We would like to express our gratitude to the entire team of Bosch Ltd., Nasik. Without their continuous support and guidance this project would not have reached its final culmination. To begin with, we would like to thank Mr. R.G.Mane (Deputy General Manager)for providing us such a wonderful opportunity to do our summer internship project at Bosch Ltd., Nasik. He gave us the opportunity to explore many new aspects of the project and helped us in attaining knowledge regarding various aspects which were totally unknown to us. I would like to express our gratitude to Mr. B. G. Mujumdar (Deputy Manager) and Mr.JatinSuley(Deputy Manager) for providing us all the information, guidance, valuable suggestions & encouragement which helped us to complete my project. We express our sincere gratitude towards Mrs.Sneha Oak (Assistance Manager) who helped and arranged all possible visits & training for us at Bosch. It was a pleasure to be associated with Bosch Ltd., Nasik. The experience that we have gained has a profound impact on us. I carry high regards for the complete team of Bosch Ltd, Nasik.
PREFACE The summer training is an integral part of the MBA course. As a matter of fact every management students, has to undergo practical training in an approved business or organization, under the guidance of professional managers, as to become aware of the real life, business situation and the environment. During the course of training, the trainees are expected to use and apply their academic knowledge and again valuable insight into corporate cultures with all its environment operational complexity the said training offers, a valuable of the trainings to meet their academic knowledge with the real world situation. I undertook my training in BOSCH Ltd, Company. During the training period as a project trainee, I visited various departments of the organization. In this report I have put my best efforts to compile the data, to the highest level of accuracy.
Table of Contents: Sr. no. Title Page no. 1 Introduction 4 to 17 2 Organization profile 18 to 36 3 Research Design and Methodology 37 to 39 4 Conceptual Background 40 to 56 5 Data Presentation, Analysis and Interpretation. 57 to 73 6 Finding , Suggestion and Conclusion 74 to 81
Executive Summary The aim of the study was to understand the Business Excellence and tool of the Business Excellence called EFQM modeland check the Awareness among the Associates. This programme is implemented by Bosch all over India. The background study was done with understanding of the theory. The questionnaire was then designed and made available to the HRL for its consent. The research includes project objectives .To study on Business Excellence and EFQMmodel in HR, Bosch, Nasik.. The organization profile and training theory is discussed in brief. After finalizing the questionnaire, the M&SS were informed through mails. The design and purpose of the study was explained to them and the responses were taken on the questionnaire. The data were collected and analyzed. The research includes primary data collection with sample size of 73. Based on the analysis findings and recommendations were given.
CHAPTER 1: INTRODUCTION
1.1 Introduction:
INTRODUCTION OF BUSSINESS EXCELENCE:
Excellent Organizations achieve and sustain superior levels of performance that meet or exceed the expectations of all their stakeholders.
BUSINESS EXCELLENCE The way to make product and services more competitive.
Business excellence provides a proven framework for assessing the success and sustainability of any organization. This proven framework considers all processes such as supplier, internal and customer interfacing processes and drivers of the organization including leadership, human resources, strategy, information and knowledge management and provides insight into how these processes and drivers link to overall results. The framework is applicable to all types of organizations since the values of the organization, the business environment it operates in, and the challenges it faces are considered. The most commonly held belief is that business excellence is associated with award programs. While the framework was originally developed to support award programme by far the majority of organizations that use business excellence today do so for self-assessment reasons. Self-assessments enable you to identify the improvement opportunities that will drive future organizational growth and success. Many organizations do not conduct self-assessments because they believe that it is too complex to perform often requiring specialist experts and takes too long to complete. Business excellence is the systematic use of quality management principles and tools in business management, with the goal of improving performance based on the principles of customer focus, stakeholder value, and process management. Key practices in business excellence applied across functional areas in an enterprise include continuous and breakthrough improvement, preventative management and management by facts. Some of the tools used are the balanced scorecard, Lean, the Six Sigma statistical tools, process management, and project management. In the 21st century, companies have to excel in their business practices in order to compete in global markets. Business excellence is the application of quality management strategies, techniques and tools to achieve the world-class performance in managing business. The best performance in business can be realized by identifying suitable performance measures and metrics, systematically measuring the performance, comparing the performance with the best-in-class performing companies and then eventually determining the best practices and their effective implementation framework. Some of the best practices should include continuous and breakthrough improvement, proactive management, and management by objective and facts. There are several successful tools that could be employed for business excellence and some of them include balanced scorecard, six sigma, process reengineering, supply chain management, and project management. Business excellence refers to outstanding practices in managing the organization and achieving results, based on a set of concepts such as results orientation, customer focus, leadership and constancy of purpose, management by processes and facts, people development and involvement, continuous learning, innovation and improvement, partnership development, and public responsibility (European Foundation for Quality Management (EFQM)). Business excellence involves self-assessment to identify improvement opportunities, areas of strength, and to determine ideas for future organizational development. The critical links between business excellence models, best practice, and benchmarking are fundamental to the success of the models as tools of continuous improvement. The BEM is a widely used framework that helps companies to review their performance and practices in a number of areas and identify targets and actions for improvement. It is a benchmarking and audit framework originally developed in the European Foundation for Quality Management (EFQM) but based on the philosophy of total quality management sees the need for holistic development and growth of the organization.
Benefits of Business Excellence: Research on the overall benefits of using BEMs indicates that organizations with a BE approach obtain significant operational and financial benefits. Also, research has shown that SMEs obtain benefits more quickly than large organizations as they can move quickly to make changes to how their business is run. BEMs help managers and employees to understand their business better and so support better decision making .BEMs help organizations to understand how well all the different functions, units, processes, systems are working together to produce the desired business results. BEMs help managers and employees to have a common viewpoint on the health of their organization and the key issues that are faced. This enables managers and employees to unite together to tackle the issues and move the organization forward. Many SMEs cannot afford to have independent directors or consultants to assess and appraise the management and health of their organization on a regular basis. Regular BE self-assessments can go some way in fulfilling this role and ensuring that due diligence is paid to the development of the business and key risks are identified and addressed. BE helps SMEs to implement a cohesive improvement strategy which integrates a range of improvement initiatives, such as Improvement Teams, Lean, Statistical Process Control (SPC), and Balanced Scorecard. BEMs can be used as an overarching framework for managing and aligning various organizational improvement initiatives. BE helps organizations to address various business challenges. Strategic Planning helps to address changes in the business environment such as the financial crisis. 'Workforce focus' helps to address human resources, cultural and social issues. 'Operations focus' helps to address multiple legal requirements and international standards. 'Leadership' helps to address accountability, corporate governance, environmental and societal issues. BE assessments serve as an organizational health check. External BE assessments provide an outsiders view on the health of the organization and enable the organization to be considered for a quality / BE award. Achieving BE certification or winning a quality / BE award provides public recognition. BE assessments enable organizations to compare their performance against others both domestically and globally. BEMs provide a common framework for learning and sharing best practices both within and between organizations. BEMs help SMEs to develop a systematic and robust system that supports rapid growth and expansion whilst ensuring alignment of strategy.
