Operational Excellence and Business Continuity
Participatory and analytical methods that increase efficiency
SDGs We Contribute to
With our operational excellence and lean production approach, we aim to increase operational efficiency, reduce waste and achieve the highest level of customer satisfaction possible.
With the lean thinking model, we focus on creating value at all stages of our production processes and aim to eliminate unnecessary steps. In this regard, we analyse our production processes through data analysis and performance monitoring, and we undertake projects with the project and Aromsa Continuous Improvement Team (ASIT) in areas that could increase efficiency by monitoring our performance indicators.
We review our production processes with our R&D and Quality Control departments, identifying and eliminating steps that do not create value. Based on the Kaizen model, we adopt a participatory approach by encouraging our employees to share their improvement suggestions, which we use to optimize our processes through small and continuous revisions.
The projects and Kaizen studies that we carry out are focused on a total of 13 activities: two projects in 2022, six projects in 2023, and five in 2024. These studies and projects are essentially intended to ensure efficient use of production capacities. In addition, increasing operational efficiency was determined as an important goal, and improvements were made to increase efficiency in areas such as the sauce line and horizontal cooker. Reducing cleaning times has frequently been on the agenda with Kaizen studies, and this has contributed to sustainability goals by enabling reduction of the consumption of resources such as water. It is also noteworthy that cost savings were achieved through projects involving various items, such as budget items and code changes in washing processes.
Process optimization and data-driven improvement
We act within the framework of ISO9001, ISO14001, ISO45001, BRC, FSCC22000, RSPO, AIB, ISO1002, ISO5001 international quality management system standards and the EFQM Model in order to simplify processes and increase efficiency in production, R&D and supply chain management.
During the reporting period, we aimed to prevent waste by utilizing methodologies, automation and data analytics technologies as part of our efforts to improve production processes.
Continuous Improvement Methodologies:
We are focused on continuously improving our processes to increase efficiency by reducing waste through methodologies such as lean manufacturing.
Energy Management Systems:
We started to control our consumption by installing measuring devices at designated points to increase energy efficiency in production. The goal is to reduce our costs and contribute to environmental sustainability.
Data Analytics:
We utilize data analytics to make data-driven decisions regarding the performance of our processes. The data obtained from production processes is analysed and the performance of the production process is monitored by performing statistical process control. In the event that any anomaly is detected, corrective and improvement action is initiated.
For example, by monitoring the process in the extrusion line in real time, we have made it possible to analyse all parameters and to instantly intervene when necessary.
We started to monitor emulsion production by making dimensional measurements. In this way, we identified the root cause of the issues with the process, made raw material changes and process improvements, and halved production times. Thus, we increased efficiency in the use of energy, resources and time.
During the reporting period, taking into account the feedback from customers, we have made several investments to improve our operational processes with the goal of achieving high customer satisfaction:
- In 2024, we improved the liquid line by increasing efficiency, shortening filling times, increasing capacity, and ensuring filling precision.
- In 2024, we made investments in the emulsion line and improved its stability. Increased capacity has made it possible to deliver products in a shorter time.
- In 2023 and 2024, we reduced our washing costs to zero and increased our operational efficiency in the areas where the tanker box system is used.
- With recyclable packaging, we not only fulfil our environmental responsibility but also facilitate stock tracking by offering our customers a longer shelf life.
Continuous operational improvement through feedback
We view the feedback received through customer complaint management system as an ‘opportunity to improve process’, rather than as ‘complaint’. We systematically collect and categorize suggestions and complaints from our customers. If there is a recurring situation, we evaluate it separately from other feedback and analyse whether there is a systemic issue at play. Then we identify the causes of the issue through methods such as Root Cause Analysis and 5 Whys Analysis. We prevent the incident from recurring by identifying the real operational issues underlying the complaint/feedback. To ensure that feedback is used for permanent system improvement rather than for finding a temporary fix, we integrate the feedback into KPI and continuous improvement processes and monitor whether the improvement is sustainable or not.
We use the following key performance indicators to measure and evaluate the effectiveness of our efforts to achieve our operational excellence goals and make our production and supply processes more effective
- Production Amount (tons/year)
- Number of Production Batches (quantity/year)
- Production Efficiency (kg/person-hour)
- Budget Compliance Rate (%)
- Number of Continuous Improvement Efforts (number/year)
- Destruction Rate
- Non-Conforming Product Rate
- Customer Complaint Rate
- Total Labor (hours)
- Overtime Rate
- Number of Unplanned Downtimes (number/year)
- Duration of Unplanned Downtimes (hours/year)
- Unplanned Downtime Rate (%)
- IMMA (Internal Customer Satisfaction Survey) (score/5)
We strive to achieve a balance of taste, quality and sustainability in our production processes.
In order to ensure the balance of taste, quality and sustainability in our products, we aim to carry out production by optimizing process parameters to use minimum energy without compromising quality in our processes.
In this regard, we monitor efficiency, minimize waste rates by reducing raw material and product losses, and provide environmental gains through increased efficiency, less waste and energy consumption.
We ensure stability throughout shelf life by controlling quality parameters during and after production. As a result of the improvements aimed at achieving consistent quality and minimizing material waste, we prevent unnecessary resource usage and create a win-win environment in terms of environmental impact, economic benefit and quality.
Improvements made in our production processes for energy efficiency, water savings and carbon footprint reduction during the reporting period:
| Process Improvement | Benefit Obtained |
|---|---|
| Cost Improvement Project in Extraction Line | We installed an Energy Monitoring System. |
| Project for Savings in Budget Items/Expenditures | We achieved savings in the rinsing process and chemical usage by reducing chemical dosing rates. |
| Savings Project on Sauce Line Washing-Code Changes | We achieved savings in chemicals, energy and water. |
| Sauce Line Operational Efficiency Improvement Project | We achieved energy and water savings by reducing the amount of waste and increasing the value produced in one hour. |
| Sauce Line Heating and Cooling Time Improvement Project | We achieved energy savings. |
| Improvement project on increasing emulsion production capacity | We achieved energy and water savings. |
| Transition to the use of non-foaming detergent in the Spice 1 production line | We achieved water savings. |
| Project on changing chemical usage periods in the extrusion line based on analysis results | We achieved chemical and water savings. |
| Project on reducing cleaning times and speeding up production | We recorded a decrease in energy consumption per hour in the spice and extrusion lines. |
In 2022, we established a direct line for product transfer from production machines to the aseptic filling equipment in Aromsa factory 1. Thus, we ensured that the products carried to the packaging area in 1-ton containers could be transferred directly from the machine to the filling line. We achieved energy and water savings by reducing the number of containers washed in the container CIP line and the number of transfers between factories. Additionally, we invested in 2 stainless steel, pressurized tanks with a capacity of 2 tons in order to increase the direct filling line capacity at Aromsa Factory-1. Thus, we ensured that the products coming out of the relevant line was transferred directly from the line to the filling machine.
In 2023 and 2024, we conducted on-site trials with companies, studying alternative packaging options such as tanker boxes, and double-valve bag-in-boxes for customers. Upon approval of customers, we switched to using new types of packaging. By using alternative packaging, we saved natural resources and energy as a result of reduced number of container washing processes in the CIP line. We also reduced carbon emissions by optimizing the number of container recirculations between the customers and Aromsa delivery points.
By incorporating vacuum conveying and vacuum lifting systems into production processes in extrusion and spice lines, we increased employee and product safety and achieved sustainable operational efficiency. In 2023 and 2024, we accelerated production processes with the improvements made in extrusion and spice lines by analysing production processes with Kaizen projects.
