Part II

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Part II
EEA Submission Document 2015
Bosch Rodez Plant (RzP)
part II
enabler MAp
Confidential
2
Foreword
Part I
Key Information............................p.4
Results
Results Summary....................................................................... p.11
Results Overview
p.12
Customer Results
p.14
People Results
p.16
Society Results
p.20
Business Results
p.23
...................................................................................
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.............................................................................................
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Part II
Enabler Map
Leadership
Strategy
People
Partnerships & Ressources
Processes, Products & Services
p.3
p.10
p.16
p.23
p.30
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Part III
Glossary
Appendix
........................................................................................
.....................................................................................
Loose sheet
Loose sheet
Dear
Assessor
Team, Dear Colleagues,
For over five decades, Bosch Rodez has offered its
exceptional technical competencies
and its high quality
standards to the
greatest delight of
its customers. The steady production of high
performance fault-free diesel components is
a decisive factor in gaining the loyalty and
trust of our stakeholders.
Excellent quality delivered by highly skilled
and motivated people is our pride and key
lever for achieving and maintaining our business ambition in the long run for a sustainable future. The EFQM model is what we
rely upon to ensure that all management
approaches are harmoniously implemented
throughout the plant towards this common
goal.
This pursuit of sustainable performance has
paid off through exceptional results at all
levels that enabled the achievement of external recognitions making all of our associates proud of being a part of The Journey.
In 2014, we have been recognized as Committed to Sustainability 2* in the first EFQM
assessment of this kind. It acknowledged
our deep involvement in CSR and gave us
more insights on how to further improve.
Our people’s involvement and commitment
to take Bosch Rodez always a step further
was rewarded by winning the Collaborative
Innovation Trophy. Finally, our performance
as a whole was recognized by a trophy at
the IEA (Industrial Excellence Award – also
know as Beste Fabrik) among other European top companies such as Volkswagen Navarra, MDC Power GmbH, ABB and L’Oréal.
Encouraged by all these achievements we
have entered this year’s EEA competition. It
is a challenging objective and it allows us to
strive for further improvements and embark
every associate on The Journey towards
Sustainable Excellence with a fighting spirit.
All together, we are very proud of what we
are: “We are Bosch, made in Rodez”.
This submission document provides an
overview of our business environment, of
the goals we have set for ourselves and, of
the approaches we deploy to achieve them.
You, Assessors, face the challenge to appraise us. We will all share our practices
openly and transparently to gain realistic
and value adding feedback.
We are looking forward to learn from your
experience and knowledge.
Olivier Pasquesoone,
Plant Manager
10
Strategy
“We should all strive to improve on the status quo: none of us should ever be satisfied
with what they have achieved, but should
always endeavor to get better.”
(Robert Bosch)
Strategy
11
Criteria 2 – Strategy
In order to achieve the vision of the plant – described by
stakeholder and defined in a specific time-frame – the RzP
Strategy is developed for the 3 years to come. It is based on
various inputs such as our past achievements, our Division’s
strategy, the Bosch Group & RBFR orientations, our operational environment and our stakeholders’ needs and expectations. Recommendations from assessments and audits are
also used as input for strategic thinking.
Our Strategy consists of a set of core priorities (Strategic
Challenges) that guide us in the mid-term future. They represent the basis for our Policy Deployment and target setting for
the next year. The Strategy and its deployment are managed
through our management processes M1 and M2 (Fig.1). We
review them yearly along with our Vision and Mission.
**Strengths, Weaknesses, Opportunities & Threats
Policy Deployment & reviews
Strategic meeting
Déploiement des objectifs RzP 2010
Parties prenantes hors de RzP :