THE EFQM (EUROPEAN FOUNDATION FOR QUALITY MANAGEMENT) EXCELLENCE MODEL:-
History: In the 1950s Quality Assurance was gaining ground in Europe. It was a well-developed discipline, practiced by many companies in a variety of formats. However, it was believed that an actual European focus on Total Quality Management (TQM), in which the best ideas from around the world could be brought together, was missing. For that reason, 14 CEOs of prominent European businesses created the European Foundation for Quality Management, later referred to as EFQM. On October 19, 1989, the terms of reference of EFQM were established. Mr. Cornelius van der Klugt, then CEO of Philips, was confirmed as the first President of the EFQM
INTRODUCTION: The EFQM Excellence Award is run annually by EFQM. It is designed to recognize organizations that have achieved an outstanding level of sustainable excellence, based on assessment against the EFQM Excellence Model. The EFQM Excellence Model, developed by EFQM and shown in the diagram above, is a management framework used by over 30 000 organizations in Europe and beyond. Often used as a diagnostic tool, the Model takes a holistic view to enable organizations, regardless of size or sector to: Assess where they are, helping them to understand their key strengths and potential gaps in performance across the 9 criteria Provide a common vocabulary and way of thinking about the organization that facilitates the effective communication of ideas, both within and outside the organization. Integrate existing and planned initiatives, removing duplication and identifying gaps. The EFQM Excellence Model is used as a basis for self-assessment, an exercise in which an organization grades itself against the 9 criteria. This exercise helps organizations to identify current strengths and areas for improvement against strategic goals. This gap analysis then facilitates definition and prioritization of improvement plans to achieve sustainable growth and enhanced performance. Find out more about self-assessment here. 1. Enablers - how we do things. 2. Results - outcomes which we target measure and achieve.
The need for a model
Regardless of sector, size, structure or maturity, organizations need to establish an appropriate management system to be successful. The Excellence Model is a practical tool to help organizations do this by measuring where they are on the path to Excellence; helping them understand the gaps; and then stimulating solutions. The British Quality Foundation (BQF), with the European, is committed to researching and updating the Model with the inputs of tested good practices from thousands of organizations both within and outside of Europe. In this way they ensure the Model remains dynamic and in line with current management thinking.
Business excellence refers to outstanding practices in managing the organization and achieving results, based on a set of concepts such as results orientation, customer focus, leadership and constancy of purpose, management by processes and facts, people development and involvement, continuous learning, innovation and improvement, partnership development, and public responsibility (European Foundation for Quality Management (EFQM)). Business excellence involves self-assessment to identify improvement opportunities, areas of strength, and to determine ideas for future organizational development. The critical links between business excellence models, best practice, and benchmarking are fundamental to the success of the models as tools of continuous improvement.
CONCEPT:
In general, business excellence models have been developed by national bodies as a basis for award programs. For most of these bodies, the awards themselves are secondary in importance to the widespread adoption of the concepts of business excellence, which ultimately leads to improved national economic performance. By far the majority of organizations that use these models do so for self- assessment, through which they may identify improvement opportunities, areas of strength, and ideas for future organizational development. Users of the EFQM Excellence Model, for instance, do so for the following purposes: self- assessment, strategy formulation, visioning, project management, supplier management, and mergers. When used as a basis for an organization's improvement culture, the business excellence criteria within the models broadly channel and encourage the use of best practices into areas where their effect will be most beneficial to performance. When used simply for self-assessment, the criteria can clearly identify strong and weak areas of management practice so that tools such as benchmarking can be used to identify best-practice to enable the gaps to be closed. These critical links between business excellence models, best practice, and benchmarking are fundamental to the success of the models as tools of continuous improvement. Applicability Self-assessment has wide applicability to organizations large and small, in the public as well as the private sectors. Self-assessment using the EFQM Excellence Model can give the management team a holistic overview of the whole organization. Increasingly organizations are using outputs from self- assessment as part of their business planning process and use the EFQM model as a basis for operational and project review. In its simplest form, the EFQM Excellence Model is a 9 box "Cause and Effect" diagram. There are five 'enablers' and four 'results'. The 'enabler' criteria cover what an organization does. The 'results' criteria cover what an organization achieves. To improve the results it achieves, the organization must improve what it does. The 5 enablers are: Leadership; Strategy; People; Partnerships & Resources and Processes, Products & Services. The 4 result areas are: Customer Results; People Results; Society Results and Key Results. The Model provides a non-prescriptive framework that helps to understand the often complex cause and effect relationship within an organization
RADAR: logic a dynamic assessment framework and powerful management tool harnessing these has helped organizations of all sizes and from all sectors to compare themselves with the attributes, qualities and achievements of sustainable organizations. They can be used to develop a culture of excellence, bring consistency to management style, access good practices, drive innovation and improve results.
RADAR logic says that an organization needs to:
Determine the Results it is aiming for as part of its policy and strategy making process. These results cover the financial and operational performance of the organization together with perceptions of its stakeholders. Plan and develop an integrated set of sound Approaches to deliver the required results both now and in the future. Deploy the approaches in a systematic way to ensure full implementation. Assess & Review the approaches by monitoring and analyzing the results achieved through ongoing learning activities. The applications of RADAR logic helps organizations identify, priorities, plan and implement improvements where needed:
RADAR LOGIC CYCLE:
The model can be used in four ways: 1. To help determine where an organization is on their journey towards excellence. 2. To provide a common language to enable the exchange of ideas and information, both within and outside the organization. 3. To integrate existing & planned activities, improving organizational efficiency and effectiveness. 4. To provide a basic structure for the organization's management system.
EFQM Partners:
1.2 Statement of the Problem:
It was required to sharpen the distinctive competencies of the organization by considering heavy competition in todays global world. It was found that verification of all the standard practices in the organization was difficult.
1.3 Objective of the study: To understand the concept of EFQM model. To set up Benchmark to attain overall Excellence for the organization. To curve all the action plans, strategies, vision, goals & objective of the organization under one roof. To know the perception of the employees regarding Business Excellence in Bosch.
1.4 Scope of the study: This Research work will be useful for Company 1. Communicates strategies to the organization 2 Translate Strategy into Meaningful Goals. 3. The study is conducted to know the level of knowledge and skills given to the employees in the organization
Researcher: 1 .Criteria 3 & 7. 2. Understand various concepts of Business Excellence & EFQM model.
1.5 Limitation of the Project: This project is only applicable in HR Department. Company initiative and process are confidential Geographically limited to Bosch, Nasik only.
1.6 Need of the Study: To streamlinethe flow, linked & relationship between various department of the organisation. To focus on distinctive competencies of organisation. To attain Excellence in quality for achieving high customer satisfaction, value for stake holders, & also for employees working in organisation.
CHAPTER -II Organisarional Profile: 2.1 History and general information of Bosch 2.2 Organization 2.2.1 Vision and mission of Bosch 2.2.2 Values of Bosch 2.2.3 Awards for Bosch 2.2.4 Customers of Bosch 2.2.5 Competitors of Bosch 2.3 Products/Activities 2.3.1 Nashik plant product information 2.4 Corporate and functional practices 2.4.1 Organization chart of Nashik plant 2.4.2 HR organization chart 2.4.3 Corporate social responsibility
ORGANIZATION PROFILE Name of the Organization: BOSCH (Motor Industries Co.Ltd.) Year of Establishment: 1951 in India Address: Post Box No.64 75/MIDC Estate, Satpur, Trimbak Road, Nashik: 422007 Telephone No: (0253) 2350342-45 Fax No : (0253) 2294 999 Website: www.boschindia.com Product of the Company: Manufacturing of Nozzles and Nozzle- Holders At Nasik Plant Areas of Marketing : Within India and Outside the India Achievement : ISO certified, Best Innovation Award for Safety, Health and Environment(SHE) Initiative in 2006
Nasik/India 1.1 History and general information of Bosch Ltd.
