Self improvement as a factor

From a starting point to the destination, becoming acquitted with the path is paramount for a successful target/end. After about 10 years of patience, one of the leading flexible packaging manufacturers in Turkey, Constantia Asas, invested in a new printing press. Preceding that, the company focused on improving internal structures with the intention of capacity building of its existing machinery. The effect of the change became notable and has shown how small tweaks and self-development can yield big results.

Asas has become a principal gravure printing company in Turkey. Originally established in 1978 by Vural Baylan, the company has subsequently developed into an exceptional packaging manufacturing company. Over the years, Asas has grown with market demands. In 2009, the Asas Company changed its ink suppliers to cooperate with Siegwerk.

In 2011, Austrian packaging group, Constantia Flexibles, became a shareholder in the Asas Company. The challenge Asas faces is the nature of the market. Since the market is mostly local, it is very price-sensitive. It is also difficult to compete in the market without investing in new technology for easier production. For a number of years, however, Asas didn’t make any large investments in new machinery. Instead, the company improved internal processes by making a number of small improvements. The results are rather impressive.

A Case Study of the Improvements

Asas has, over the years, grown with market demands. To first recognize and then overcome certain challenges, the company put in place a mechanism for selfimprovement. Put simply, Asas invested in a process to deal with the challenges faced. Once the mechanisms for growth were put in place, the next thing to do was to introduce practical phases. The company had to replace the manual fault of Rotogravure with the same width.

In doing so, Asas experienced an improvement in production of at least 30%. Asas did not consider the cost to be a determinant to investment, however. The company expressed its initial investment to be as important as the subsequent running costs. The machines purchased earlier were expected to last for around 20 years with limited maintenance costs. However, with rising maintenance costs after two to three years of purchase, the need for an upgrade of the machine was not necessary. Asas also had to invest in technology as well as research and development.

The company needed to pay a little more to individuals and professionals in this field for higher quality machinery, research, information and internal development and to ensure that the best service was obtained. Asas was involved in the production of an average of 30,000 meters (in length) of task for larger works. For smaller jobs, it produced an average of 4,000 meters. Since the production was large, there was a need to increase the speed on the machine.

In dealing with an increase in speed and the technicalities that go with it, there was the need to increase the price, though the company refused to do so as it would have a knock-on effect on its customers. The machines available were simple with eight or nine colors and a reliable drying capacity. The issues the company experienced with the machines, however, had been primarily related to the inking and the inking rollers. It was a problem with the doctor blade system which called for improvement. Furthermore, the company needed to change the slitter on a regular basis to ensure the machines remained in one piece and for more investment in the future.

Above all, the company believed that developing relationships with others was crucial for self-improvement. Asas forged good relationships with its customers, business partners and peers to remain in business. The company even formed close relationships with their direct competitors. According to the owners, they visited a number of factories to share experiences and learn from each other. Of course, they learned a lot which further improved the company’s dealings in terms of process, safety, hygiene and documentation among other measures.

Investment in Windmoeller & Hoelscher (W&H)

For about 10 years, Asas decided not to invest in new machines. Though the company had Italian machines available, there was a need a better and newer alternative to meet market demands. The reasons for the long period without investment was because the company had to concentrate on capacity improvement as well as the splitting of risk for selfdevelopment. Recently, however, Asas felt it was time to invest in a new machine—the Windmoeller & Hoelscher gravure press.

The last machines bought were starting to show signs of age and were now not meeting the demands of the clients’ needs. Furthermore, the machines had increasing performance issues and there were complaints that some of the operations/tasks done had been carried out badly due to the aging machines. While searching for newer machines, Asas carried out some research. Not only did the company consider the prices and technical features of the machines, but also focused on the company’s financial stability.

At that time, a number of companies were experiencing certain financial issues and some were not financially stable. However, as Asas needed to invest in new machinery, the company settled for the W&H. The reason for opting for the W&H was on technical grounds. Though less expensive than other machines, the W&H performs at least as well as almost all other top machines on the market.