Clients, DS, Fournisseurs, Collectivité
Déploiement des objectifs RzP 2010
CLIENTS Partenariats écoles
Produire, à des coûts
compétitifs, des
équipements pour
véhicules qui reflètent
notre niveau de Qualité,
d’Innovation,
d’orientation Client
Be QIK,
et notre responsabilité
sociétale
dans une dynamique
d’amélioration
continue
Be Better,
selon les valeurs du
Groupe
Be Bosch,
le tout encore plus vite
Needs & expectations of Stakeholders
Customers
Plant &
supplier
certification
Proactive &
privileged
relationship
New
products
available
on time
(TTM)
A Strong
sense of
team spirit
Associates
Token of
recognition
Individual
SCHWÄCHEN
& personalised
STÄRKEN
Mitarbeiter
è
è
è
DS
è
è
è
Kunden
è
è
Steuerung der Mitarbeiterentwicklung mit dynamischen u. innovativen
è
Personalprozessen ("CQPM", "DIF", Förderkreise…)
Kenntnisse der Mitarbeiter bezüglich ihrer Ziele und ihres Beitrags
zum Werksziel (AS09+)
Hohe Kompetenz bei Verbesserungsmethoden: CIP, Six Sigma,
è
Shainin, KM, CptM, VSDiA
è
Ausgezeichnetes EFQM-Niveau
Leitwerk für GLP2 und Verantwortung IPN GLP
Hohes und bewährtes BPS-Niveau
Hohe Anpassungsfähigkeit bzgl. Bestellschwankungen
24
è
Flexibility
concerning
market
variation
Einstufung RzP als Fertigungswerk 'ohne' Produkt-Innovationen
è
Abhängigkeit des Werkes von einzelnen Lieferanten
è
Keine
Mitarbeiter
Potenziale aus AS11+
Flexibilität erweitern
Engere Beziehungen zu CRI Fertigungswerken (insbesondere zum
Leitwerk BaP) inklusive neue Generation CRI2-18
è
Abgang qualifizierter Mitarbeiter
Kunden
Lieferanten
CHANCEN
è
Strukturkosten dem NGU anpassen
è
Entwicklung GLP2+, Wachstum Flex Start
è
CRI: erweitetes Kundenportfolio
è
è
è
RISIKEN
Kundenbestellungen Erhöhung
Markt Erweiterung AA
Verstärkung Rolle RzP im Rahmen i-Buy
è
Proaktivität bezüglich der nachhaltigen Entwicklung (z.B. CO2)
Auswirkunten Kairos: RzP nicht im Fokus von CP/ABx, Mangelnde
Unterstützung der Fertigungsbereiche
è
Externe Effekte: zusätzliche Steuern, z.B. "Taxe carbone"
Reduzierung Gesetzliche Personnalsozialkosten
Devenir un site agile,
flexible et lean
Développer une équipe
talentueuse au service de la
performance
Renforcer notre position
d‘usine-mère
Affirmer notre
responsabilité sociétale
Coûts fixes abaissés
Best in Class sur 5
domaines…
DS
Leadership amélioré avec +
d’écoute et de mentoring
Mobilité, employabilité et
compétences accrues
Collaborateurs
Reconnaissance mieux
perçue …
RzP leader sur les bougies
métal et le reengineering AA
Clients
Fournisseurs
Collectivité
Clients enthousiastes avec
relations confiantes et qualité
maintenue …
Zéro contrôle d’entrée
zéro relance, zéro retard,
zéro erreur …
Valorisation de nos
actions
Empreinte carbone réduite
…
CTG
Taux de livraison
Livraisons totales
[%]
M2
2d
S6
R
CRI
MSI
S7
CRI2.5
buse CRIN3
buse CRI2.5
euro5
GLP2-FS
GLP2+
[%]
[%]
[1000.pcs]
[1000.pcs]
Réclamations 0 km
Réclamations Feld
LIWAKS
Taux de livraison
Livraisons totales
GEZ
Investissements ***
Productivité
Budgets **
OEE pace maker
[pces/h]
[K€]
[%]
[jours]
[Mio€]
<0,72
<17,3
Tf accidents MSU
TEF3
<8,8
<6,5
6,7
>10,5
[K€]
<7410
[%]
>75
<40**
>98,5
12260
2535
[ppm]
[ppm]
[%]
[%]
<150
GEZ GLP2
GEZ GLP5
Investissements ***
Productivité GLP2
Productivité GLP5
[jours]
<23,3
[jours]
<17,5
[Mio€]
MSI
MSN
MSG
<7
<40
>98,5
>98
Intranet1052
RzP
[1000.pcs]
TEF10
ICO
QMM
[date SOP]
RD
M1
[%]
>83
>84
30.05.10
16.03.11
01.03.11
31.10.11
Coûts de démarrage
[Mio€]
[%]
Application des directives Bosch
Satisfaction de la collectivité
Tx non conforme GLP
100 Tx non conforme GLP
≥80
≥4
[GWh]
Tf accidents MSI
Suggestions
Déploiement groupes CIP
Maturité groupes CIP
<10,5
[date]
[PLKZ]
<16
<37
<7
[Nb]
>210
[%]
≥80
[ppm]
<16
[PLKZ]
<60
[%]
0
>85
100%
[%]
production
Emissions CO2
>80
Suivi de la VA des partenariats
en place
[%]
>93
>75 Taux de livraison *
>100
[%]
[%]
COLLECTIVITE
Taux de réalisation du plan de formation
Egalité hommes/femmes (féminisation
de l'encadrement)
14001 et OHSAS18001
<3
Taux récupération escomptes
Respect des obligations légales
>99 Taux de livraison
Coûts planifiés
CTG*
[%]
>93 Ratio conso d'air
*
Hors
>99 Taux de non
Tf accidents
production / Total avec
[ppm]
<8
conforme CTG
Coûts planifiés MAT * hors Consommation
sections 037électrique
et 038
Suivant
Consommation
eau de ville
Coûts planifiés MAT * sections
037 et 038
stratégie
[%]
>93 Quantité déchets divers
<8
Taux de livraison *
Stock central
DS/PU
Taux de valorisation:
[ppm]
<1
>190 Taux de non conforme
Ratio BVE
- déchets dangereux
≥80
[PLKZ]
<4
Taux de non conforme
Ratio TME
≥4
- déchets non dangereux