Following economic liberalization in India in 1991, the Indian automotive industry has demonstrated sustained growth as a result of increased competitiveness and relaxed restrictions. Several Indian automobile manufacturers such as Tata Motors, Maruti Suzuki and Mahindra and Mahindra, expanded their domestic and international operations. India's robust economic growth led to the further expansion of its domestic automobile market which attracted significant India-specific investment by multinational automobile manufacturers. In February 2009, monthly sales of passenger cars in India exceeded 100,000 units. The first car ran on India's roads in 1897. Till the 1930s, cars were imported directly. Embryonic automotive industry emerged in India in the 1940s. Following the independence, in 1947, the Government of India and the private sector launched efforts to create an automotive component manufacturing industry to supply to the automobile industry. However, the growth was relatively slow in the 1950s and 1960s due to nationalization and the license raj which hampered the Indian private sector. After 1970, the automotive industry started to grow, but the growth was mainly driven by tractors, commercial vehicles and scooters. Cars were still a major luxury. Japanese manufacturers entered the Indian market ultimately leading to the establishment of MarutiUdyog. A number of foreign firms initiated joint ventures with Indian companies. In the 1980s, a number of Japanese manufacturers launched joint-ventures for building motorcycles and light commercial-vehicles. It was at this time that the Indian government chose Suzuki for its joint-venture to manufacture small cars. Following the economic liberalization in 1991 and the gradual weakening of the license raj, a number of Indian and multi-national car companies launched operations. Since then, automotive component and automobile manufacturing growth has accelerated to meet domestic and export demands. In recent years, India has emerged as a leading center for the manufacture of small cars. Hyundai, the biggest exporter from the country, now ships more than 250,000 cars annually from India. Apart from shipments to its parent Suzuki, Maruti Suzuki also manufactures smallcars for Nissan, which sells them in Europe. Nissan will also export small cars from its new Indian assembly line. Tata Motors exports its passenger vehicles to Asian and African markets, and is in preparation to launch electric vehicles in Europe in 2010. The firm is also planning to launch an electric version of its low-cost car Nano in Europe and the U.S. Mahindra & Mahindra is preparing to introduce its pickup trucks and small SUV models in the U.S. market. Bajaj Auto is designing a low-cost car for the Renault Nissan Automotive India, which will market the product worldwide. Renault Nissan may also join domestic commercial vehicle manufacturer Ashok Leyland in another small car project. While the possibilities are impressive, there are challenges that could thwart future growth of the Indian automobile industry. Since the demand for automobiles in recent years is directly linked to overall economic expansion and rising personal incomes, industry growth will slow if the economy weakens. 3.2 Organization In India, Bosch is a leading supplier of technology and services, and has a strong presence in the country at numerous locations in diverse industry segments .Bosch set up its manufacturing operations in 1953, and has grown over the years to 14 manufacturing sites and 3 development centers. Bosch employs about 18,030 associates in India, and in business year 2008 achieved total consolidated revenue of over Rs.6400 cores. Bosch has been present in India for more than 80 years. First via representative office in Calcutta(now known as Kolkata) and then from 1951 via its subsidiary Bosch Limited (then Motor Industries Limited). The company has developed excellent R&D and manufacturing facilities and a strong customer base. Its market leadership is testimony to the high quality and technology of its products. It has a strong presence in the Indian automotive services sector. Boschs service network which spans across 1,000 towns and cities with over 4,000 authorized representations to ensure widespread availability of both products and services. RBIN(formerly BOSCH, Motor Industries Company Limited) is the largest subsidiary of Bosch in India founded in 1951.It is the largest auto-component manufacturer in India witha turnover of over Rs 4750 cores in 2009 with total employee strength of 10,000. Robert Bosch GmbH holds around 70% stake in Bosch Limited. The company is headquartered in Bangalore having its manufacturing facilities in Bangalore, Nashik, Naganathpura, Jaipur and Goa. These plants are TS 16949 and ISO 14001 certified.
Plant locations in India
Bosch is also represented by five other group companies in India. Robert Bosch Engineering and Business Solutions Ltd., a 100% subsidiary of Robert Bosch GmbH, which is present in India since 1998, has emerged one of the largest Bosch development centers outside Germany. It provides end to end engineering technology, consumer goods and building technology solutions for all business sectors of automotive technology , industrial technology, consumer goods and building technology. Bosch Rexroth India Limited., established in 1974 in India, services customers in Ahmadabad and Bangalore. Bosch Chassis Systems India Ltd. Established in 1982 as Kalyani Breaks Limited in India is amongst the leading manufacturer of breaks in country. It currently manufacturers a range of Hydraulic break systems meeting the stringent quality norms of many leading Indian and International vehicle manufacturers. Bosch Automotive Electronics India Private Ltd., is a 100% subsidiary of Bosch group. The company is based at Naganathpura in Bangalore Bosch Electrical Drives India Private Ltd., is a joint venture company. It is based near Chennai and manufactures and sells electrical drivers for various automotive applications such as window lift drive, wiper system, engine cooling fans etc. RBIN facilitates superior product availability and countrywide after sales services. It manufactures and trades products as diverse as common rail injector and diesel and gasoline fuel injection equipment. Industrial equipment, auto-electrical, gear pumps, power tools, packaging machines, special purpose machines, security systems, Starter Generator packaging machines, special purp Gasoline Systems(GS) and Automotive Aftermarket(AA). 3.2.1 Vision and Mission of Bosch Ltd: Bangalore - 1953 Nashik - 1972 Nagnathpura 1989 Jaipur - 1999
3.2.2 Bosch Values a. Future and result focus- In order to ensure dynamic development of our company and to guarantee long-term corporate success, we participate in shaping the changes in markets and technologies. By doing so, we provide our customers with innovative solutions and our associates with
a. Future and result focus- In order to ensure dynamic development of our company and to guarantee long-term corporate success, we participate in shaping the changes in markets and technologies. By doing so, we provide our customers with innovative solutions and our associates with attractive jobs. We act result focused in order to secure growth and financial independence. With the dividends generated, the Robert BOSCH foundation supports charitable activities. b. Responsibility- We accept that our actions must accord with the interests of society. Above all else, we place our products and services in the interests of the safety of people, economic use of recourses, and environmental sustainability. c. Initiative and Determination- We act on our own initiative, with an entrepreneurial but accountable spirit, and demonstrate determination in pursuing our goals.
d. Openness and Trust- We inform our associates, business partners, and investors in a timely and open fashion of important developments within our company. This is the best for a trustful relationship.
e. Reliability, Credibility and Legality- We promise only what we can deliver, accept agreements as building, and respect and observe the blow in all our business transactions.
f. Fairness- We view mutual fairness as a condition of our corporate success when dealing with each other and with our business partners.
g. Cultural Diversity- We are aware of our companys regional and cultural origins and at the same time regard diversity as an asset, as well as a precondition of our global success.
3.2.3 Awards and recognitions: Jan. 07, 2010: NDTV Car & Bike Award - Automotive technology of the year This accolade recognizes the contributions made by Bosch in India, for localizing ABS (Antilock Braking System) production. Bosch is the only automotive supplier to manufacture ABS in India for passenger cars and light commercial vehicles. ABS is crucial to safety while driving, as it makes braking safer, by preventing the wheels from locking. April 15, 2009: DHL - CNBC TV18 International Trade Award Bosch won this honor in the category of auto component industry, for doing extremely well in exports through its low-cost solutions. The award recognizes the companys commitment and innovations that address the needs of the Indian market, and keep Brand India alive. Feb. 20, 2009: NDTV Car & Bike Award Auto component manufacturer Bosch was chosen as the best in the auto component industry of India for the year 2009. These awards are considered as benchmarks for auto excellence in India and widely trusted by consumers, manufacturers and auto experts alike. The award recognizes the best in the automobile industry of India. Jan.7, 2009: UTVi Auto car Award Bosch and Mahindra & Mahindra won the Best Innovation of the Year UTVi Auto car Award. The award recognizes Bosch innovation start/stop system which contributes to fuel efficiency at a very reasonable cost. The Mahindra Bolero Micro Hybrid is the first vehicle in India to integrate this technology in their new car.
