Part II
Transcription
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 ................................................................................... ................................................................................. ............................................................................................. ........................................................................................... ..................................................................................... Part II Enabler Map Leadership Strategy People Partnerships & Ressources Processes, Products & Services p.3 p.10 p.16 p.23 p.30 ................................................................................................................... ........................................................................................................................ .............................................................................................................................. ........................................... ���������������������� 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