(hors métaux)
Taux livraison BVE
Points de démérite fournisseurs BVE
Taux de qualité des eaux de
Tf accident MAT
process traitées
< 14
[Nb]
[m3/k€]
< 0,57
[Kg/K €] <0,32
[%]
[%]
[%]
>96
>68
>95
<4200
Tf accidents TEF
Disponibilité technique machines (objectif pour chaque machine clé)
Stock MAZE (HIBE)
Coûts graissage
[%]
>93
Taux de livraison
Coût de* maintenance
pure
**
[ppm]
<16
Taux de non conforme
Degré de maturité
TPM
Taux de non conforme
≥4 planning
suivant
ICO
[PLKZ]
<16
Observations sur documents en audits process
indice de qualité du service informatique
Résultat audit DSP
KM audit déployé sur métiers CoP
Durée de traitement des procédures
[k€]
[%]
[%]
[%]
[k€]
<35
[MWh/k€] < 0,30
[tonnes]
Satisfaction projets (moyenne évaluations clients)
Coûts planifiés TEF * (sections 850 et 934)
Coûts affûtage **
2,1
[pces/h]
[pces/h]
[%]
>77
OEE pace maker (GLP5)
[%]
>71
OEE pace maker (GLP2HS)
[%]
>60
Résultat audit flux tirés
[%]
<2,3
Coûts de défaut
[jours] <17,4
GEZ
[Mio€]
27,6
Investissements ***
[pces/h] >3,55
Productivité
suivant
standard BGN
[K€]
<3485
Budgets **
[%]
>59
OEE pace maker
[%]
>50
Résultat audit flux tirés
31.03.10
[date SOP]
[date SOP]
[date SOP]
[date SOP]
Taux d'efficacité formation
FOURNISSEURS
<4
<3
<5 Taux de non conforme
[Nb]
Maturité groupes CIP
Maturité groupes CIP
2
15
Tf accidents
24 Taux de non
[ppm] <16 Partenariats managés et relations suivies
100
conforme HRL
<8
satisfaction
fournisseurs
Promotion du dynamisme local
Coûts
planifiés [%]
(HRL +>75
MED)*
100
[Nb]
Dérives lors des audits ISO
>600
<3
[j]
Tf accidents MSN
Suggestions
Déploiement groupes CIP
DDO
INP
P
[% vert]
[% vert]
0,0
>2,2
<705
<12,5
<36,8
[pces/h]
<10
[K€]
<2785
Budgets
**
Projet Excellence
Energie:
consommation
électrique
[ppm]
[ppm]
Industrialisation:
GLP2-FS
buse CRIN3
CRI2.5
buse CRI2.5 Euro 5
GLP2+
>80
[ppm]
[ppm]
TEF
>98
5013
[points]
>63
Résultat audit
fluxpartenaires
tirés
Satisfaction réciproque
des
[%]
<1*
<0,65 Tf accidents MSG
Coûts de défaut GLP2 hors FS [%]
Taux d'engagement réalisés/ engagements pris
[%]
[%]
<0,9
<5*
Suggestions
Coûts de défaut GLP2 FS
Réalisation des
revues
annuelles
%]
[%] partenaires
<2
Déploiement groupes [CIP
Coûts
de défauts
GLP5 avec les
[ppm]
* GLP2-FS et nouveaux types GLPx
Information et
connaissances
Productivité
Coûts de défaut CRI-Nz
[%]
[1000.pcs]
** GLP2-FS et nouveaux types GLPx
Maintenance
>98
Part de 126
fournisseurs
certifiés ISO
Budgets **
<20
Coûts de défaut UI-Nz
Développement
fournisseurs privilégiés[%]
[%]
<25
Coûts de défaut NHA-Nz
Réduction déchets à la source
[ppm]
MAT
MAT
Livraisons totales
Liwaks CKD
Réclamations Feld
GLP:
S5 Appui technique
GLP2
LIWAKS (hors FS)
MSG
GLP2-HS
Livraisons GLP2
GLP5
Livraisons GLP5
Protypes GLP
Respect<3délaisCoûts
pourdereporting
DS
[%]
défaut
prévisions
économiques à [jours]
DS
GEZ
[Mio€]
Investissements
Temps traitement
EVOB ***
Qualité <20
des
[ppm]
[ppm]
Réclamations Feld
Ressources
externes
Taux
de livraison
Récl. 0 km GLP2
Partenariats
Récl. 0 km GLP5
[ppm]
[1000.pcs]
Réclamations P/P
R
Processus internes et Collaborateurs de RzP
COLLABORATEURS
Incidents
Dérives lors de l'audit
de surveillance ISO-TS
Gestion
Réclamations 0 km
économique
Réclamations Feld
MSU
S4
[k€]
[k€]
[k€]
[%]
[%]
[%]
[PLKZ]
[%]
>90
>85
<8
<1302
SL1: 10
SL2: 7
cf stratégie DS
>95
<1188
<8
<4100
<1383
<3500
>2,8
>8
>90
<12
<11
>75
[%]
[k€]
[k€]
>96
<3330
<339
[%]
[k€]
[k€]
[k€]
(points)
<12
>96
<2880
<320
<6660
>270
[%]
[%]
[niveau]
[%]
[ jours]
<5
>92
A
100
<18
RDU
MAG
Flyer
Business Excellence
§ Continuous
Improvement
2c
SWOT**
Performance
& internal
2b
abilities
2
UI
DLL:
S3
UI-Nz
UIN-Nz
MSN
NHA-Nz
CRI-Nz
CRIN-Nz
Prototypes-Nz
R
Externe Effekte:
- unsichere wirtschaftliche Situation/ Marktlage
- Reduzierung der RB-Marktanteile
- GLP: keine Euro 6 Motorprojekte
è
è
è
RzP site de référence
Rétablir la compétitivité
de nos produits
Développer le leadership et
la performance managériale
Düsen u. GLP: Alter des Maschinenparks
Externe Effekte: Konsolidierung in der Automobilindustrie à
reduzierte Anzahl Kunden
è
è
Vision
Strategy &
strategic plans
Suppliers
Transparency
& anticipation
of needs
Secure
within RzP
& increase
business
Respect of
volume
mutual
Involvement contributions
in development (partners)
for schools &
administrations
Local community
CSR
(economical,
social,
environmental)
Internal | RzP/OFE1 | 14/10/2011 | © Robert Bosch GmbH reserves all rights even in the event of industrial property rights. We reserve all rights
of disposal such as copying and passing on to third parties.