June 21, 2008: Business Standard Award Star MNC of the year Bosch was noted for its cutting edge technologies, especially for designing and delivering low cost high quality fuel injection system and for pioneering the common rail system in India. Jan. 10, 2008: NDTV Car & Bike Award - 'Car Technology of the year Bosch not only setup the common rail injector and pump manufacturing projects in record time, but also pioneered the new application of Common Rail in low cost car segment. This is a revolutionary leap achieved by Bosch in India, which is the pioneer of Common Rail technology in the rest of the world as well. Jan, 12, 2007: NDTV Profit Car & Bike Award 2007 Automotive Technology of the year' Audited by PricewaterhouseCoopers, these awards honored the best in the Indian automotive industry for their handiwork in calendar year 2006. Bosch was presented with the award for its application of ABS / ESP technology.
Jan. 4, 2007: CNBC-TV18 Auto car Auto Award Auto component manufacturer of the year Bosch Limited was chosen for the mark that it has made both in the domestic and international markets with its superior technology and products. These awards seek to reward exemplary performance in the industry in 2006 based on a comprehensive set of attributes including design, technology, value, product experience and so on. The selection processes truly reflects the choices and sentiments of all stakeholders and justify their stature as benchmarks in auto excellence. Aug. 17, 2006: Dun & Bradstreet American Express Corporate Award - Top Indian company in the Auto Components sector The award recognizes the twin virtues of size and growth in the organizations of corporate India, from a derived list of top 500 companies in the country. Bosch Limited was selected as the best amongst the top 10 auto component manufacturers in India.
Aug. 10, 2006: EEPC Award Star Performer for outstanding export performance The Engineering Export Promotion Council (EEPC) conferred the 'Star Performer' for outstanding export performance in the large enterprises category on Bosch Ltd, which garnered a total export figure of Rs. 423 crores in 2005, almost twice as high as Rs 193 crores in 2001.
Jan. 12, 2006: NDTV Profit Car India Award Safety & Technology Award Bosch was presented with this award for its pioneering work on the new age direct injection diesel fuelling systems, with notable emphasis in the range of common rail diesels. Also taken into account was the persistent focus on unit injector systems which are entering the scene in the high profile high aspiration D-segment cars. The jury considered not just the technology but its bearing on safety, and the benefits it brought to automotive users as well as the potential it has for India.
Jan. 8, 2005: OverdriveAuto Monitor Award Auto component manufacturer of the year Recognized for innovations in technology and the scale and size of manufacturing capabilities, the award also commemorated the customer satisfaction earned by Bosch over the years, performance, quality and diverse range of products. This Annual Awards the Oscar for the automobile industry in India and recognizes the best in the industry in association with reputed industry bodies like CII, SIAM & ACMA.
3.2.4 Customers of Bosch: BOSCH has a large customer base. The products of BOSCH are not only used in India but also are exported and used by many world renowned automobile manufacturing companies. Customers outside India: General Motors Volkswagen Peugeot Nissan Hatz IVECO FIAT Mercedes Benz Renault BMW Lombardi USA Inc. Daimler Chrysler
Customers in India: Ashok Leyland Ford Tempo BEML Cummins India Ltd. Swaraj Mazda VST Tillers tractors Ltd. Ford KAMCO Diesel Engines Simpsons Co. Ltd. Kirloskar L & T John Deer Ford Eicher 10 Internal | NaP/HRL3 | June 2011 | Bosch Limited 2011. All rights reserved, also regarding any disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights. No car without Bosch 17 Internal | NaP/HRL3 | June 2011 | Bosch Limited 2011. All rights reserved, also regarding any disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights. Customer Base Automobiles LCV / HCV / Locomotives PC / SUV TATA Motors Ashok Leyland Mahindra & Mahindra TCL Maruti-Suzuki Eicher Motors GCL Force Motors Iveco Ford GM Nissan DC Isuzu Hyundai CKEC Indian Railways Escorts Ltd.
3.2.5 List of competitors Auto Line Industry Ltd. Banco Products (India) Ltd. Federal- Mogul Goetze (India) Ltd. Ip Rings Ltd. Kar Mobiles Ltd. Menon Pistons Ltd . 3.3 Products/Activities At the Nashik plants Nozzles and nozzle holders are manufactured which are used in the fuel injection system of diesel engines. The BOSCH Nashik is specialized in manufacturing a variety of nozzles and nozzle holders and that at the cheapest possible rate.
Types of Nozzles:- DN nozzles: These are the pintle type nozzles. Pintle-type nozzles have a coaxial jet and are used in pre-combustion chamber engines and turbulent chamber engines. The nozzle opening pressures it between 115 and 400 bar
Orifice Nozzles: These Orifice nozzles or Pintaux nozzle have several Spray orifices and are required for engines with direct injection. The nozzle opening pressure is between 180 and 400 bar. For larger engines (more than 75 kW) also cooled nozzles are used. These are termed as: DL, DLL, DSLA etc.
Orifice Nozzles DSLA, DL, DLL.
INJECTORS NOZZLES Types of Nozzle Holders:- Nozzle Holders are classified according to their shaft diameter. 1. P Type Nozzle Holder: its characteristic dia. Is 17mm. 2. Modular Type: Its characteristic dia. Is 21mm. 3. Forged Type: It is made out of forging. Nozzle Body: - Company is market leader in fuel injectors used in automobile industry. Fuel injector is Heart of engine as it sprays the fuel into the combustion cylinder. It consists of cylindrical and internally hollow body through which a needle is passed that is held by means of spring against nozzle at bottom of the body. It has inlet bore for diesel at inclination to the body of injector which enters the hollow section of the body.
The nozzle consists of stepped cylinder and needle pin .The stepped cylinder known as nozzle body, is manufactured in soft and hard stages. The needle is manufactured in the needle hard stage. The assembly stage combines both these parts into nozzle assembly. Functional parameters of nozzle body are the inlet hole, spray holes and guide bore. Precision requirements of these parameters are in microns.
Needle is fitted into the guide bore, where the step of the pin coincides with the pressure chamber. The pin is held into the injector assembly by means of spring. At rest, the pin is resting on the sack hole of the nozzle. When the fuel enters the nozzle body through inlet hole, its pressure is high than the force at which the pin is held by the spring in rest position. This difference in pressure causes the pin to rise and the fuel gets sprayed through spray holes on the external periphery of the seat. When the flow through the inlet stops, the impact of the pin causes to atomization of the fuel through the spray holes. This flow of the fuel through spray holes is known as Hydraulic through flow (HTF).
As a strategic measure, Common Rail Injector (CRI)products were introduced which can meet emission norms up to BS4. The CRI component exports started in 2006. The CRI production was started in 2007 and new product CRI contribution is planned to grow to 50% of NaP turnover by 2010. The NaP contributed Rs.450 corers in the business of Bosch group during last financial year.
