SUSTAINABILITY

As an enterprise that also has a say in Türkiye and the world in its main business –steel pipes, and aims to create a safer and healthier work environment for its employees, customers and suppliers; achieve its “zero work accident” ideal; and protect our environment as we manufacture, all of Borusan Pipe’s employees and management pledge to adopt and implement a management system that;

• Complies with all Occupational Health, Safety and Environmental Protection laws, regulations, and other applicable requirements in effect;

• Identifies all possible risks that emerge as a result of its operations and launches efforts to reduce any such risks to an acceptable minimum;

• Strives to minimize the resulting waste, and eliminates the waste that could not be prevented in an environment-friendly manner;

• Reduces the consumption of natural resources to an acceptable level;

• Constantly controls the system and activities it put in place and keeps them open to control by the relevant parties;

• Is built on the principles of continuous improvement.

Acting in line with an approach that is integrated with the community and the environment, Borusan Pipe keeps its Occupational Health, Safety and Environmental Protection policy publicly accessible on its website, newsletters, and notice boards.

Furthermore, contractors and suppliers are also notified of our OHS and Environmental policy in a letter during their onboarding process.

Contractors working on behalf of Borusan Pipe are also encouraged to comply with the Occupational Health and Safety provisions prescribed by the laws as well as Borusan Pipe OHSE management and principles.

 

Lean 6 Sigma

Lean 6 Sigma is a corporate initiative that focuses on business excellence, and as a part of total quality management, ensures that corporate processes are methodologically improved and new products and processes are developed where necessary in order to adapt to changing market conditions and achieve set strategic targets. It is also a customized tool for change rooted in the far eastern business culture and that transforms this approach into a globally applicable roadmap by integrating this approach with a very disciplined perspective.

History

Lean 6 Sigma originally emerged as a set of tools developed to eliminate any flaws in production processes. Its scope of application was then expanded to include non-production processes as well. Its basic principles were developed in 1986 at Motorola. Methodologies such as quality control, total quality management, zero error as well as the theories of various statisticians and management experts including Shewhart, Deming, Juran, Ishikawa, and Taguchi were greatly utilized. Motorola, Honeywell and GE were the early adopters of Lean 6 Sigma. By the end of 1990s, a majority of the Fortune 500 companies in the United States were already implementing the methodology. And it was Jack Welsh’s adoption of Lean 6 Sigma at General Electric that brought Lean 6 Sigma worldwide recognition.

Lean and Lean Thinking was first put in place at Toyota. The approach, which rested on the basic principle of eliminating waste and focusing on the service offered to the customer, also started to spread worldwide in the 1980s. 

The focus of 6 Sigma to reduce flaws and create perfect business processes and the approach of Lean to eliminate waste are used together in many businesses today.

The Goal of Lean 6 Sigma

It is a means of project implementation with continuous and firm leadership support that aims to improve the quality of time outputs by identifying and eliminating any source of error. It makes use of a human resource infrastructure, quality management and statistical tools at the organization. Lean 6 Sigma is basically a change management tool.

Lean 6 Sigma has three basic starting points;

• Developing decisions and processes with predictable outcomes are critical to success.

• Production and non-production business processes must have parameters that can be measured, analyzed, developed and controlled.

• Lasting development is attainable only when the entire organization desires and contributes to it.

Lean 6 Sigma has a well-defined roadmap that has developed over the years. If followed systematically, this roadmap allows us to simplify and solve even the most challenging of problems. And most importantly, Lean 6 Sigma approach creates a systematic and common language in an organization.

Lean 6 Sigma at the Borusan Group

With a view to supporting an innovative, fast-paced, and productive business culture that always aims to be a step ahead, Borusan Group adopted Lean 6 Sigma methodology in 2002 as a part of institutional way of conducting business.

Lean 6 Sigma works with the authorized and assigned human resources listed below.

• Corporate Deployment Officer: In charge of the management of the program across the Holding.

• Company Deployment Officer: In charge of the management of the program in individual Group companies.

• Master Black Belt: Manages the deployment activities in Group companies.

• Black Belt: Full time project managers. They operate in their respective group companies.

• Master Green Belt: Part-time project managers.

• Green Belt: Employees with the competence required to take part in the project team.

• Project Sponsor: A person that provides all-round support in the execution of a project.

• Process Owner: A person that implements project solutions in the business unit under his/her charge.

• Financial Representative: In charge of the financial projections for a project.

• IT Representative: In charge of the implementation of the IT solutions of a project.

As such, as a discipline that completely changes and transforms the ways of doing business, Lean 6 Sigma enjoys a very distinctive place among other methodologies within Borusan culture.

To this end, Lean 6 Sigma adopts “continuous improvement” and “customer satisfaction” approaches, which underlie the total quality management approach always incorporated into Borusan Pipe’s way of doing business, to maintain its operations.

Lean 6 Sigma is considered within the framework of Borusan Pipe’s motto DAIMA Y6S, which stands for the first letters of Supportive, Meaningful, Engaged, Customer Facing, In the Moment in Turkish. Each letter represents a specific value proposition brought to the organization by the Lean 6 Sigma methodology. DAİMA Y6S is our basic deployment approach, which we turned into a catchy slogan in order to explain to all layers of the organization that the Lean 6 Sigma methodology is addressed and implemented with a lean approach.

From 2002 until the end of 2017, using the Lean 6 Sigma methodology, Borusan Pipe listened to the voice of its customers and implemented 200 Black Belt, 477 Master Green Belt projects that further improved quality and service approach in order to improve processes so as to meet critical customer expectations. The total return gained from these projects during the year that followed the end of each project was projected as USD32.8 million.

Lean 6 Sigma Roadmaps

At Borusan Pipe, Lean 6 Sigma projects are launched using 4 different roadmaps depending on the needs;

DMAIC (Define, Measure, Analyze, Improve, Control) roadmap is used to improve the existing processes.

DMEDI (Define, Measure, Explore, Develop, Implement) roadmap is used to create a new product and process.

Lean (Value Flow) roadmap is used to prevent the 8 wastes (non-utilized talent, defects, excess inventory, over production, waiting time, extra motion, unnecessary transportation, extra processing) and increase the ratio of high value-added activities.

Kaizen roadmap is a way of project creation that aims to resolve in a short period of time topics with relatively narrower scopes using a more compact approach.

Borusan Pipe continues to implement the Lean 6 Sigma methodology in order to cut down the costs and error rate in business processes, boost productivity, and constantly increase customer satisfaction with continuous improvements and to generate value for all of its stakeholders.