Leistungsfähige und eingebundene Lieferanten
Erfolgreiches Umweltengagement
è
è
Gesellschaft
Adaptation
to rules
evolution
High Cost Location
Produktivitätsziele bei Düsen u. CRI noch nicht erreicht
è
è
è
faster
Challenges
stratégiques
Bosch DS
Active
participation
in DS activities
ManufacDS best
(IPN, Lead
turing costs in
BPS & BHS
practices
plant)
accordance with
implemented &
market
developped
prices
A good job,
in good
working
conditions Employment
for Rodez
tomorrow
Attractive
salaries
Schnelligkeit bei
der Umsetzung von Änderungen/ Verbesserungen
development
Business
plan
realisation
Ausgezeichnete Qualitätsergebnisse
Lieferanten
Gesellschaft
DS
Bosch
Business
System
deployment:
usine
S2
Forum DBE
Strategy
RzP– 2012-2014
Criterion 2 / Sub-processes M1, M2
Perfect
quality ;
Quantities &
Delivery time Customer
respected management:
DS
Nombre de contacts écoles (jury, visites, forum, …)
Management
R
Stratégie Développement Durable RzP 2013-2016
Implications
dans
vieDB5*
locale/régionale (6
par trimestre)
[%]
[Mio€]
-3,9
[%]
>90
Réalisation MAG
Résultat
[pts]
>700
[Mio€] 179,4 Tf accidents usine*
NGU
[%]
[%]
<1,3
[Nb]
<40
Tx entretiens post formation
FK usine
[%]
[jours] <24,5 absentéisme
GEZ (moy)
[Nb]
0
[Nb]
[Mio€]
39,2
Suggestions
Investissements ***
Management Total
des compétences
: CptM
- objectifs issus de la BSC de DS/HRD
[Mio€] <35,52 Enquête collaborateurs
coûts répartis PHEK
[Moi€€] <74,4
Coûts fixes
Encours factures
[jours]
Management des projets de changement (BPS, 6 sigma, INPP, outils RH...) dans les délais et résultats planifiés
CSI Interne
Ressources
Résultat évaluation EEAHRL
humaines
S1
M
Mission
nitoring are made through monthly department meetings and
systematic process reviews.
At individual level, each associate has an annual performance
dialogue meeting with his manager (GPD) during which they
agree on the individual objectives for the year to come. Our
goal is that all associates understand and adhere to their objectives and know how they contribute to the achievement of
RzP’s Strategy.
Strategy Communication
Once the Strategy is formalized, it is then communicated to all
associates during the annual Town Hall Meeting.
Internal Capabilities
RzP Management processes
2a
Needs &
expectations
of stakeholders
& environment
sion and assesses the implementation of the Strategy through
the completion of the action lines defined for each department. The SC also releases the updated Corporate Social Responsibility (CSR) Policy that ensures that all three dimensions
– economic, social and environmental – are considered.
Once the DS Target Business Plan has been released, the SC
holds a 2nd Strategic Meeting in November. Its purpose is:
• to build the Policy Deployment Matrix (DDO) by process
and by stakeholder, thus ensuring that all relevant stakeholders’ perspectives are taken into account;
• to update the BSC (target setting);
• to define RzP’s strategic projects for the following year;
• to assess the implementation of the Strategy 6 months after the 1st Strategic Meeting (starting 2015 as an improvement action).
M3 § Improvement
projects
§ Change
RD M3
M4 Communication
The plant strategic projects are prioritized according to their
impact on Strategy. Internal skills and competencies are
tracked and analyzed in light of current and future needs. The
identification of necessary resources (workforce, equipment,
budget, partnerships, make or buy decisions) is done via structured processes and anticipated in the TBP.
