises is a lack of respect to ourselves. after locating this fact in our minds well, let us see the steps that we can take for the advent of a new year with brand new hopes.

WhATEvEr WE WAnT, WE WAnT IT from oursElvEs

DecIsIon-makIng has manners as well

rEmEmbEr that mIstaKEs can bE COMPenSaTeD!whEn you bEhavE In a way that vIolatEs a dEcIsIon you havE taKEn, thIs must not causE you to thInK, “wEll, I faIlEd.” EvEryonE maKEs mIstaKEs. WhaT MaTTerS IS to go bacK to thE schEdulE you havE drawn up and contInuE from whErE you havE STOPPeD, DeSPITe The PreSenCe OF that mIstaKE.

I need a new

year!new

meIn the

IdEntIfy your prEcautIons and thE thIngs that wIll prEvEnt you from puttIng your dEcIsIons Into practIcE: The temper of exhibiting himself/herself rightful under any circumstance,

social environments, disliking discipline, business life, family life… Each of them might contain factors that will weaken you by posing blockages on

your perseverance. Identify them beforehand. Plan how you will deal with them. For example, what will you do when you want to skip an exercise? Decide which one will motivate you: reading the exercise

schedule you have posted on the refrigerator, finding someone who will company you, or inculcating yourself.

sharE your dEcIsIons: Share your decision with the persons you have confidence for

their support. Maybe you will learn that you have an acquaintance, friend, or neighbor who have made the same decision as you and seize

the opportunity of motivating each other each day.

rEward yoursElf: When you put the decisions you have taken into practice, be sure that you reward your success. But, your reward must not

be something that opposes to your decision; that is to say, the award of your compliance with your weight-loss schedule could not be a huge platter of

desserts but two pieces of chocolate.

Licensee: turhan temizer on behalf of Standard Profil Editor-in-chief: Gülbin Gayretlier Dülger

Ofispark, Merkez Mah. Bağlar Cad.No: 14/3 C1&2 Blok Kağıthane / İstanbul /Türkiye Telefon: +90 212 313 31 00

Gülbahar Mahallesi Eren Sokak No: 4 / 1 Mecidiyeköy-İstanbul +90 (212) 264 00 92 www.noema.com.tr info@noema.com.tr

SP Gazete is a local periodical of Standard Profil. All rights reserved. The content of the newspaper may be copied in whole or in part upon permission of the publisher and with full credit to the copyright holder.

Elma Bilgisayar Basın Ambalaj San. Tic. Paz. ve Ltd. Şti. Halkalı Caddesi No: 164 B4 Blok Sefaköy - İstanbul 0212 697 30 30

Editorial Consultant: Doğa ÖzkanCopy Editor: Ayşe FındıkCreative Director: Erdi BozkurtEditing: Ercan yaşa

Photographs: yeryüzü Görsel İletişim MerkeziContributors: Melisa Bahar, Neşe yılmaz, Mustafa Arslan, Ömer keleş, Saioa Cainzos Bravo de Medina, Hicham Agzenay Biyout, Nikolay Zhelev, yvonne Wang, Avril Goliath, Maria Mandujano

eDItorIAL BoArD PuBLICAtIon

w w w. s t a n d a r d p r o f i l . c o m l TURKEY l BULGARIA l CHINA l S. AFRICA l SPAIN l MOROCCO l MEXICO

c r e a t i v e & c o n t e n tnoemaBircan kutlu, Bülent Atay,

Doğa Tiryaki, Gülbin Gayretlier Dülger, James Wei, kamilia Allouch,

Mercedes Mazo Saenz, Olcay Özgiray, Olivia Gayton, Samsonisa Lee,

Seçil Seçen, Vanya Tutova, Ebru Öcal

U P - T O - D A T E