Facts and Figures

Transcription

Facts and Figures

Bosch Group Worldwide
Facts and Figures
01.2004 RBTR/P-EQA
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Robert Bosch Stiftung GmbH
92 % holding
No voting powers
Bosch Family
Robert Bosch
8 % holding
Industrietreuhand KG
7 % of votes
93 % of votes
Robert Bosch GmbH
Capital stock 1.2 bn EUR
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Distribution of Sales 2002
By Business Sectors
Automotive Technology
21.9 %
Industrial Technology
11.3 %
66.8 %
Consumer Goods and
Building Technology
Total 35.0 bn EUR
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The Bosch Group - Facts and Figures
Automotive Technology Business Sector
1)
Divisions
Gasoline Systems
Car Multimedia 2)
Diesel Systems
Automotive Electronics
Chassis Systems
Automotive Aftermarket
Energy and Body Systems
1)
Including ZF Lenksysteme GmbH (50 % Bosch)
2)
Blaupunkt GmbH (100 % Bosch)
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2
Bosch Group in Turkey
Personnel: 6,200
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Bosch Turkey
Operational Unit Bursa
Istanbul
Bursa
Ankara
Personnel: 2,900 (2003)
Sales: 342 Million Euro (2003)
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Bosch Turkey
Operational Unit Bursa / Products
Common
CommonRail
RailInjectors
Injectors
Unit
UnitInjectors
Injectors
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Bosch Turkey Operational Unit Bursa
Injector Production Share Bosch Worldwide
2002 RBTR-Bu production
CRI
DHK
UI
4,9
3,4
0,5
8,8 Million => 2,2 Million vehicles
2,2 Mio
from Bursa
Worldwide, 2,2 Million high pressure
injection systems are equipped with
injectors from Bursa
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Bosch Turkey Operational Unit Bursa
International Customers
More then 30 international customers worldwide
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Bosch Turkey / Operational Unit Bursa
Development
Development of Bursa Unit
1992
2002
Employees
700
2,800
Investments
8 M Euro
430 M Euro
Grounds
91 355 m2
175 500 m2
Buildings
13 374 m2
91 850 m2
Turnover
27 M Euro
327 M Euro
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The Change
The Change
1993 - 2003
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The Years 1993-1995
2003
2002
2001
2000
1999
1998
1997
1996
1993
1995
1995
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Starting Situation 1993
750 employees
Manufacturing of conventional diesel products
High defect rates > 1000 ppm
Delivery performance : 56 % (Ref. EFQM SA 1996)
No direct contact to end customers, satisfaction unknown
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Starting Situation 1993-1995
Numerous improvement activities :
TOP Teams
CIP, Lernstatt
Cost Reduction Teams
Training Programmes, Job rotation
Quality Systems, SPC, 5S, Local Supplier Evaluations, Poka-Yoke
Environmental Activities, Plant Newspaper, Suggestion System, Competitions...
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1995 / 1996:
improvement in quality and delivery but , targets can still not be achieved
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“Vision 2000 Team” consisting of directors and managers defines
“Values” , “Total Quality Policies” and “Vision 2000”
Vision’2000 : “ Best in Class “
Our Values
• Mutual trust
• Honest, open, truthful
• Constructive thinking
and action
• Responsibility
• Creativity
• Intercultural sensitivity
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A competition among all employees to create a slogan
Catch the future with us ...
But how?
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Need for a framework and systematic approach
- to determine priorities
- to control growth
- to assess deployment
- to provide transparency
- to measure effectiveness ...