Every year, during the Process Review (RDP1) we:
• update the process framework according to Strategy;
• agree on the key processes for the year to come;
• define benchmarking activities.
Internal BM activities between Bosch plants are deeply integrated into our operating system through participation to International Production Networks (IPN) and Expert Networks
etc.
Diesel Systems
Fig1:
RzP Management processes
Deployment and Target Setting
Strategy Planning
The starting point of the Policy Deployment is the TBP. The
related targets, including those derived from DS or Corporate
Department targets are then deployed through our DDO at
process level. All KPIs are set in accordance with the SMART
rule. On process level and department level, reviewing and mo-
RzP/OFE | 01/06/2014 | © Robert Bosch GmbH 2014. All rights reserved, also regarding any disposal, exploitation, reproduction, editing,
distribution, as well as in the event of applications for industrial property rights.
RzP holds a first Strategic Meeting in June – July when the
Steering Committee (SC) reviews the plant’s Vision and Mis-
Fig2: RzP Strategy 2013 - 2016
The plant’s Strategy is also included in the nominative flyers
distributed every year to all associates. These flyers contain
the department specific goals and targets for the coming year.
RzP also communicates its Strategy through defined channels
to its other stakeholders: DS (during the annual BVS), customers (during on-site visits), Local Community and service
providers (dedicated day every 2 years).
12
Réf.
2a1
2a2
Strategy
Approach Title
Stakeholder
Analysis
Stakeholders’
inputs
Objective & Result
O: Develop appropriate management strategies
R: stakeholders’ needs and
expectations
O: Gather and analyze inputs
in order to feed RzP’s strategy and thus rendering it fit
for the future.
R: CSS, Community Survey,
AS, Partners Survey
2a3
Corporate inputs
(e.g. from the Division and BU, Corporate Departments as
well as from RBFR)
for SWOT analysis
O: Have the necessary information to understand the
external background for the
plant’s strategy development.
R: SWOT
Description
(Approach & Deployment)
Assessment & Refinement
The analysis is reviewed once a year prior to the Strategic Meeting (used as input).
The stakeholders are identified and analyzed based on
Until 2010, we only identified our main stakeholders.
their importance (both ways: stakeholders vs. RzP and
In 2011, using ISO 26000 as a reference for CSR, we
RzP vs. stakeholders) and on their impact on the ISO
developed a stakeholder analysis based on their im26000 stakes.
portance (sphere of influence) and impact on the ISO
26000 stakes.
The needs and expectations of our stakeholders are
systematically collected through regular surveys, onsite visits, audits, partnership relationships, targeted
meetings/events, participation in internal and external
networks.
A set of inputs at corporate, division and regional level
are used in order to identify RzP’s Threats and Opportunities: automotive market analysis (overview, competitor analysis, Diesel share, future scenarios), societal
trends (clean solutions, local requirements, evolution
of law and regulations, technological developments)
and customer analysis.
Each process owner conducts an yearly SWOT analysis.
It is shared, discussed and analyzed by the SC during
the yearly Strategic Meeting. It serves as a basis for
developing the plant’s SWOT.
The results are analyzed in order to adapt the plant’s
strategy and to improve RzP’s performance and indentify AFIs.
Over the years, the surveys were improved to be aligned
with the plant’s challenges (e.g. on-site customer visit
survey - question added about comparison with BIC).
Evidence
Stakeholder
Analysis, Feedback
Report from
AFNOR on ISO
26000,
Stakeholder Map
Results of surveys
(6a, 7a, 8a), BM
reports
SWOT analysis at
plant and process
level.
The plant’s SWOT is reviewed yearly, during the Strategic Meeting.
2010: SWOT analysis for each internal process (management/realization/support processes).
2012: SWOT Analysis made with external consultant.
Strategy
Réf.
2b1
2b2
Approach
Title
Performance
Analysis
System CIP
Workshops
13
Objective
& Result
O: Assess the current performance level and identify opportunities for development
and Continuous improvement
R: DDO objectives achievement (RDU) Cc of each
process
O: Focus resources on improving functional processes
that contribute the most to
the achievement of objectives and the implementation
of the strategy.
R: Priority projects defined
for the upcoming quarter
2b3
Benchmarking
O: Strengthen RzP’s performance through identification
of improvement opportunities
R: performance increase
through implementation of
best practices
Description
(Approach & Deployment)
Assessment & Refinement
Evidence
A systematic performance measurement (control, monitoring and tracking) exists at different levels (associates, teams, departments, processes).
External inputs regarding performance are gathered
through audits and assessments, BVS, BVS-Q, PPR and
other management visits.
Root causes for deviations are investigated and countermeasures are defined.
The plant’s KPIs are reviewed on a monthly basis during
RDU.
The performance of the processes is reviewed twice
a year during RDPs (2/year). Each process’s performance is monitored through its own cockpit chart and
reviewed on a monthly basis.
Projects are reviewed according to classification and
systematic during specific reviews.
