PROJECT MANAGER: Cem Coşkun (Black Belt) 
COMPANY: Borusan Güç Sistemleri 

SUMMARY 
The project was implemented in accordance with the 2010 Strategic Plan of Borusan Group to create competitive financing opportunities for customers in segments which Borusan Güç Sistemleri (BGS) is currently active in.  The company estimates that by 2010, 70% of all sales transactions which involve financing will be initiated through these options.
 In order to correctly acknowledge the customers voice, within the scope of the project a total of 450 BGS customers were contacted.  In line with analyses that were completed TRIZ methodologies were implemented to offer customers the most appropriate and creative solutions.  
Comprehensive changes took place in our way of doing business as a result of our project. We got an opportunity to improve our relations with our primary supplier Caterpillar in relation to both products and financing.  The project played an active role in terms of both; the active sharing and regular customer visits that were implemented with Cat Finance in especially our marine business, and also in creating financing opportunities for our end users excluding shipbuilder’s yards and large shipping lines. 
Following the completion of the project our market share in Marin - OG segment increased by 82% and topped 20%.   According to the financial profit validation implemented by the Holding the 12 month yield of our project was confirmed at $773,000. 
Developing relations and increasing business volume that came about as a result of the different products offered by our other local suppliers, mainly banks and finance institutions, can be cited as other important outcomes of our project.  

Methodology:
Define Phase: By preparing a MGPP (Multigenerational Process Plan) we determine which steps we need to take to reach our 2010 targets.  With the help of the Kano analysis we were able to assess expectations of customers in various segments and formed the foundation of our new processes.
Measure Phase: We initiated joint studies with a professional market research firm in order to correctly assess the expectations of our customers.  In line with this target we completed the ‘Voice of Customer’ studies by initiating more than 400 over the phone and approximately 150 face to face interviews.  After “Critical Customer Needs” were determined the plan to form a “Quality House” was initiated. To complement these initiatives first round of meetings were completed with banks and other financial institutions as early gains were put into use. 
Explore Phase: We specifically analyzed the market implementations of our competitors.  We completed our “Quality House”.  By forming our "Advanced\upper level” processes we moved on to our concept design.  We increased the income of the project by developing our ‘Rapid Gains’.
Develope and Implement Phases: We prefered to implement the "TRIZ" methodology in our idea creation process in an attempt to bring creativity to new processes and also to develop our concepts which were designed as "Advanced\upper level”.  In line with the ideas we generated our detail process maps were formulated and we completed our second round of meetings with banks and other financial institutions.  We determined our process control parameters pertaining to the new processes we developed and defined roles and responsibilities on a "RACI Chart ". After our project was turned over and all the solutions had been fully implemented we completed our validations during the 2nd, 6th, and 12th months.