One of the 100 leaders who left a mark in the digital world: Hakan Ay was born INTERVIEW Former Chairman of TİAD and General Manager of Tezmaksan Hakan Ay was born, he was listed among the "100 Leaders Who Left a Mark on Digital". Aydoğdu explained Tezmaksan's journey of digitalization step by step and the return on its investments in this field. Shared with Magazin. www.ttmagazin.com November -December - Issue 98 Former President of TİAD. Tezmaksan General Manager Hakan Aydoğdu What steps TEZMAKSAN took towards digitalization? Our first work was the transition to ERP. In the next process, especially in the field, our service works were transferred to digital Every day, dozens of our employees were going to the service. We were experiencing a chaos due to the increasing business volume and heavy telephone traffic. We were frequently experiencing many kinds of problems, from our friends who went to the same customer for service without knowing each other, to sending the wrong spare parts. This is a great cost loss for us. Moreover, it also created problems for our customers during the service period. By digitizing our technology, we transferred all kinds of data and programming to the system and achieved a significant improvement in our costs. We increased our service satisfaction to 90 percent and reflected the improvements in cost to our customers' pricing. Another problem was the follow-up of our receivables from customers. For payment, our customers were called during the day by different friends who were not aware of each other. Rightly so, our customers started to complain. We used our CRM program here for the first time, and then, as we saw its benefits, we moved all our company activities to CRM over time and completely digitalized it. You have also digitized your service policy and established departments where your company will also present its engineering know-how. Systems such as Capacitancematik, Cubebox; your services in the digital field... Can you briefly talk about the needs that bring them to life? We are going through a period of rapid change. In this process, we realized that it was not possible for us to serve our customers with the business model of 30 years ago. Our customers also started to work in the international market and they entered into an intense competition. We realized that we couldn't serve them just by selling counters. We have started to offer products that will address their needs. We observed that its biggest problem was "inefficiency". We were estimating that the difference between the OEE values of machine tools in developed countries and those in Turkey was quite high, but there was no system or program that could measure this yet. We knew the machine structure and control system very well, and we knew what information and reports our customers needed. Therefore, in order to measure OEE, independent of the human factor; We developed the "Capacitymatik" software, which takes only the working data of the machine and transforms it into a meaningful report, 100 percent domestically, and today we offer it to our customers in different sectors. Automation, which is another topic, has actually been used in developed countries for a very long time. The relatively low labor wages in Turkey caused our industrialists to delay their investments in automation. However, the competition has increased so much that it is no longer possible to escape from automation, since Industry 4.0 is also an important pillar, investments in this field have come to the fore. We created Cubebox, thinking "Can we make the prices in Turkey affordable by standardizing the product?" Although we are at the beginning of the road, we saw that there is a lot of demand and we started working on producing different versions according to the needs. How do you observe the digital needs in the machine tool industry? In particular, how do your customers view digital and cine? The average age of machine tools in Turkey is 18-20, while it is 10-12 in Europe where we are trying to compete. So there is a huge difference. This difference becomes even wider when you cannot measure production data. Our customers, who had difficulties in the competition, realized this and started to look for "How can we increase the current efficiency instead of making new investments". We try to support them in this search with our products and our knowledge. TEZMAKSAN's activation on digital media platforms (social media, web, digital publications) is much higher than other companies in the sector... Your digital platforms seem to be the biggest agenda of your marketing team. How was the return on your investment in this field? What did it bring in terms of branding, brand awareness and sales return? Of course, our awareness has increased, but more importantly; We support concepts such as digitalization, automation and software that the Turkish Industry needs so much and open up the perception in this direction. Not only large-scale companies, but also our SMEs make requests from us for service procurement related to these issues. This business is not as a company; We think we should do it as a sector and as a country. As a leader, did you have any doubts while stepping into digitalization? Such as not being understood by traditionalist and non-digital companies in your customer base, not reaching the target audience adequately, not returning the investment... The existence of digital is not very old in our lives. Did we not know enough about this field and its constant updating gave rise to the worry "can we catch it"? We had no doubts, because when you look at the industrialized countries, they went through these stages before us, and it was inevitable that we would go through too. We could already see these when we went to foreign fairs and company visits, and it was very clear that if these were not done, they would "exist".We have seen this not only for our customers, but also for ourselves. In addition to digital, you have taken serious steps in robotics and a department is working for this. We read your statements about the increasing demand for robots and automation in the public. Where did both digitalization and robotic services carry Tezin Aksan? Do you feel that you are managing a visionary institution that has caught up with the era? The first studies on robot automation were tried to be done with foreign companies. Problems such as the financial burden caused by this, the prolongation of the project duration, the absence of competent employees; showed that the studies should be done in Turkey. We saw it as a part of our business and started working on "how can we localize it". First of all, we started on the project side, and we continue to work on the production of parts other than software and robots. We have caught the age as "thought", but we all need to work much harder. Competition is increasing. We must stand out with a new product and service every day, otherwise we will be wiped out.