Individual performance is reviewed during GPD.
Starting 2015, the performance analysis process was
further improved to focus on the strategic KPIs defined
in the BSC (we now review 35% less KPIs than before).
Meeting minutes,
improvement plans
(OPLs), RDU Cc,
process Cc, audit
results, EFQM assessment results
Workshop minutes
with VSD
RzP’s Value Streams in Production area are analyzed
based on the current state (VSM) and vision (VSD).
Then, the medium target state of the Value Stream is
defined and a consensus is reached regarding the resources deployed to achieve this common goal.
RzP conducts benchmarking activities within the Division, the RO and with third parties that are recognized
as best in class.
The needs are identified by process and communicated
during our annual process review (RDP1). The good
practices selected are then duplicated or adjusted according to our needs within the organization.
There are three WS per year in each manufacturing
sector, during which the improvement projects for the
upcoming period are agreed upon.
2012: Support functions take part and contribute to
the workshops and the derived improvement projects.
The evaluation of the performed benchmarks is carried
out during management meetings.
2009: creation of a BM process included in the M3.
2014: following a BM with GS, we decided to turn it
into a standard.
BM plan, RDP
results, BM
standard, RD-M3
minutes
14
Strategy
Réf.
Approach
Title
2c1
2c2
2c3
Strategy
development
in line with
the Vision
and Mission
Business
Planning
(BP)
CSR Policy
Objective
& Result
O: By implementing RzP’s
strategy, aligned
with DS and BU’,
the plant’s vision
is reached
R: Identification
of LAS
O: Convert short
and mid-term
strategy into operative planning
R: Planned projects and actions
converted into
financial data and
related operative
KPIs
O: Materialize the
commitments of
the SC towards
CSR
R: Certificates
(ISO 16949,
14001, 18001,
50001)
Description
(Approach & Deployment)
Assessment & Refinement
Evidence
Flyers, LA and
LAS matrix,
RzP’s elaborates its three-year strategy based on external and internal
inputs, and strategic challenges are defined in order to achieve the plant’s
Vision. Based on these challenges, «SC action lines» (LA) are defined on
plant level, which are then deployed within the organization as «specific
action lines» (LAS). The consistency of the LAS is ensured through a socalled «catchball» meeting.
RzP’s Strategy and its deployment through «action lines» BSC
is reviewed twice a year during the strategic meeting.
In 2013 the approach improved with the help of an external consultant. The new strategy process closes the loop
between the SWOT, the Vision, the action lines and their
operational deployment.
Strating 2015 we will be able to assess, twice a year, the
strategy realization rate (specific KPI included in BSC).
Past BPs, LL
The Division is measuring the OTD and FPY of the BP and
MBR.
The yearly Business Planning is coordinated by Controlling and involves all
Following a VSDiA project, monthly reporting (MBR) was
the plant’s departments. The BP is presented to DS for approval. Once
improved by reducing the lead time by 30%.
approved (potentially incorporating additional targets), it forms the basis
We conduct lessons learned (LL) after each planning cyfor our Policy Deployment.
cle.
Selected targets defined in the BP are part of the BSC which is monthly
2012: streamlining of the BP’s elaboration process by retracked and reviewed on plant level (RDU), see 2b1.
ducing the planning time of about 40% (SMART BP).
2015: improvement of the BP to Target BP
In 2010, the 3 former QSE policies were merged and social
aspects were added.
The CSR Policy is developed based on the strategic challenges defined duThe CSR Policy is updated yearly to ensure alignment with
ring the Strategic Meeting. It gathers all the PM’s commitments concerthe strategy.
ning Quality, Environment, Health and Safety and Energy Management. It is
2014: addition of commitments linked with energy manasigned by PM and then communicated to all our associates.
gement to underline our will to fulfill ISO 50001 requirements; C2S 2* recognition.
CSR Policy,
Certificates,
AFAQ 26000
label, C2S
Strategy
Réf.
2d1
2d2
2d3
Approach
Title
Policy
Deployment
Collective
Innovation
Strategy
communication
15
Objective
& Result
O: Ensure strategy
implementation
R: AS, GPD realization, targets
are set
O: Empower and
involve associates
in our plant’s
progress
R: Participation
in CIP Groups,
Number of suggestions, AS
O: Transparency
and mutual understanding
R: AS
Description
(Approach & Deployment)
Assessment & Refinement
The strategy is deployed as follows:
*strategic challenges are deployed through action lines (LA) at SC level;
*LA are deployed through specific action lines (LAS) at department level;
*LAS are deployed through projects and activities which, in turn, are then
followed-up through the Masterplan.
At individual level, each associate receives its own nominative flyer containing the plant’s strategy, department’s LAS and priorities for the current
year.
The individual targets are given during annual GPD.
The effectiveness is measured through internal surveys:
AS, Town Hall Meeting.
The targets are reviewed once a year and they are systematically monitored throughout the year.
Beginning 2015 thanks to our Masterplan the strategy realization rate will be calculated twice a year. In case of deviations this will allow you to take appropriate measures.