3.3.1 Nashikplant(NaP )Product Introduction
(Source: www.bosch.com) As a strategic measure, Common Rail Injector (CRI) products were introduced which can meet emission norms up to BS4. The CRI component exports started in 2006. The CRI production was started in 2007 and new product CRI contribution is planned to grow to 50% of NaP turnover by 2010. The NaP contributed Rs.450 corers in the business of Bosch group during last financial year.
HRL: Human Resource location BVC: Bosch Vocational Center PRS: Protection and Security PA: Personal Assistant MED: Medical
NaP HRL HRL1
HRL2 HRL3 BVC MED PRS HRL-PA HRL31 HRL32 HRL33 CORPORATE SOCIAL RESPONSIBILITY
The Robert Bosch Foundation was set up in 1964 with the aim of translating the company founders commitment to social and charitable causes into contemporary projects. Bosch has undertaken numerous initiatives towards the betterment of the society across medical, educational, social and vocational programs. Some of the key initiatives have been:
The donation of a distribution vehicle to the AkshayaPatra Foundation- a non-profit organization that provides unlimited, wholesome and nutritious mid-day meals to students across India.
An active part in Nasik run initiative to work for the underprivileged in and around the city of Nashik and at the same time to create awareness on the importance of health and fitness.
Relief work during Cargill war and Earthquake ravaged Gujarat.
Participation of every employee towards contribution of funds to aid the survivors of Tsunami of 2004.
Bosch has adopted two villages in Nashik (Dubewadi and Dahalewadi). Bosch provides help to villagers in the form of basic education, clothing and health
CHAPTER 3: RESERCH DESIGN AND METHEDOLOGY: 3.1 RESEARCH METHODOLOGY Research is an academic activity and as such as the term should be used in a technical sense. According to Clifford woody Research comprises defining and redefining problems, formulating hypothesis or suggested solutions, collecting, organizing & evaluating data Making deduction and reaching conclusion, and at last carefully testing the conclusion to determine whether the fit the formulating hypothesis. The purpose of research is to discover answer to question through the application scientific procedure. The main aim of research is to find out the truth which is hidden and which has not been discovering as yet. Sources of Data Collection 1. Primary Data- Primary data is that data which is collected for the first time. It also happens to be of original character this type of data is collected through survey with the help of questionnaire. This data is confidential and the chances of error are minimized. Most of the people prefer primary data collection because it is one on which all their further research depends. Source of Primary Data Observation Interview Method Collection of data through Questionnaires In present the primary data was collected direct asking question through Questionnaire & personal interview
2. Secondary Data- Secondary data is one, which is already available and passed through the statistical process. Secondary data provides the starting point for research and offer advantage of low cost and ready availability. In this project the secondary data was used in the form of data presentation of questionnaire.
Sources of Secondary Data : The sources of the secondary data are company internal record, magazines and through Internet search.
3. Sample Description: 3.1 Method of sampling selection:
Probabilities Sampling: Simple random sampling: This type of sampling is also known as chance sampling or probability sampling where each and every item in the population has an equal chance of inclusion in the sample and each one of the possible samples, in case of finite universe, has the same probability of being selected. For example, if we have to select a sample of 300 items from a universe of 15,000 items, then we can put the names or numbers of all the 15,000 items on slips of paper and conduct a lottery. Using the random number tables is another method of random sampling. To select the sample, each item is assigned a number from 1 to 15,000. Then, 300 five digits random numbers are selected from the table. To do this we select some random starting point and then a systematic pattern is used in proceeding through the table. We might start in the 4th row, second column and proceed down the column to the bottom of the table and then move to the top of the next column to the right. When a number exceeds the limit of the numbers in the frame, in our case over 15,000, it is Simply passed over and the next number selected that does fall within the relevant range. Since the numbers were placed in the table in a completely random fashion, the resulting sample is random. This procedure gives each item an equal probability of being selected. In case of infinite population, the selection of each item in a random sample is controlled by the same probability and that successive selections are independent of one another.
3.2 METHODOLOGY The method adopted to collect data relevant to the research was extensive direct interaction with various employee. The mode of interaction with the employee To take direct interview of the employee to find out their opinion about Business Excellence and EFQM model. To collect information through the questionnaire. To take opinion of various Officers and Workers through the questionnaire.
Processing and tabulation of data: - The data after being collected was segregated and then final tabulation was done. Analysis of data: - After the data is tabulated it needs to be inferred otherwise data gathered in it is of little value or interest for analysis of data.
CHAPTER 4: 4.3 CONCEPTUAL DESCRIPTION OF THE TOPIC: THE FUNDAMENTAL CONCEPTS OF EXCELLENCE:
Fig: THE FUNDAMENTAL CONCEPTS OF EXCELLENCE:
1.Achieving Balance Result: Excellence organisation meet their Mission and progress towards their Vision through planning and achieving a balanced set of result that meet both the short term and long term need of their stakeholders and where relevant, exceed them.
In practice, excellence organisation:- a. Identify and understand the key result. b. Gather stakeholders need and expectation for input to development, Review. c. Use balance set of result to review their process, view for stakeholders long Taking Responsibility for sustanabil future Achieving Balanced Result. Adding Value for customers. Leading with Vision, Inspiration and Integrity. Managing by processes. Succeeding through People Building Partnership Nurturing Creativity and Innovation. and short priorities. d. Define required outcomes and related performance indicators. e. Deploy strategy and supporting policies in a systematic manner to achieve the desired set of result. f. Evaluate the set of results achieved to improve future performance. g. Ensure transparency of reporting to key stakeholders. h. Ensure that their leaders are provided with accurate and sufficient information in timely decision making.
2. Adding with Vision, Inspiration and Integrity: Excellence organizations know that customers are their primary reason for being and strive to innovate and create value for them by understanding and anticipating their needs and expectation.
In practice, Excellent organization:- a. Identify customers group. Respond and anticipate their different need and Expectation. b. Build and maintain a dialogue with all their customers, based on Openness and transparency. c. Ensure their people have the necessary tools, Competencies, information and empowerment. d. Continually monitor and review the experience and perceptions of customers, respond quickly. e. Involve customers in development process, product, and services. f. Compare their performance with relevant benchmark, understand strength.
3. Leading with Vision, inspiration and integrity: Excellent organizations have leaders who shape the future and make it happen, acting as a role model for its value and ethics.
In practices, excellent organizations have leaders who:- a. Set and communicate clear direction and strategic focus. b. Understand key business drivers. c. Based on available information, experience makes sound, timely decision. d. Leaders are flexible review, adapt and realign direction of organization. e. Inspire people and create culture of Involvement, ownership. Improvement, Accountability at all level. f. Promote a culture which supports generation and development of new idea. g. Leaders are role model, for integrity, social responsibility, and ethicalbehavior.
4. Managing by Processes: - Excellent organizations are managed through structured and strategically aligned processes using fact-based decision making to create balanced and sustained result.
In practice, excellent organization:- a. Structured and aligned strategy in a way that adds real value for their stakeholders, achieving the optimum balance of efficiency, Effectiveness. b. Analyze, categories and priorities their processes and adopt appropriate approaches to effectively managed. c. Develop meaningful performance indicator, related outcomes. d. Base decisions on reliable information, use all available knowledge to interrupt current and predicted performance of relevant processes. e. Use data on current performance and capabilities of processes to identify opportunities for, and generate, innovation. f. Involve their people continually reviewing, improving and optimising the Effectiveness and Efficiency of their process. g. Deliver high level of stakeholders confidence by ensuring risk identification
5. Succeeding through People:- Excellent organisations value their people and create a culture of empowerment for the balanced achievement of organisational and personal goal.
