Sustaining Excellence into a Challenging Future

Transcription

Quality Day Finland, 22nd May 2013
Quality Day Finland, Helsinki, 22nd May 2013
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BaP/PJ-BE | 21.05.2013 | © Robert Bosch GmbH 2012. Alle Rechte vorbehalten, auch bzgl. jeder Verfügung, Verwertung, Reproduktion,
Bearbeitung, Weitergabe sowie für den Fall von Schutzrechtsanmeldungen.
Content
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Presentation of Robert Bosch GmbH Bamberg Plant
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Leading with Vision: Creating and Deploying a Sound Strategy
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Succeeding through People: Sustaining Excellence into the Future
Robert Bosch GmbH Bamberg Plant
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Bamberg Plant in the Heart of Europe
Bamberg
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Bamberg
Bamberg – a gorgeous place to live and work
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More than 1000 years old archbishop’s see,
former imperial city
UNESCO World Heritage since 1993
Regarded as one of the most beautiful German
cities, embedded in a wonderful nature and
riverside landscape of Regnitz and Main
71,000 inhabitants, centre of the rural region,
school and university town
Varied leisure activities and offers for culture
(e.g. Bamberg Symphony Orchestra), arts,
sports (e.g. Basketball) and congresses
Bamberg Plant: A Part of the Bosch Group
Bosch Group
>52.3 billion euros in sales, 306,200 associates, 290 manufacturing sites
Business Sector
Automotive Technology
Gasoline
Systems
Diesel
Systems
BaP
Business Sector
Industrial
Technology
Chassis
Systems
Control
Drive and Control
Technology
Electrical
Drives
Starter
Motors &
Generators
Car
Multimedia
Automotive
Electronics
Automotive
Aftermarket
Steerings
Systems
Security Systems
Power Tools
Solar Energy
Packaging
Technology
7,300 associates
1 billion Euros turnover
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Business Sector Business Sector
Energy and
Consumer
Building
Goods
Technology
Thermotechnology
Bosch Energy and
Building Solutions
Households
Appliances
Plant locations
Plant 1/ 2
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Plant 3
since 1939
area of production 100,000 m²
1,980 personnel capacity
production
- spark plugs
- piezo actuators
administration
service department
training
development
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Plant 4
since 1969
production
- gasoline injectors
- natural gas injectors
- exhaust gas treatment injectors
service department
development
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since 1979
production
- common rail injectors
- nozzles
- sensor elements
service department
development
BaP Products and Components – Clean and Economical Driving
Diesel Systems
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Gasoline Systems
Common rail injector
1st/2nd generation
Spark plug
Common rail injector
3rd generation (piezo)
Sensor element for
lambda sensors
Nozzle
Injection valve
Piezo actuator
High pressure injection valve
Bamberg Plant Core Tasks
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Production
Production of technologically
demanding products and
components for Gasoline Systems
and Diesel Systems divisions
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Lead Plant
Coordination of the production network and
provision of services and support for 20
plants in 11 countries worldwide
Homburg
Bursa
Examples
Bosch
IPN
Anderson
Rodez
BaP
Charleston
Curitiba
Wuxi
Bangalore
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Content
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The Heart of Excellence: BaP Vision and Strategy
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The Heart of Excellence: BaP Vision and Strategy
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Measuring Strategic Achievement: BaP Scorecard
Products
Customer
Result
Focus
Mission
Field
Services
International Network
Processes
Bosch Bamberg The Driving Spirit
Division/
Plant
Unit
BaP
m EUR
Achieving Cost Leadership
GS
APC Gap
DS
GS
APC fix
DS
GS
Developing BaP Future State
HEK-MZ Gap
Aspiring Highest Customer
Satisfaction
Overall Evaluation of Customer
Perception
BaP
Assuring High Quality for Products,
Processes and Purchased Parts
Ensuring Successful Start-ups
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Figure
Cost Development (T:T cumulated)
Strategic Goal
DS
0-km Complaints
BaP
Index for Problematic Suppliers
(PLKZ)
GS
PSB at QG are passed successfully
BaP
Maintenance costs
Managing Services Efficiently
HDEV5
CRI2
Gross Margin of BaP External
Services
Delivery Performance (LIWAKS) of IPN
DS
GS
DS
BaP
GS
DS
m EUR
EV14: Target Costs in Local Currency per
Piece for IPN Plants
DS: Tracking PHEK Targets
m EUR
PM
%
PT-D
ppm
QMM
PLKZ
CP/PQA-BaP
Average
Number of
Deviations
Defined plant figures for every
strategic goal
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Yearly target agreement within the
plant management
MFE
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Top down target deployment to
each employee or production team
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Tracking of the figures during the
year
EUR per
piece
TEF
Thousand
EUR
%
GS
Local
Currency per
Piece
DS
m EUR
PT, PT-D
Performing an International
Simultaneous Engineering Center
ISEC Index
BaP
%
MFE
Driving Bosch Production System
Consistent Improvement of Value
Streams through System and Point
CIP
GS
DS
Levelling
quality,
∅ Level
MOEs
LOG
Using Process Management
Efficiently
Maturity Level Process Management
BaP
Maturity
Level
DBE
Start-ups of New Technologies
BaP
Number
TEF
Start-ups of New Products
BaP
Number
PM
Fostering Sustained Environmental
Protection
CO2-Reduction
BaP
Tons CO2
TEF
Idea Management
BaP
Points
Maintaining Performance and
Enhancing Motivation and
Qualification of Our Associates
Long Term Sickness Rate
BaP
% dir.