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1996 - Introducing the EFQM Model
Strategic decision 1995/1996:
The consequent implementation of the EFQM Model
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1996 - Introducing the EFQM Model
Customer
orientaion
Zero defect
Policy
Deployment
Success Factors:
Teamwork
CIP
Innovation
Employee
development
and
motivation
Environmental
and
social
responsibility
Partners Communication
1- People and culture
2- Deployment and integration of fundamental concepts
3- Regular EFQM Self Assessments
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Employee Motivation 1996
1st EFQM Self assessment and motivation analysis main findings:
- lack of communication between hierarchical levels and departments
- lack of common targets, few development opportunities
- insufficient leadership behaviour and participation in improvement activities
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Our Road to Business Excellence
Challenge’2010
EQA
EQA
Benchmarking in EU
Best Practices
EQA
EQAPrize
Prize
Vision‘2010
Change Management Process
EQA
EQAProject
Project
Challenge’ 2005
Strategy Management Process
Process Management System
Leadership
Leadership Behavior, Management Principles
Internal and External Customer Satisfaction
Systems
Target Deployment, Assessment & Review, Trends
Employee Satisfaction Analysis
People,Culture
Vision, Mission, Values, TOP and TQM-Organisations
1. SA
1996
2. SA
1998
3. SA
2000
4. SA
2001
5. SA
2002
6. SA
2003
7. SA
2004
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Fundamental Concepts of Excellence
Results Orientation
Customer Focus
Corporate Social Responsibility
Leadership
&
Constancy of Purpose
Partnership Development
Continuos Learning ,
Improvement & Innovation
Management by
Processes & Facts
People Development and Involvement
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Leadership and Constancy of Purpose
Results Orientation
Customer Focus
Leadership
&
Management by
Processes & Facts
Leadership
&
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Feedback Report NPO-Assessment 1996:
D Poor evidence of leaders participation in improvement activities…….
Feedback Report EFQM-Assessment 2003:
Leaders:
… promote a culture of learning and continuous improvement.
… they support the involvement of people in improvement teams.
… communicate the mission, vision and values. Their example could be
considered as good practice.
… provide clarity of purpose and this is fully understood by all employees.
… recognise the achievements of employees and partners
… Leadership effectiveness is reviewed and improved
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Management Principles
I identify with RBTR values
RBTR değerlerini
benimserim
RBTR Politika ve
Stratejileri çerçevesinde
düşünür ve davranırım
K un de nori en tie run g
Nu l l F
- eh l er
F üh ren
mi t
Zi e e
l n
Te am arb ei t
Zu il e e
f rer
u nd
Di e ns tl e is ter
I n no va it o n
CIP
Mit a rbe it e re ntwi ckl u ng
u. Moti va tio n
Ko mm un -i
k ati on
U mwel tsc hu tz
u nd
Ge se l s ch aft.
V e rantwo rt.
I think and handle within
the frame of RBTR policy
and strategies
Başarıyı ancak tüm
çalışanlarımızla birlikle
yakalayabilirim
I am successful only
together with my
employees
Gerekli değişimleri
başlatır ve
yönlendiririm
I initiate and lead
required change
Kendime, aileme ve
topluma karşı
sorumluyum
I am responsible
towards myself, my
famiily and the society
define our present and future leadership requirements
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Management Dialogues
enable our leaders to assess effectiveness of their own leadership and to agree on
improvement plans together with their teams
Deployment : 100 %
Satisfaction of employees : 80%
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Lernstatt Groups
- Communication of values, policies and strategies
- Deployment of targets down to every single employee
- Continuous improvement
Deployment : 100%
ESS 2003 - Satisfaction with communication: 80%
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Timely recognition
of efforts and celebration of sucesses to motivate and to support our people
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Results Orientation
Customer Focus
Leadership
&
Management by
Processes & Facts
People Development
and
Involvement
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D Limited evidence of deployment of strategies, measurement of employee
satisfaction, systematic approach to development of employees…….
… clearly defined ‘TOP’ process for developing HR strategies and plans.
… clear evidence of learning and improvement
… identification of training needs and the measurement of effectiveness.
… various approaches to encourage participation in improvement teams
… The communication methods ensure an excellent dialogue with people
that takes full advantage of their knowledge and could be considered an
example of a role model approach.
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Target Deployment Process
100 % deployment of strategies, targets to every single employee through MAG and
Target Deployment Workshops
ESS 2003:
96,8% of our people know their targets related to the targets of our company
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Participation in improvement activities
100% participation in Training Programmes, Improvement Teams, CIP Workshops,
Project Teams...
ESS 2003:
Satisfaction with development and training opportunities: 70%
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TGA : Technical Vocational School
Creating the future...
70
60
50
40
30
20
10
0
1999
2000
2001
Number 0f TGA Scholars
2002
2003
Target
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ESS 2003:
95% of our people said : If I was looking for work, I would choose Bosch again
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Fundamental Concepts of Excellence
Results Orientation
Customer Focus
Leadership
&
Management by
Processes & Facts
Management by
Processes & Facts
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Management by Processes & Facts
… Processes not defined except 30 critical production processes, no review
and assessment of process performance….