In practice, excellent organization:- a. Understand the skill and competencies required achieving Mission, Vision. b. Create culture of innovation, skill, creativity are develop and value. c. Ensure that the people can contribute to their own and the organizations on-going process, true partnership. d. Align personal and team objectives with the organizations strategic goal. e. Diversity of the people. f. Foster organizational development through shared Values, accountability ethics and a culture of trust and openness. g. Clearly define the level of performance required to achieve goal.
6. Nurturing Creativity and Innovation:- Excellent organizations generate increased value and level of performance through continual and systematic innovation by harnessing the creativity of their stakeholders.
In practice, excellent organization:- a. Establish and manage network to identify opportunities for innovation. b. Set clear goal and objectives or innovation and refine their strategy. c. encourage to generate approaches for innovation. d. Create a culture of entrepreneurship. e. Use innovation to enhance organizations reputation, image and attract new customers, partners, and talent.
7. Building Partnerships: - Excellent organizations seek, develop and maintain trusting relationship with various partners to ensure mutual success. This partnership may be formed with amongst others, customers, society, key suppliers, educational bodies or Non-government organization.
In practice, excellent organization:- a. Seek partners to enhance their capabilities to generate stakeholder value. b. Establish networks to enable to identify potential partnership opportunity. c. Identify strategic and operational partnership based on organizational and strategic needs, complementary strengths and capabilities. d. Work together with partners to achieve mutual benefit, resources.
8. Taking Responsibility for a sustainable Future:- Excellent organization embed within their culture an ethical mind-set, clear values and highest standards for organizationalbehavior, all of which enable them to strive for economic, social and ecological sustainability.
In practice, excellent organization:- a. Secure future by defining and communicating a core purpose that provide basis for their overall Vision, Values, ethics and corporate behaviour. b. Consider economical, societal and ecological sustainability as a reference when balancing the sometime conflicting imperatives they face. c. Considered the impact of their operations, product life cycle on society. d. Ensure safe and healthy working environment. e. Ensure their people act with integrity and adopt the highest standard of ethical behaviour. f. Encourage people, stakeholders to participate in society benefit activity. g. Allocate resources to provide for long term needs rather than just short term gain and where relevant, becomes and remain competitive.
4.4 THEORETICAL BACKGROUND:
BOSCH PLAN: Bosch strongly believes that our well trained and enthusiastic people add significant contribution to our success. They are trained and empowered for taking appropriate decision in their field area. All employees are encouraged to share their idea, thoughts and concern to make NaP Bosch a better and more enjoyable place at work. We create a culture of equality. Based on RB/HR mission Attractive Employer, INDS LT strategy Preferred Employer and NaP vision mission we have formulated our people strategy SAM3 which states Develop and maintain right competencies ; involve employees in improvement activities. All our people related actions are based on above aspects.
Fig: RADAR format of 3a1: People plan support the organizational strategy.
3a1:People plan support the organizational strategy.
Results:1. Align Peoples Plan with Strategy. 2. People Competencies, Employee Satisfaction.
Deployment:1. Communication Training 2. Structure meeting with BEU. 3. Open House Session for Associates. 4. Recruitment and Session planning. 5. Skill Matrix 6. Employee Motivation. 7. Employee Involvement-Suggestion Scheme, Best performing team.
Assessment & Review: How can we measure our result?
Customer:
Support: : Organization
Fig: RADAR format of 3a2: People Involve in Developing Strategy.
3a2: People I nvolve in Developing Strategy.
Results:People Involvement in Developing Strategy and Incising Belongings. Approach:1. HR, IR Conference. 2. Meeting with BEU. 3. Open House. 4. Welfare Committees. 5. Departmental meeting 6. Employee Satisfaction survey.
Deployment:1.Transfer Policy for Associates. 2. Flexible Timing for ladies. 3. Changes in Weekly off by involving Labour Union. 4. Wage Settlement, Incentive Schemes, Productivity Improvement, Working Condition, New Promotional Policy. All are decide involving Labour union.
Assessment & Review:Input for HR Strategy Development.
Customer:
Support: : Organization
Fig: RADAR format of 3a3: Manage recruitment, Career development, mobility and Succession
3a3: Manage recruitment, Career development, mobility and Succession planning.
Results:3a3: Manage recruitment, Career development, mobility and Succession planning.
Approach:1. Equal Opportunity. 2. Best Talent.
Deployment: 1. Institutional Campus. 2. Interview 3. Placement agencies. 4. Succession planning is identified with Bosch tools. Management Potential Review
Assessment & Review: 1. Employee sourced from internal and external factor.
Customer:
Support: : Organization
Fig: RADAR format 3a4: Use all feedback to improve Strategy.
3a4: Use all feedback to improve Strategy.
Results: Improve Strategy through feedback.
Approach:1. Leadership 2. Communication 3. Work Environment. 4. Rewards and recognition 5. Health and Safety 6. Community and Society
Deployment:1. Systematic approach on Communication deployed. 2. Training committee meeting. 3. Focus on Health and Safety awareness. 4. Internal customer satisfaction survey. 5. Create awareness about CSR activities.
Assessment & Review:Action plans are reviewed and monitored by Departmental Head and Plant Head to ensure timely implementation.
Customer:
Support: : Organization
Fig: RADAR format of 3b1. Understand the required skills and competency.
3b1. Understand the required skills and competency.
Results:Right Competencies is formulated focusing on Training and Developmentactivities.
Approach:Target Competencies Current Competencies Compare competencies Competence Development Evaluation Competency model. Deployment:M&SS- 1. Competency management model. 2. PRED. Skill Matrix:
Assessment & Review:
Customer:
Support: : Organization
Fig: RADAR format of 3b2: Ensure training and development plans help people match the skills andfuture capabilities
3b2: Ensure training and development plans help people match the skills and future capabilities.
Results: match training and requirement of employee.
Approach:1. Training Committee. 2. Updated Training Evaluation Scheme Deployment:1. Safety and Behavioral Training. 2. Induction program for new entrants. 3. Specific external training, job rotation, Transfers, Internationalassignments.
Assessment & Review:1. Effectiveness of M&SS evaluated after 3 months by concerned department head using Kirkpatrick model.
Customer:
Support: : Organization
Fig: RADAR format of 3b3: Align individual, Team Objectives with Organization Strategy.
3b3: Align individual, Team Objectives with Organization Strategy.
Results:1. Help people to improve performance to improve and maintain their mobility and employability. 2. Ensure their people have necessary tools, competencies, information, empowerment to be able to maximise their contribution.
Approach:1.Top, Senior Manager finalised plant target are came to Respective Process owners. Departmental target Individual target. = Target setting. 2. 1. Training- Team Building 2.Employee Education 3. Membership of professional institute 4. Seminars, training, higher education, International assignments.
Deployment: 1. PRED Discussion of review of previous year is done 2. Target is decided by mutual understanding. 3. Achieve these targets. 4. Rewards and recognition. 5. Development plan for high performance 6. For low performance- Performance improvement
Assessment & Review: PRED Review is done every year.
Customer:
Support: : Organization
A mahiti
Fig: RADAR format of : Peopleare aligned, involvedandempowered.
3c: Peopleare aligned, involvedandempowered.