% indir.
Competence Completion Level
BaP
%
Extending Leadership in Technology
and Innovation
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CTG
m EUR
Target Costs Achievement of IPN
Actively Steering the International
Network
Responsible
Leader
HRL
Refinement and Adjustment: Strategy Process
Evaluate strategy
Results on BaP scorecard
• Review strategy process
• Evaluate target achievement
• Review stakeholders’ selection
SWOT of each stakeholder
Identify capabilities and gaps
Future Working Group
• Identify strategic challenges
• SWOT analysis, derive strategic measures
• Discuss future orientation of BaP
Leadership Working Group
Develop/refine strategy
• Review/refine vision, mission, strategy map,
scorecard and BaP competences
• All managers discuss and endorse changes
Deploy strategy
• Align business plan next year with strategy
• Prioritise strategic goals, define focus topics
• Policy deployment
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• Strategic
challenges
• Strategic
measures
• Needed BaP
competences
• Vision
• Mission
• Strategy map
• Scorecard
• Prioritized
strategic goals
• Focus topics
• Focus processes
Prioritizing Strategy Every Year: Focus topics 2013
Prioritized
strategic goals
Associated process
Resp.
Policy deployment process
through System and Point CIP
MOE
AL
Reduction of inventory
Supply chain process
LOG
Improvement of flexibility of
labor costs
Human resources
management process
HRL
Focus approach
Increase in efficiency in value
streams and administrative processes
Achieving
Cost Leadership
Maintaining
Performance and
Enhancing Motivation
and Qualification of
Our Associates
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Improvement of personal
leadership behavior
Driving TOP
(team oriented production)
Leadership RADAR
TOP process
AL
MOE
1st Path of Strategy Deployment: Target Deployment to
Individuals and Teams
Business Plan
(Prioritized)
Strategic Goals
Target agreement
with associates and
teams
Yearly personal review
Top-down target
deployment to
indirect associates
and production
teams
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Evaluation of target
achievement
previous year
During the year:
Definition,
deployment
and review of
measures to
reach targets
2nd Path of Realising Our Strategy: The BaP Processes
Leadership Processes
Strategy Process
PO: PC, PT, PT-D
C
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Target Deployment Process
PO: PC, PT, PT-D
Organization Management
Process PO: PT, PT-D
C
U
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T
O
M
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Core Processes
Product Development Process
PO: COS
Supply Chain Process
PO: LOG
Lead Plant Process
PO: MSE4
Human
Resources
Management
Process
PO: HRL
Correction,
Prevention and
Improvement
Process
PO: QMM
(incl. product value streams)
Communication
Process
Financial
Management
Process
Infrastructure
Management
Process
Customer
Management
Process
Technical
Services
Process
PO: DBE
PO: CTG
PO: TEF
PO: PT-D
PO: TEF
Supporting Processes
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Strategy Deployment in Processes or Value Streams
Business Requirements
for the process or value
stream
Stabilize the reached
target state
Implement this projects
with PDCA approach
Define sub-projects to
reach this target state
Define a target state for
this process step
• Standard procedure
• KPI target
• Stability criteria
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• Strategic Goals
• Business Plan
• Stakeholder requirements
• Changes during the year
Select the most important
target within the Business
Requirements
Select the sub-process
with the major influence on
target achievement
Select the process step
with the major influence on
target achievement
KPI tree
for target
Sustainable Target Achievement
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Defining a Target State:
Performance
Initial State
KPI (new target value)
Stability Criterion (action limit, stability time)
Standard (how to reach the target)
CIP Project
¾ Business
¾ Process
Requirements
improvement
¾ Prioritization
¾ Definition of
new standard
¾ Definition of
target state
Stabilisation
Daily Management
¾ Frequent confirmation of
target state
¾ Fast reaction on
deviations
¾ Cause analysis and
sustainable problem
solving
¾ Ongoing process
confirmation
¾ Fast reaction to
recover the standard
Time
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Performance Indicators
Achieved Results in Processes and on Plant Level
Aspiring Highest Customer Satisfaction
Strategic Results
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Achieved Business Excellence
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EFQM Excellence Award 2011:
z Double Prize Winner for
„Leading with Vision, Inspiration and Integrity“
„Managing by Processes“
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EFQM Excellence Award 2012:
z EFQM Excellence Award Winner 2012
z In addition two Prizes for
„Leading with Vision, Inspiration and Integrity“
and „Succeeding through People“
Leading with vision, succeeding through people
Content
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Creating a Sustainable Future
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We are excellent in many fields, attested by the EEA assessors feedback:
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To sustain our excellence into the Future, we have to ...
z Maintain our strengths
z Focus even more on our strategic challenges and the strategy.