We use 2 approaches to encourage collective innovation: guided improvement ideas (WS System CIP, CIP groups, VSDiA) and spontaneous ideas
(Suggestion Scheme). Collaborative innovation is a main driver in the
achievement of our strategy. This is why two key indicators related to this
approach are included in the plant’s KPIs which are deployed down to individual level. A dedicated department ensures coordination of improvement
activities.
We measure the success of the approach through quantitative measures but also perception (see 7a,7b & 9b).
The approach itself was improved over the years. To give
just some examples:
2010: Lean 6-sigma project to improve efficiency of RzP
suggestion system, recognized by DS with a BEES award
(Business Excellence Examples)
2010 - 2011: application of production methodology to
support areas (VSDiA, point CIP).
2011: RzP introduces its own annual BEES awards.
2012: System CIP WS in production areas.
2014: extension of the System CIP WS to support areas &
winning of the Collective Innovation Trophy (Innov’Acteurs).
Since 2008, RzP’s strategy is communicated to all associates in the annual
Town Hall meeting («Convention»). It covers all associates on all the shifts
(6 meetings).
RzP communicates on its strategic challenges and main focus to the DS
Division during the annual BVS meeting. It informs the Community as well
as partners, service providers and suppliers every two years during a one
day event on site. Customers are informed about our strategic orientations
during site visits or audits.
The efficiency is measured through the Convention feed- ting survey, AS
back survey and through AS survey, as well as feedback results, flyers
surveys from visits and participation in Community Day
events.
The systematic has improved over the years by refinement
of the survey questionnaire and by implementation of the
improvements suggested in the survey feedbacks.
Evidence
DDO, Flyer,
GPD, LAS
CIP database,
Suggestion Cc,
AS, Collective
Innovation
Trophy
Town Hall Mee-
Glossary
Abbreviation
5S
6σ/6 sigma
8D
AA
ADEME
AE
AFAQ
AFI
AFNOR
Meaning
Workplace organization method: Sort, Straighten, Shine,
Standardize, Systemize/Sustain
CRI
CRIN
Common Rail Injection
Common Rail Injector Commercial Vehicles
Six Sigma problem resolution method
CSI
Customer Satisfaction Index
Problem solving method
CSR
Corporate Social Responsibility
Automotive Aftermarket Division
CSS
Customer Satisfaction Survey
French environment & energy agency
(Agence De l’Environnement et de la Maîtrise de l’ Energie)
CTG
Controlling Department
Process Self Assessment
CtP
Curitiba plant, Brazil
CV
Commercial Vehicles
Logo that appears on all AFNOR certifications
Area for Improvement
DBE
Deployment of Business Excellence
French Industrial Standards Authority
(Association Française de NORmalisation)
DDO
Policy Deployment Matrix
AIM
Access & Identity Management
DIF
Individual right for training
APC
Actual Product Costs
DLL
Nozzle
AS
BanP
Associate Survey
Bangalore plant, India
BaP
Bamberg plant, Germany
BarP
Bari plant, Italy
BEES Award Business Excellence ExampleS Award
BeQIK
Bosch initiative Be=Economic results, Q=Quality,
I=Innovation, K=Customer Orientation
BES
Bosch Product Engineering System
BGN
Bosch Global Net (enterprise intranet)
BHS
Bosch Human Resources System
BIC
Best In Class
BKO
Crisis management plan
BM
Benchmark / Benchmarking
Bosch
Connect
BP
BPS
BPS - PGL
Enterprise Social Network
Business Plan
Bosch Production System
BPS Planning Guideline
BU
Business Unit
BV
Executive Management (Division/Group)
BVS
Division Executive Management Meeting
BVS-Q
C/
Division Executive Management Meeting on Quality
Corporate Functions
C/AU
Corporate Internal Auditing
CAD
Career Advancement Discussion
CCI
Chamber of Commerce & Industry
CCI
Cockpit chart
CDD
Career & Development Dialogue
DREAL
DS
Offices for Industry, Research & environment
(Direction Régionale de l’Environnement, de l’Aménagement et du Logement)
Diesel Systems Division
DSO
Data Security Officer
DSP
Data Security Partner
EaV
Performance Based Annual Bonus Program
EBIT
Earnings Before Interest and Taxes
EFQM
European Foundation for Quality Management
EMM
Excellence Maintenance Machine
EOP
End Of Production
EPI
Team of first intervention & first aid officers
EQ
Engineering Qualification
ESCIP
Internal Process Survey
EZRS
Direct & Raw materials
FAP
Manufacturing and process planning
FC
Failure Costs
FMEA
Failure Mode & Effect Analysis (French: AMDEC)
FPY
First Pass Yield
GB
Business Sector
GLP
Glow plug
GLP2
Metal Glow Plug (m-GLP)
GLP5
Ceramic Glow Plug (c-GLP)
GM5
Gross Margin over Total Costs
GPD
Goal & Performance Dialogue
GPEC
GreenLight
Forecast management of jobs and skills
Aninitiative launched by the European Commission that
recognizes entities that install energy-efficient lighting technologies in their facilities.