Results: : Peopleare aligned, involvedandempowered. Approach:1.Createaculturewherepeoplesdedication, skills, talents & creativityare developed & valued. 2. Encouragetheirpeopletobethecreators& Ambassadors totheOrganizationssuccess. 3. Ensure that the people have an open mind set&use Creativity &innovationenabled throughthecultureof Entrepreneurship Deployment: 1. Suggestion schemes. 2. Mr Customer 3. Family Day. 4. Safety 5. In House Magazine 6.Bosch Sport Committee. 7. Project like Nasik Run.
Assessment & Review:Every year since 35 yrs.
Customer:
Support: : Organization
Fig: RADAR format of 3c: Peopleare aligned, involvedandempowered.
3c: Peopleare aligned, involvedandempowered.
Results: Peopleare aligned, involvedandempowered. Approach:1.Createaculturewherepeoplesdedication, skills, talents & creativityare developed & valued. 2. Encouragetheirpeopletobethecreators& ambassadors totheOrganizationssuccess. 3. Ensure that the people have an open mind set&use Creativity &innovationenabled throughthecultureof entrepreneurship Deployment: 1. Suggestion schemes. 2. Mr Customer 3.Family Day. 4. Safety 5. In House Magazine 6.Bosch Sport Committee. 7. Project like Nasik Run.
Assessment & Review:Every year since 35 yrs.
Customer:
Support: : Organization
Fig: RADAR format of3d: People communicateeffectivelythroughout theorganization
3d: People communicateeffectivelythroughout theorganization
Results:.1. Understand communication needs of peopleanddevelop communication Strategy& channels. 2. Communicate clear strategic focus, &ensure people understand & contribute to organizationssuccess. Approach: 1. importantvisitsof customers, 2. TopBoschExecutives. 3. Future business plans, 4. Boschaudits
Deployment:1.NaP leadership has communicatedtoallseniormanagers. 2. Employee Satisfaction Survey. 3.
Assessment & Review:.
Customer:
Support: : Organization
3e.
Results:. Approach:
Deployment:
Assessment & Review:.
Customer:
Support: : Organization
CHAETOR 5 DATA PRESENTATION, ANALYSIS, AND INTERPRETATION:
Que. 1:What does EFQM stand for?
Observation: - This chart shows how much associates know the meaning of EFQM model. 75.71% associates know the correct answer. And 24.29% associates dont know the correct answer
Interpretation: - From the above graph it is inferred that the maximum number of Associates are able to answer the question. It is a positive or plus point to the organization since it helps in implementing the additional knowledge acquired in their work.
0 10 20 30 40 50 60 70 80 % Pass % Fail Employees 75.71 24.29 75.71 24.29 P e r c e n t a g e
What does EFQM stand for? Que.2:What is Excellence?
Observation: - This chart shows how much associates know the meaning of Excellence.72.86% associates are pass with correct answer. And 27.14% associates are confused with the correct meaning of Excellence.
Interpretation: - It is observed that the real meaning of Excellence is understood to the Associates. Associates are showing positive attitude to the Business Excellence. They know that the Business Excellence is not an extra work, not the temporary Achievement. It is Sustained Success.
0 10 20 30 40 50 60 70 80 % Pass % Fail Employees 72.86 27.14 72.86 27.14 P e r c e n t a g e
What is Excellence? Que3:Excellent organisations achieve expectation of
Observation: - This chart shows that the 68.57% Associates are pass with the correct answer. And 31.43% Associates are fail with Wrong answer. Some associates are confused with the answer.
Interpretation: - It is observed that Goal of the Business Excellence is understood to associates in some amount. Some confusion should be removed. Business Excellence is beneficial to all the level. It is not a single benefit. This should be communicating to the Associates.
0 10 20 30 40 50 60 70 % Pass % Fail Employees 68.57 31.43 68.57 31.43 P e r c e n t a g e
Excellent organisations achieve expectation of Que4:How many criteria are there in EFQM model of Business Excellence?
Observation: - This chart shows that the 72.86% associates know the correct answer of the Question. And 27.14% Associates are not able to answer correctly.
Interpretation: - It is observed that the associates are able to understand the EFQM model and memorised the criteria in EFQM model. They become familiar with this model and its criteria.
0 20 40 60 80 % Pass % Fail Emplyees 72.86 27.14 72.86 27.14 P e r c e n t a g e
How many criteria are there in EFQM model of Business Excellence? Que.5:Strategy means
Interpretation: - This chart shows that the 70% associates are pass with the correct answer. And 30 % are not able to answer this question correctly.
Inference: - It is observed that the associates know the theme behind the Strategy. They are aware of the meaning of Strategy.
0 10 20 30 40 50 60 70 % Pass % Fail Emplyees 70 30 70 30 P a r t i c u l a r s
Strategy means Que 6:Future & Result focus is a part of which of the following?
Observation: - This chart shows that the 71.43% Associates are know the real meaning of Bosch Guidelines. And 28.57% Associates are not able to answer this correctly.
Interpretation: - It is observed that the Bosch Vision, Mission is very well known by the Associates. They are aware of their guidelines.
0 20 40 60 80 % Pass % Fail Employees 71.43 28.57 71.43 28.57 P a r t i c u l a r s
Future & Result focus is a part of which of the following? Que7:What is the Maximum possible score an organization can achieve during an external DBE CII assessment?
Observation: - This chart shows that the 68.57% Associates are pass with the correct answer. And 31.42% Associates are fail with wrong answer.
Interpretation: - It is observed that the associates are somehow confused with the maximum score achievable. . Score breakdown is not completely understood to the Associates.
0 10 20 30 40 50 60 70 % Pass % Fail Employees 68.57 31.42 68.57 31.42 P a r t i c u l a r s
What is the Maximum possible score an organisation can achieve during an external DBE CII assessment? Que 8: Which of the following is not a Result Criteria?
Observation: - This chart shows that the 68.57% Associates are pass with the correct answer. And 31.42% Associates are fail with wrong answer.
Interpretation: - Most of the Associates are aware of the Criteria and their division.
0 10 20 30 40 50 60 70 80 % Pass % Fail Employees 71.43 28.57 71.43 28.57 P a r t i c u l a r s
Which of the following is not a Result Criteria? Que.9: Business Excellence is aligned with
Observation: - This chart shows that the 68.57% Associates are pass with the correct answer. And 31.42% Associates are fail with wrong answer.
Interpretation: - It is observed that the associates are somehow knowing the bas for Business Excellence.
0 10 20 30 40 50 60 70 % Pass % Fail Employees 68.57 31.43 68.57 31.43 P a r t i c u l a r s
Business Excellence is aligned with Que.10:Shape the future together is a part of which of the following?
Observation: - This chart shows that the 72.86% associates are pass with the correct answer. 27.14% Associates are not able to answer this correctly.
Interpretation: - It is observed that the associates are able to recognize the Bosch Vision, Mission very well.
0 20 40 60 80 % Pass % Fail Employees 72.86 27.14 72.86 27.14 P a r t i c u l a r s
Shape the future together is a part of which of the following? Que.11: EFQM model consists of
Observation: - This chart shows that the 75.71% Associates are pass with the correct answer. And 24.29% associates are not able to answer this correctly.
Interpretation: - It is observed that the associates are able to recognize the criteria very well.
0 10 20 30 40 50 60 70 80 % Pass % Fail Employees 75.71 24.29 75.71 24.29 P e r c e n t a g e
EFQM model consists of Que.12:Excellence model is a
Observation: - This chart shows that the 75.71% Associates are pass with the correct answer. And 24.29% associates are not able to answer this correctly.
Interpretation: - It is observed that the associates are able to understand the base of Business Excellence.