Strategic Challenges of Bamberg Plant
Strategy Map | Bosch Bamberg
Result Focus
Customer
Products
Services
Developing BaP Future State
Aspiring Highest Customer Satisfaction
Assuring High Quality for Products,
Processes and Purchased Parts
Ensuring Successful Start-ups
Managing Services Efficiently
International
Network
Actively Steering the International
Network
Performing an International
Simultaneous Engineering Center
Processes
Driving Bosch Production System
Using Process Management
Efficiently
Extending Leadership in Technology
and Innovation
Fostering Sustained Environmental
Protection
Bosch Bamberg –
The Driving Spirit
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Maintaining Performance and
Enhancing Motivation and Qualification of Our Associates
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We need unshakeable commitment of all employees to our strategy
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We need even more expertise for technology and methods in the future
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Our associates are the key for sustaining our excellence!
More expertise for technology and methods
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Sparking young peoples’ enthusiasm for technology:
Children experience simple technical tools
and use them for creative tasks
Aims
• Spark young childrens’ enthusiasm for
technology
• Increase long term attractiveness of
technology and Bosch
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Sparking young peoples’ enthusiasm for technology:
Approach & Deployment
• Donation of special construction kits to
kindergartens and elementary schools
• Training of childminders and teachers in the
usage of the kits
• The children acquire a “tool license” and work in
teams on different tasks
Results
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•
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73 partnerships with educational institutions
Training of 144 childminders
Costs to date: ca. 60,000 €
Over 2,500 children in the region are enthusiastic
about playing with the construction kits
Sound and Extensive Apprenticeship at Bamberg Plant:
Small factory within the factory run by
commercial and technical apprentices
on their own authority
Aims
• Prepare the apprentices perfectly for
their future tasks by training on the job
• Learn, understand and use the
improvement process and BPS
• Foster entrepreneurial thinking
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Sound and Extensive Apprenticeship at Bamberg Plant:
•
•
•
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3 Junior Factories in different areas
Mission: maintenance and repair of
specified tools needed for production
Teams: 3 apprentices per JF, working
proactively
8 weeks assignment to the Junior Factory
Results
•
•
•
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Apprentices are enthusiastic about their JF
Significant improvements and savings
Award for “Special Orientation on
Associates” of Bosch Diesel Systems 2010
“Experience has shown that training
only makes sense when there is an
immediate or subsequent transfer of
knowledge to one´s workplace.”
“We contribute
effectively to the
production process.”
We detected waste in our
processes
Speed and Agility in Process Improvement
Comprehensive and sound training
of all leaders in systematic process
improvement methods and
involvement of the employees
Aims
• Consistent target deployment and
process improvement in all processes
• Improving leadership behaviour,
involvement and empowerment of all
associates
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Speed and Agility in Process Improvement
•
Integrated training concept, all levels
Plant
Management/
section manager
•
Weekly transfer days over a long
period (>1 year)
Value stream or
process manager/
group leader
•
Focus on consistency in action
Results
•
•
•
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Qualification
associates
Leaders work systematically on the
most important improvement topics
Increased associate involvement and
satisfaction
Significant improvement of process
performances
Supervisor/
shift supervisor
Leadership
Training
6 days
+
Transfer
(weekly,
>1 year)
Teamleader
Specific Role & Responsibility
Specific
Role & Responsibility
STeP-up
Modules
Specific
Role & Responsibility
17 days
Operator
Training
Operator
1 day
Product „XY“: Daily Output Increase
+33 %
115 000
75 000
83 000
85 000
Jan - May 10
Jun - Dec 10
Jan 11
91 000
Feb - Apr 11
100 000
May - Dec 11
until Dec 12
Program to Preserve and Improve the Health of our Associates:
Multimodal intervention program for
people with health problems
Aims
• Preserve or regain health and
improve quality of life
• Learn ways to lead a healthier, longer
life
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Program to Preserve and Improve the Health of our Associates:
•
Cooperation with external healthcare provider saludis
•
Teams of 10 selected associates
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Duration 20 weeks including:
information, physical activities and “mental activation”
•
Homework program
•
Supervision by medical officer of the plant
Results
after befit
before befit
•
30%
70%
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normal
blood
pressure
high blood
pressure
27%
73%
•
93% of the participants appreciate the concept as
good or very good
97% show measurable improvements of their
physical conditions (e.g. higher oxygen absorption)
Gaining the Associates’ Commitment
Dialogue
Regular
Communication
Information
Emotion
Based on the four components of
communication, necessary to
reach and to inspire people
Aims
• Inform associates about the actual
situation, challenges and plans
• Commit all to strategy, initiatives
and actual measures
• Involve and encourage people to
support this
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Gaining the Associates’ Commitment
Results
•
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Associates highly appreciate the open communication, they are committed
to the plant’s strategy and encouraged into initiatives and projects
Thank you for your attention
Ehrtfried Baeumel, Robert Bosch GmbH Bamberg Plant
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Sustaining Excellence into a Challenging Future

Transcription

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