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Improved Production Capability, Expanded to 5 Countries on the Continent

To access the full article written by Serhat Tezcan, published on, click here. “Started the automotive industry with the production of parts. It improved its production capability by taking…

To access the full article written by Serhat Tezcan, published on, click here.

“Started the automotive industry with the production of parts. It improved its production capability by taking advantage of boutique production. With the support of BEBKA, it produced parts on rail systems. This allowed them to develop their perspective. Today, the company, which exports to 15 countries in 3 continents, employs 100 people. Oskim Operations Director Şükrü Gümüş, who said that there is a transformation in vehicles, said, “What can we add to the parts we produce for our customers? We are thinking about these issues,” he says. “

Founded in 1982 by mechanical engineer Orhan Sekirden, Oskim started its activities as a company that handles the manual shaping of vehicle fender parts and produces parts in this way. Sekirden, which left its partners in 1986, continued its work in the heating sector in 1989 by producing parts made of brass material for combi boilers.
The businessman, who then turned to automotive parts, first produced mudguards and focused on suspension system parts in the following years. For the first time in those years, he designed his own design, a welding robot capable of welding 270 degrees, within the company. In this way, he greatly increased the speed of production. In the following years, it produced swing arms for Skoda model vehicles in Czechoslovakia. In 1999, it moved to its first factory in Kayapa Industrial Zone.
In 2005, he had his first international fair experience. A few months after the fair, the purchasing and quality teams of foreign companies of global size came to visit the factory. In 2007, it started the first international cooperation on a global scale. The company reached a certain export culture in those years. It has also reached a good customer portfolio. In these years, Orhan Bey wanted his daughters to be more active in the management of the company. His daughters, Nihan Sekirden Baraş and Didem Yenice, continued their work with the same discipline after they took over the management. They further enlarged the company.



They were doing boutique work. Based on the work they did at that time, they started to argue within the company, “Can we work in the defense industry, aviation and rail systems sectors?” They researched rail systems. Its suspension parts were just like in automotive. They learned the requirements and inspection criteria of international rail systems. They received training on this. In this process, he crossed paths with BEBKA. They needed to buy a CNC machine for the company to move forward. They presented their projects on the subject to BEBKA. They bought the CNC machine with the support of 243 thousand TL. They worked with Durmazlar for about 4 years in rail systems. The project broke new ground in the company. He developed his perspectives.



After doing this job, they started to think, ‘We can do other jobs’. There was a bracket in the shock absorber group apart from the swing in the vehicles. They researched this part and bought a bushing press. Afterwards, they set up a ball joint line. They started to meet 75 percent of the ball joint they are currently using.



Today, the enterprise, which continues its activities in a closed area of 10 thousand square meters in Kayapa Organized Industrial Zone, employs approximately 100 people. It continues its activities as an automotive sheet metal part manufacturer that has commissioned more than 100 B2B projects, in addition to the production of chassis suspension parts. Currently, it produces 1,236 different reference parts for 3 continents, 15 countries, 30 different automobile brands, 243 different vehicle models. Except for the cataphoresis process, it carries out all R&D and production processes from design to the final product.



Şükrü Gümüş, Operations Director of Oskim; Noting that they produce Mercedes, BMW, Audi, Volkswagen group parts, he noted that Germany is their main focus of production. Stating that German companies work in a multi-disciplinary and principled manner, Gümüş said, “They also force us to develop technically. We also have a warehouse of approximately 10 thousand square meters in Germany. In the future, we have the idea of establishing an assembly workshop in Germany. In addition, we want to have a say in the shock absorber group besides the swing group.”



Stating that their total turnover is around 10 million Euros, Gümüş stated that they are also TOSYÖV Members and reminded that they received the SME Award, which made the most exports in Bursa, last year. Underlining that they attach great importance to digitalization, Gümüş said, “We have a data collection center in each of our production cells. We do not use paper in our workshop. Downtimes, periodic checks and measurements due to malfunctions are all reduced to production through the system. We have a goal to manage the workshop in the digital environment according to our own plan. Everything is recorded. You can have all kinds of retrospective data. You can follow machine and operation based efficiencies in our lines. Why did the lines stop, for how many minutes; What has been done against this stance, you can have all kinds of data”.



Explaining that they have started working on the establishment of the R&D center, Gümüş announced that they are planning to make the official opening in April this year. Stating that 15 engineers are currently working in this department, Gümüş said, “We have many collaborations with Bursa Technical University, KOSGEB and Kalder. We work with many consultants. We are investing heavily in developing technically and preparing the company for the future.”



Emphasizing that they care about people, Gümüş stated that they are trying to contribute to the development of their employees and that the number of training hours they give per person on a sectoral basis is quite high. Explaining that 45 hours of training is given to one person a year, Gümüş said, “These are vocational and behavioral trainings. It is important to invest in people rather than machines and win people. In the future, everything will be automatic and transferred to the digital environment, but there is still human at the center.”



Explaining that they received support from external sources for the trainings, Gümüş said, “We have reached a certain technical saturation internally. Especially in technical trainings, each employee can explain the process he or she knows and is an expert on. Our example in this regard is Tofaş. We got inspiration from there. We are establishing Oskim Academy. By the middle of this year, we will be officially commissioned within the company. We will train new recruits with our own training documents. We will share the technical knowledge and skills inside with everyone. There are ability matrices. Every employee should have a certain amount of opinion and knowledge on every subject. In a working position, he should stay no more than 2-3 years. If we are considering investing in forward-looking people, the colleague will ask for a rotation. The rotation should stand before us when it wants to. What kind of work is done in the position he will go, there should be trainings about it. We want to give this within our own structure. They may work elsewhere in the future. Have gold bracelets. They should not be forced wherever they go,” he said.



Reminding that there is a change in the automotive industry, Gümüş said that the materials they produce do not change in electric vehicles. Stating that there may be a risk here with the inclusion of more players in the piece group they produce, Gümüş said, “We are establishing our R&D center to eliminate this risk. What can we add to the parts we produce for our customers? Can we integrate a chip? Can we connect it to the electrical electronic system too? We are pondering over these issues. With electric vehicles, many parts will turn into aluminum. Can we produce different parts from aluminum? We are working on this too. There is a shift from normal use sheets to high strength sheets. Can we improve ourselves here? The R&D unit also works there. We are trying to prepare ourselves,” he said.



Underlining that the green agreement will come to the fore a lot in the upcoming period, Gümüş continued his words as follows:

“Considering that we are an export company, we need to enter 2023 ready. Ready requests started to come from our customers. We obviously take an approach not to pollute the environment and we need to comply with the Green Deal so that we do not pay additional taxes on the parts we ship and export. We also have a project on this subject. We are planning to invest in solar energy. There is an area where we can lay about 4 thousand square meters of solar on the building we currently use. We intend to produce our own energy by using that area as well, and to sell the surplus.”

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