ONE OF THE 100 LEADERS WHO LEAVED IMAGES IN DIGITAL: HAKAN AYDOĞDU
31.05.2022, Monday
One of the 100 leaders who left a mark in the digital world: Hakan Ay was born INTERVIEW Former Chairman of TİAD and General Manager of Tezmaksan Hakan Ay was born, he was listed among the "100 Leaders Who Left a Mark on Digital". Aydoğdu explained Tezmaksan's journey of digitalization step by step and the return on its investments in this field. Shared with Magazin. www.ttmagazin.com November -December - Issue 98 Former President of TİAD. Tezmaksan General Manager Hakan Aydoğdu What steps TEZMAKSAN took towards digitalization? Our first work was the transition to ERP. In the next process, especially in the field, our service works were transferred to digital Every day, dozens of our employees were going to the service. We were experiencing a chaos due to the increasing business volume and heavy telephone traffic. We were frequently experiencing many kinds of problems, from our friends who went to the same customer for service without knowing each other, to sending the wrong spare parts. This is a great cost loss for us. Moreover, it also created problems for our customers during the service period. By digitizing our technology, we transferred all kinds of data and programming to the system and achieved a significant improvement in our costs. We increased our service satisfaction to 90 percent and reflected the improvements in cost to our customers' pricing. Another problem was the follow-up of our receivables from customers. For payment, our customers were called during the day by different friends who were not aware of each other. Rightly so, our customers started to complain. We used our CRM program here for the first time, and then, as we saw its benefits, we moved all our company activities to CRM over time and completely digitalized it. You have also digitized your service policy and established departments where your company will also present its engineering know-how. Systems such as Capacitancematik, Cubebox; your services in the digital field... Can you briefly talk about the needs that bring them to life? We are going through a period of rapid change. In this process, we realized that it was not possible for us to serve our customers with the business model of 30 years ago. Our customers also started to work in the international market and they entered into an intense competition. We realized that we couldn't serve them just by selling counters. We have started to offer products that will address their needs. We observed that its biggest problem was "inefficiency". We were estimating that the difference between the OEE values of machine tools in developed countries and those in Turkey was quite high, but there was no system or program that could measure this yet. We knew the machine structure and control system very well, and we knew what information and reports our customers needed. Therefore, in order to measure OEE, independent of the human factor; We developed the "Capacitymatik" software, which takes only the working data of the machine and transforms it into a meaningful report, 100 percent domestically, and today we offer it to our customers in different sectors. Automation, which is another topic, has actually been used in developed countries for a very long time. The relatively low labor wages in Turkey caused our industrialists to delay their investments in automation. However, the competition has increased so much that it is no longer possible to escape from automation, since Industry 4.0 is also an important pillar, investments in this field have come to the fore. We created Cubebox, thinking "Can we make the prices in Turkey affordable by standardizing the product?" Although we are at the beginning of the road, we saw that there is a lot of demand and we started working on producing different versions according to the needs. How do you observe the digital needs in the machine tool industry? In particular, how do your customers view digital and cine? The average age of machine tools in Turkey is 18-20, while it is 10-12 in Europe where we are trying to compete. So there is a huge difference. This difference becomes even wider when you cannot measure production data. Our customers, who had difficulties in the competition, realized this and started to look for "How can we increase the current efficiency instead of making new investments". We try to support them in this search with our products and our knowledge. TEZMAKSAN's activation on digital media platforms (social media, web, digital publications) is much higher than other companies in the sector... Your digital platforms seem to be the biggest agenda of your marketing team. How was the return on your investment in this field? What did it bring in terms of branding, brand awareness and sales return? Of course, our awareness has increased, but more importantly; We support concepts such as digitalization, automation and software that the Turkish Industry needs so much and open up the perception in this direction. Not only large-scale companies, but also our SMEs make requests from us for service procurement related to these issues. This business is not as a company; We think we should do it as a sector and as a country. As a leader, did you have any doubts while stepping into digitalization? Such as not being understood by traditionalist and non-digital companies in your customer base, not reaching the target audience adequately, not returning the investment... The existence of digital is not very old in our lives. Did we not know enough about this field and its constant updating gave rise to the worry "can we catch it"? We had no doubts, because when you look at the industrialized countries, they went through these stages before us, and it was inevitable that we would go through too. We could already see these when we went to foreign fairs and company visits, and it was very clear that if these were not done, they would "exist".We have seen this not only for our customers, but also for ourselves. In addition to digital, you have taken serious steps in robotics and a department is working for this. We read your statements about the increasing demand for robots and automation in the public. Where did both digitalization and robotic services carry Tezin Aksan? Do you feel that you are managing a visionary institution that has caught up with the era? The first studies on robot automation were tried to be done with foreign companies. Problems such as the financial burden caused by this, the prolongation of the project duration, the absence of competent employees; showed that the studies should be done in Turkey. We saw it as a part of our business and started working on "how can we localize it". First of all, we started on the project side, and we continue to work on the production of parts other than software and robots. We have caught the age as "thought", but we all need to work much harder. Competition is increasing. We must stand out with a new product and service every day, otherwise we will be wiped out.