… Process management system structured to cover all areas.
… All processes have defined owners and are assessed for effectiveness
… There is clearly defined structure for improvement actions
… The organisation identifies and prioritises process improvements in a
systematic way..
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RBTR-Bursa Top Processes
MANAGEMENT PROCESSES
Strategy Management
Change Management
OPERATING PROCESSES
C
u
s
t
o
m
e
r
Customer
Management
Product Development Process
Supplier
Management
Customer
Management
Production and Delivery Process
C
u
s
t
o
m
e
r
SUPPORT PROCESSES
Develop & Manage HR
Finances & Controlling
IT Communication
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Management Processes : Strategy Management
Inputs
• Expectations of our stakeholders
• Key results
• EFQM-Self assessments improvement opportunities
• Benchmarking
Strategy development
• Vision, Mission, Values
• Strategic Targets
•
Converting strategies into quantitative
targets, Business Plan
Business plan
Target deployment
• WCE
• Employee Dialogues
• BCE
• Target deployment
workshops
• Target booklets
Assessment and Review: EFQM-Sel Assessments, Strategy Review Meetings, Monthly Performance Meetings
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Results
Results
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EFQM Assessment Results
RBTR-Bursa EFQM Self Assessment Results
-
Target
--- Benchmark (L.O & Operational Units)
900
800
700
600
500
400
300
1996
2001
(New Model)
2000
1998
2002
2003
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Employee Results
Employee Satisfaction Survey
RBTR-Bu
100
Target
RBTR-Bu recognised as a role model for employee
motivation, involvement, training and satisfaction with
communication by the EFQM in 2002.
☺
75
50
25
0
1996
1997
62,6
71.1
79.5
81.7
1999
2000
2001
2002
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81.8
2003
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Working Environment
Nozzle Production in 1995
Nozzle Production in 2000
RBTR-Bu recognised as a role model by the EFQM in 2002 in
housekeeping, ‘5S’, cleanliness, and overall site perception
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Customer Results
Evaluation: 1999-2003
(CSI %) (Customer Satisfaction Index)
RBTR 1999
RBTR 2001
RBTR 2000
RBTR 2002
Best in class
RBTR 2003
CSI %
A Target: 85%
B Target: 75%
C Target: 82%
Overall
D Target: 90%
CSI Target: 83%
65 76 87 91 93
60 76 80 81 84
67 75 85 81 86
CSI
E - Overall impression
100
75
83
50
57 79
83 84
50 67 69 76 82
57 72 79 78 80
B - Product
C - Processes/
Procedures
25
0
A - Employee
D- Company Brand
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Society Results
1
11
5,00
4,00
4,09
3,00
3,75
3,88
10
4,28
2
3,67
4,1
3,18
3,44
3,9
4,04
2,00
4,04
4,11
3
4,33
4,24
4,32
1,00
0,00
9
3,77
3,48
3,56
3,82
3,86
3,87
3,92
4,14
8
3,95
3,96
4,11
4,03
4
4,3
4,29
3,66
3,71
4,31
5
3,96
7
Target 2003
2001
2002
6
2003
1. Disclosure of information
relevant to the community
2. Involvement in education
and training
3. Impact on local and
national economy
4. Relationship with public
authorities
5. Ethical behaviour
6. Involvement in education
and training
7. Support for medical and
welfare provision
8. Support for sport and
cultural activities
9. Charity and Voluntary
work
10. Activities to assist the
preservation and
sustainability of resources
11. Activities to reduce and
prevent nuisance and
harm for its operations
Development 2002-2003
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Turnover Development
Target
Turnover
(M Euro)
500
0 km defects
0 km defects
>1000 ppm
<5 ppm
Introduction
400
Unit Injectors
Introduction
300
Common Rail Injectors
200
100
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1996
65
95
112
167
260
327
1997
1998
1999
2000
2001
2002
342
2003
2003
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Robert Bosch Turkey Bursa Unit
Role Model Area‘ 2004
Results Orientation
Customer Focus
Leadership
&
Management by
Processes & Facts
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Robert Bosch Turkey
“Obrigado”
”Teşekkürler”
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Robert Bosch Turkey
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Facts and Figures

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