0 10 20 30 40 50 60 70 80 % Pass % Fail Employees 75.71 24.29 75.71 24.29 P a r t i c u l a r
Excellence model is a Que.13: NaP Strategic theme is
Observation: - This chart shows that the 91.43% Associates are pass with correct answer. And 8% are not able to answer this question correctly.
Interpretation: - It is observed that the associates are able to understand the Bosch Vision and Mission, Bosch Leadership Godliness very well.
0 20 40 60 80 100 % Pass % Fail Employees 91.43 8.57 91.43 8.57 P e r c e n t a g e
NaP Strategic theme is
Observation: - This chart shows result of survey. In the 1 st question 75.7% Associates are pass and 24.3% are fail. In 2 nd 72.9% are pass and 27.1% are fail. In 3 rd 68.6% are pass and 31.4% are fail with wrong answer. In 4 th 72.9% are pass and 27.1 % are fail. In 5 th 70% are pass and 30% are fail. In 6 th 71.4% are pass and 28.6% are fail. In 7 th 68.6% are pass and 31.4% are fail. In 8 th 71.4% are pass and 28.6% are fail. In 9 th 68.6% are pass and 31.4 are fail in 10 th 72.9 are pass and 27.1% are fail. In 11 th 75.7 are pass and 24.3 are fail with wrong answer. In 12 th
75.7 % are pass and 24.3 % are fail. In 13 th 91.4% are pass and 8.57% are fail. Interpretation: - In above graph, averagely 65-70 % Associates are pass in each question. It shows that the awareness among the associates is 65-70%. It shows the good result of training program of Business Excellence. Impact of training program is good on associates. They have good amount of knowledge about the Business Excellence and EFQM model. 0 10 20 30 40 50 60 70 80 90 100 1 2 3 4 5 6 7 8 9 10 11 12 13 % Pass 75.7 72.9 68.6 72.9 70 71.4 68.6 71.4 68.6 72.9 75.7 75.7 91.4 % Fail 24.3 27.1 31.4 27.1 30 28.6 31.4 28.6 31.4 27.1 24.3 24.3 8.57 A x i s
T i t l e
Overall pass and fail percentage Que.14:Your overall sustenance of knowledge gained in EFQM model after training is
Observation: - This chart shows that the 1% Associates obtained 1 mark, 19% Associates obtained 2 marks. 44% Associates obtained 3 marks, 6 % Associates obtained 4 marks.
Interpretation: - It is observed that the most of the Associates are obtained 3 marks. This shows the good result of Knowledge. It is positive sign for Company.
0 10 20 30 40 50 1 mark 2 marks 3 marks 4 marks Marks 1 19 44 6 1 19 44 6 E m p l o y e e s
Your overall sustenance of knowledge gained in EFQM model after training is Que.15:How much do you apply your knowledge of EFQM model in your workplace?
Observation: - This chart shows that the 2% Associates obtained 1 mark, 26% Associates obtained 2 marks. 39% Associates obtained 3 marks, 3 % Associates obtained 4 marks.
Interpretation: - It is observed that the most of the Associates are obtained 3 marks. This shows the good result of Implementation of Knowledge. This shows that Associates are happy with this theory. And it help them in their workplace.
0 5 10 15 20 25 30 35 40 1 mark 2 marks 3 marks 4 marks Marks 2 26 39 3 2 26 39 3 E m p l y e e s e
How much do you apply your knowledge of EFQM model in your workplace?
Observation: - This chart shows result of survey. In the 14 th Question 69.64% Associates are pass and 30.36% are fail. In 15 th 64.64% are pass and 35.36% are fail. Interpretation: - It is observed that the most of the Associates are good in Substance of Knowledge as well as implementation of their knowledge. It shows good result. This is a profit for organization.
CHAPTER VII FINDINGS 0 20 40 60 80 % Pass % Fail Series1 69.64 30.36 Series2 64.64 35.36 69.64 30.36 64.64 35.36 A x i s
T i t l e
Overall implementation Percentage
Findings: A. Positive: 1. Awareness of Business Excellence among the Associates issatisfactory. They have sufficient knowledge about Business Excellence.
2. Departments goals are clearly defined and achieved through Business Excellence.
3. Knowledge gain in Training of Business Excellence is satisfactory.
4. All the associates are enthusiastic about Business Excellence. They play their role in the systematic way.
Suggestions & Recommendations: 1. For creating more awareness among the Associates, Games, Quiz competion should be implemented. So that they can easily understand the concepts.
2. Suggestion Schemes for Business Excellence should be implemented. So that they can suggest their thoughts.
3. Basic format of working is implemented. So that throughout year Documents are updated accordingly. So the burden of documentation is reduces. Working pattern of throughout year should be parallel to the requirement of documentation of Business Excellence.
Conclusion:
By going through the task of undertaking and understanding the Business Excellence carried in Bosch, Nasik plant, the researcher came to conclude that Business Excellence is Beneficial for Bosch ,Nasik. It gives Profit to not only Bosch but its all stakeholders. Bosch Ltd, Nasik is very particular about their work in Business Excellence. HR Bosch shows positive attitude for the Business Excellence. From the research, Researcher concludes that the knowledge about business Excellence in all the Associates aregood, and they are Happy with this theory.
Abbreviations : Ltd. Limited. M & SS - Managers and Supervisors and Superintendents. HRL Human Resource Location. Nap Nashik Plant. RBIN Robert Bosch India. CFA- Accounts and Finance department. HRL- Human Resource Location. MFN1- Manufacturing of Nozzles. MFC- Manufacturing of Common Rail Injectors. 3.Bibliography :
Company magazines and newspapers: Bosch Ltd. Profile. Sa.Na.Vi.Vi. Previous survey report. Bosch Journal.
Business Excellence Questionnaire
1. What does EFQM stand for? a. European Foundation for Quality Management b. European Federation for Quality & Method c. European Foundation of Quality & Method d. European Federation for Quality Management
2. What is Excellence? a. Success b. Sustained Success c. Temporary Achievement d. Initiative
3. Excellent organisations achieve expectation of a. Stakeholders b. Management c. Community d. All above
4. How many criteria are there in EFQM model of Business Excellence? a. 5 b. 4 c. 8 d. 9
5. Strategy means a. Deciding to Win b. Designing to Win c. Playing to Win d. All of these
6. Future & Result focus is a part of which of the following? a. NaP Vision. b. NaP Mission. c. Bosch Leadership Guidelines d. Bosch Values
7. What is the Maximum possible score an organisation can achieve during an external DBE CII assessment? a. 900 b. 800 c. 700 d. 1000
8. Which of the following is not a Result Criteria? a. People b. Customer c. Policy and Strategy d. Society
9. Business Excellence is aligned with a. Organisational Strategy b. Departmental Strategy c. Organisational system d. Business Result
10. Shape the future together is a part of which of the following? a. NaP Vision b. NaP Mission c. Bosch Leadership Guidelines d. Bosch Values
11. EFQM model consists of a. 5 Enablers, 4 Results b. 4 Enablers, 5 Results c. 4 Enablers, 4 Results d. 5 Enablers, 5 Results
12. Excellence model is a a. Tool b. Solution c. Extra Work d. Software
13. NaP Strategic theme is a. Leadership in Production. b. Cost Effectiveness c. Trust your Associates d. Most preferred Partner
14. Your overall sustenance of knowledge gained in EFQM model after training is a. Excellent b. Very Good c. Satisfactory d. Poor
15. How much do you apply your knowledge of EFQM model in your workplace? a. 1-25% b. 25-50% c. 50-75% d. 75-100%