It is precisely accepted that the most important subject attracting our attention is keeping up with the new circumstances and attaining the competitive advantage in today’s rapidly changing economical conditions. The thing that never changes is change itself. Considering this principle, the only way to improve our competitive advantage as HEMA Industry is to yield continuous improvement and continuous development as a company culture because automotive sector is at the foremost position facing hard competition not only in price but also in quality. HEMA Industry has to use this advantage ideally as the leading supplier of worldwide automotive leaders. The hardest point of working with these companies is to compete against worldwide market. Because of this obligation, it is not enough to protect our current position. Our aims should be to jump to the higher positions during staying one step further than our competitors and to become our customers’ strategic partner by scraping through the other suppliers.

We, HEMA, have a management strategy of exploring to achieve and add these results into our system continuously. We maintain to structure this by considering our all capabilities in order to use our resources efficiently. For sustainable competitive power, we are aware of investing in our labor that is capable of using these modern technologies efficiently. Therefore, we are successfully continuing some processes. These are for example; Suggestion System that we benefit from creativity of our labor, Lean Production that enables us react customer demands quickly, Six Sigma that consummates our process’ quality, and Autonomous Aspect that increases our employees’ perfection and the productivity of our production technologies. As HEMA management, we believe that we will achieve the biggest advantage in competition with our capable labor rather than technologies. In our current organization, there are 1 Master Black Belt, 30 Black Belts, 15 Green Belts, 150 Yellow Belts and deep planning takes place in order to increase these numbers. In addition to this, there are institutional educations to make our employees conscious of doing things in a right way.

Educations about Personal Suggestion System, Job Security and Environment are being held systematically. In parallel to Autonomous Aspect, there are technical educations about maintenance and use of machines in order to promote skill level of our employees. In 2007, 320 employees took part in these 620 man/hour theoretical and applicable educations. Our main goal is to improve our employees’ personal skills and convert these personal skills into institutional skills by these educations. Teamwork is one of the most important tools when transforming personal skills to institutional skills. While our Suggestion System is providing our employees’ creativities to contribute our company, the synergy of teamwork and continuous improvement projects occurred during Lean Production, Lean Six Sigma and Autonomous Aspect are transferred to company performance. In conclusion, our company achieved really high financial benefits in 2007. These are really precious financial figures for our company.

However, the important thing here is to build future systems and culture for HEMA while we improve our technologic and labor improvement. HEMA will achieve high growth when our employees understand, accept and work together through our strategic targets. The most powerful inspirations of HEMA are teamwork and dedication. To be a niche supplier of automotive sector is the aim of HEMA. We can only achieve this with people who devoted themselves to continuous improvement. We, as management, believe that with our support and involvement, this target is not unattainable. Making HEMA as a world-wide brand and working through this way will contribute not only to our company but also to our country which is indulging its competitive advantage to Far East.