International
Yes, we have delivered Lean Six Sigma projects in Iran and we provide consulting to manufacturing sites there. Consulting and belt training are delivered in English or Turkish, with on-site visits and online coaching in between. The focus is on measurable process losses: scrap, rework, downtime and variation.
Automotive and its supplier base, fast-moving consumer goods, and food and beverage production are among the most prominent parts of Iranian industry. Most of these plants run high-volume, repetitive production, so even a one-point difference in scrap rate adds up to a serious loss of material and capacity over a year.
For local manufacturers and multinationals alike, the recurring problem is variation: the same product and the same specification, but different scrap rates from line to line or from shift to shift. Validating the measurement system, monitoring the process statistically and standardising the work are the most direct ways to close that gap, and they rely on method rather than on new equipment.
We define DMAIC projects for chronic problems such as scrap, rework and customer complaints, and coach the project leader through every phase. Projects are run as business work with a tracked financial result, not as training exercises.
In automotive supply and food production, most decisions rest on measurement. We first confirm the measurement system with MSA, then set up control charts and reaction plans for the critical parameters.
On filling, packaging and pressing lines, losses often hide in changeovers and minor stops. We break losses down with OEE, shorten changeovers with SMED and tackle recurring breakdowns through autonomous maintenance.
Green Belt and Black Belt programmes run alongside a real project from your plant. Training is delivered in English or Turkish, face to face and, if you prefer, on site; a Black Belt Upgrade is available for existing Green Belts.
Part of the more than 500 Lean Six Sigma projects delivered across Türkiye, Pakistan, Iran and Ethiopia between 2013 and 2021 took place in Iran. New engagements follow the same pattern: we start on the shop floor with the current state and the data, select the projects and project leaders together with you, and run online coaching sessions with the project teams between visits. Engagements are run in English or Turkish; we do not work in Persian, so project leaders with working English make the coaching much more effective. Belt training is delivered face to face and can be held in-house at your plant.
We discuss the plant, the targets and the team structure in an online call. The working language (English or Turkish) and the scope of the first site visit are agreed at this stage.
On the first visit we walk the lines, review the data and identify the largest losses together with the management team. Programme priorities are based on what we see on the shop floor.
We put into writing which projects run with which teams and in what order, so that headquarters and plant management work from the same plan.
Projects move forward through regular site visits. Between visits we hold online coaching sessions with project leaders and review analyses and milestones together.
Belt training is delivered face to face, ideally at the plant itself. The goal is to build internal experts who keep the programme running without a consultant.
Frequently asked questions
Yes. We have delivered Lean Six Sigma projects in Iran before and provide consulting to manufacturing sites there, on site and in a hybrid model. The scope is agreed in an introductory call based on the plant's priorities.
Consulting and training are delivered in English or Turkish. We do not work in Persian, so team members with working English or Turkish directly improve the value of each coaching session.
Yes. White/Yellow Belt, Green Belt and Black Belt training is delivered face to face and can be organised in-house at your plant. Participants work on a project selected from their own operation during the programme.
Our methods apply to any repetitive production process; in Iran the most relevant sectors are automotive and automotive suppliers, FMCG, and food and beverages. More important than the sector is a measurable loss worth closing.
Led by
Lean Six Sigma Master Black Belt · Founder of Fega Partner
More than 25 years on the shop floor, over 1,000 improvement projects and programmes delivered in seven countries. Abbas Erdenal personally leads every consulting engagement and training.
About Abbas Erdenal
