Reforming the structure and redefining the activity of human resources in Saipa with the aim of streamlining

Company News; It has been about 5 months since the new management team was deployed in Saipa Automotive Group. When this set was handed over to the new team, there were 80,000 defective cars, 5,200 Euro 4 cars and 1,700 cars without warranty, so it was decided that the 5 issues of “increasing production”, “improving the quality of cars”, ” Production of new products “,” Productivity increase “and” Structure reform “should be on the agenda.

Based on this, in a short period of time and relying on its engineering and labor capacity, this complex was able to drastically reduce a significant part of the parking floor cars, which had become a crisis, and reduced 86,900 units to less than 25,000 units. To send.
The automaker, on the other hand, was able to break the daily production record of 1,730 units, and this has been achieved in a situation where 90% of cars are produced by direct passage, while in the previous management, 80% of cars were produced with defective parts.
In order to improve the quality of products, several measures were taken for Shahin and Quick cars, and on the other hand, the production of Tiba cars was stopped to update Saipa’s product portfolio.
Meanwhile, Saipa Automotive Group is expected to introduce three new products to the market by the end of this year, so that one of the eight presidential decrees issued on March 1, last year, stating that in 1401, the production of at least 3 old cars was stopped and 3 new cars Produced and supplied with the desired quality, to be realized.
Another issue that Saipa Automotive Group has seriously pursued during this period and a significant part of it has been implemented is structural reform with the aim of increasing productivity and streamlining activities.
In previous years, the managers of the time had made promises to reform the structure and increase productivity, but in no period did this happen, and custom and commissioned people always entered the Saipa Automotive Group.
In this period, however, it has been tried to separate the tasks based on the ability, expertise and skill of human resources, so for the first time, the structure of human resources has been adapted based on specialized characteristics, and of course this process will continue until the desired result is achieved.
In order to reform the structure, about 200 specialized human resources have been attracted to technical and engineering units so that using their knowledge, Saipa can be put on the path of development and promotion.

End of message /