CE
Enterprise Committee
CF
Current Forecast
HRD
Human Resources Development
Controlling, Finance & Administration
HRL
Human Resources Local Department
Health, Safety & Working Conditions Committee
HSE
Health, Security, Environment
Corporate Sector Information Systems & Services
IAM
Independent Aftermarket
Continuous Improvement Process
IEDT
European Institute for Total Quality
Code of Business Conduct
INPP
Industrialization of New Products and Processes
CFA
CHSCT
CI
CIP
CoBC
HR
Human Resources
CoC
Competence Center
IPN
International Production Network
COM
Communication
IRP
Associates’ Representatives
CoP
Community of Practice
COR
Commercial Responsibility
CP
Corporate Purchasing
ISEC
International Simultaneous Engineering Center
ISN
International Sample Production Network
ISO
International Standard Organization
CptM
Competence Management
ISO 26000
CSR ISO
CQPM
Qualification certificate for metallurgy
ISO 50001
Energy Management ISO
Glossary
Abbreviation
Meaning
QAM
Quality Assurance Matrix
IUT
University Institute for Technology
QMM
Quality Management Methods
JhP
Jihlava plant, Czech Republic
QSE
Quality, Security, Environment
KM
Knowledge Management
R&D
Research & Development
KPI
Key Performance Indicator
KPR
Key Performance Result (Outcome)
LA
Action Lines
LAS
Specific Action Lines
LdP
Lead Plant
LeaD
Leadership Development program (for managers)
LIWAKS
LL
Logistics customer delivery fulfillment
Lessons Learned
LPC
Layered Process Confirmation
MBR
Monthly Business Reporting
MDP
Management Development Program (1, 2, 3 describes the
level; the higher the number, the higher the level)
RADAR
Rapid’Infos
RASIC
charts
Result Approach Deployment Assess & Refine
Monthly Plant Magazine
Responsible, Approval, Support, Information, Consultation
RB
Robert Bosch GmbH
RBFR
Robert Bosch France
RBTR
Robert Bosch Turkey
RD
RD-M3
Steering Committee Review
Business Excellence Steering Committee Review
RDP
Steering Committee Process Review
RDU
Monthly Steering Committee Review
Rex
Feedback & Experience Review
Radio Frequency Identification
Mecanic
Vallée
French Association for the Promotion of Industry
RFID
MEDEF
Movement of the French Enterprises (MouvEment Des
Entreprises DE France)
RSA
Renault
RzP
Rodez Plant
MES
Management development seminar
MOS
Manpower On Site
RH
Human Resources
SAP
Enterprise software
An the European Commission initiative to improve effectiveness of energy usage
SAT
Self Assessment Tool
MSD
Musculoskeletal disorders
SC
Steering Committee (CoDir)
MSG
Manufacturing Sector GLP
SDIS
MSI
Manufacturing Sector CRI
Shainin
MSN
Manufacturing Sector Nozzles
MSx
Manufacturing Sector
Motor
Challenge
OE
Original Equipment
OEE
Overall Equipment Effectiveness
OEM
Original Equipment Manufacturer
OES
Original Equipment Supplier
OFE
Office of the Plant Manager
OPL
Open Point List
OTD
PD
On-time delivery
Policy Deployment
PDCA
Plan, Do, Check, Act
PDCA
Plan-Do-Check-Act
PDCM /
WLKS
Plant Delivery & Cost Meeting
PEP
Product Engineering Process
PEU
Plant environment plan
PFA
French Platform for Automotive Industry
PFQP
French Prize for Quality and Performance (National EFQM
Award)
PLKZ
Problem supplier rating
SL(1,2,3...)
Departmental service of fire and rescue
Process Failure Analysis Methodology
Management salary level (the higher the number, the
higher the level)
SMART
Specific - Measurable - Attainable - Realistic - Time-related
SMED
Single Minute Exchange of Die
SOP
Start Of Production
SPC
Statistical Process Control
SWOT
Scenario planning tool that evaluates the strengths,
weaknesses, opportunities, and threats
TAR
Talent & Associate Review
TCO
Total cost of ownership
TCT
Total Coverage Time (in days)
TNS
Total net sales
TPM
Total Productive Maintenance
TPZ
Technical Production Capacity Plan
UBK
Automotive Technology Business sector
UI
UIMM
VA
Unit Injector
Union of trades & industries for metallurgy
Associate on international assignment
VAE
Accreditation for work experience
VN
Associate on international assignment on own desire
Plant Manager
VOC
Volatile Organic Compound
POG
Personnel Upper Limit
VPZ
Planned Sales Volume
PPC
Planned Product Costs
VSD
Value Stream Design
ppm
Parts Per Million
PM
VSDiA
Value Stream Design in indirect Areas
PPR
Product Plant Review
VSM
Value Stream Mapping
PPU
Plant prevention plan
WIRE
Profitability Analysis
PQU
Plant quality plan
WS
Workshop
PSA
Peugeot
YTD
Year To Date
PWC
PriceWaterhouseCoopers