bosch organization study

8/11/2019 Bosch Organization Study

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BOSCH

R.I.M.S, BANGALORE Page 1

1.

INDUSTRY PROFILE

The automotive industry began in the 1890s with hundreds of manufacturers that pioneered

the horseless carriage. An automobile (or automotive) is a vehicle that is capable of

propelling itself. The automotive industry involves all those companies and activities

involved in the manufacture of motor vehicles, including most components, such as engines

and bodies, but excluding tires, batteries, and fuel.

Automobiles changed the world during the 20thcentury, particularly in the United States and

other industrialized nations. For many decades, the United States led the world in total

automobile production. From the growth of suburbs to the development of elaborate road and

highway systems, these horseless carriages have forever altered the modern landscape. Themanufacture, sale, and servicing of automobiles have become key elements of industrial

economies. But along with greater mobility and job creation, the auto mobile has brought

noise and air pollution and accident rank among the leading causes of death and injury

throughout the world. For better or worse, the 1900s can be cal led the Age of the

Automobile and cars will no doubt continues to shape our culture and economy well

into the 21st century. Automobiles are classified on the basis of purpose, capacity,

fuel source, type of transmission, side of drive and number of wheels. The

typical automobile, also called a car, auto, motorcar, and passenger car, has

four wheels and can carry up to six people, including a driver. Larger vehicles designed to

carry more passengers are called vans, minivans, omnibuses, or buses. Those

used to carry cargo are called pickups or trucks, depending on their size and design.

Minivans are van-style vehicles built on a passenger car frame that can usually carry up to

eight passengers. Sport-utility vehicles, also known as SUVs, are more rugged than

passenger cars and are designed for driving in mud or snow.

Complaints about auto pollution, traffic congestion, and auto safety led to the passage of

government regulations beginning in the 1970s, forcing auto manufacturers to improve fuel

efficiency and safety. Auto companies are now experimenting with cars powered by such

alternative energy sources as natural gas, electricity, hydrogen fuel cells, and solar power.
http://en.wikipedia.org/wiki/Brass_Era_carhttp://en.wikipedia.org/wiki/United_Stateshttp://en.wikipedia.org/wiki/United_Stateshttp://en.wikipedia.org/wiki/Brass_Era_car


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Figure 1.1

1.1 CORPORATE STRATEGY

The aim is to be among the world market leaders and to be a major player in all of the

company business sectors. The strategy to achieve this goal is by strong marketing of new

products and ongoing investment in Research and Development to innovate continuously.

The emphasis on innovation is underlined by huge number of associates, working in

Research and Development departments, 21250 worldwide. Efficient sales and customer

service also play a key role in Boschs corporate strategy.


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1.2 INNOVATION

Bosch shall focus their innovative strength on technology that is INVENTED FOR LIFE.

Bosch has invested heavily in R&D much above the industry average. This has resulted in

Bosch pioneering many technological advances. Electronic stability control

High pressure diesel injection.

Anti-lock Braking systems

1.3 BUSINESS DIVISIONS AND VOLUME

Automotive Technology- This division designs and manufactures automotive technology

making driving safer and economical. It is the worlds biggest independent automotive

supplier. It manufactures automotive technology such as diesel systems, gasoline systems,

chassis brakes, automotive accessories, blaupunkt car multimedia, starters and generators,

energy and body systems, electrical drives.

Industrial Technology- This division manufactures packaging machines and special purposes

machines that cater to the need of local confectionary and pharmaceutical industries.

Consumer Goods and Building Technology- Under it manufactures power tools and security

systems for industries like construction, woodworking and metalworking industry; cordless

tools and accessories.


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1.4 MILESTONES

19th century

1886 - Opening of Workshop for Precision Mechanics and Electrical Engineering in

Stuttgart on 15 November

1887 - First low-voltagemagneto from Bosch for stationarypetrol engines

1897 - First low-voltage magneto ignition for motor vehicleinternal combustion

engines

20th century

1925 in the Netherlands

1901 - First plant in Stuttgart

1902 - First commercially viable high-voltagespark plug

1906 - Production of 100,000th magneto ignition

1906 - Introduction of eight-hour working day

1910 - Opening of plant in Stuttgart-Feuerbach

1913 - Start of production ofheadlights

1918 - American assets seized; later become American Bosch Magneto

1926 - Start of production ofwindscreen wipers

1927 - Firstdieselfuel injectionpump

1929 - FirstTV Set fromFernseh AG division

1932 - Formation ofJunkers & Co.

1932 - First powerdrill from Bosch

1932 - FirstBlaupunkt car audio

1936 - Firstdiesel fuel injection pump for passenger cars, such as theMercedes-Benz

260D

1942 - Death of the company founderRobert Bosch on 12 April

1962 -Worcester Bosch Group opens in England

1964 - Robert Bosch Foundation

1970 - Company headquarters moves toGerlingen
http://en.wikipedia.org/wiki/Stuttgarthttp://en.wikipedia.org/wiki/Ignition_magnetohttp://en.wikipedia.org/wiki/Petrol_enginehttp://en.wikipedia.org/wiki/Motor_vehiclehttp://en.wikipedia.org/wiki/Internal_combustion_enginehttp://en.wikipedia.org/wiki/Spark_plughttp://en.wikipedia.org/wiki/Headlighthttp://en.wikipedia.org/wiki/Windscreen_wiperhttp://en.wikipedia.org/wiki/Diesel_fuelhttp://en.wikipedia.org/wiki/TVhttp://en.wikipedia.org/wiki/Fernsehhttp://en.wikipedia.org/wiki/Junkers_%28Aircraft%29http://en.wikipedia.org/wiki/Drillhttp://en.wikipedia.org/wiki/Blaupunkthttp://en.wikipedia.org/wiki/Diesel_fuelhttp://en.wikipedia.org/wiki/Mercedes-Benzhttp://en.wikipedia.org/wiki/Robert_Boschhttp://en.wikipedia.org/wiki/Worcester_Bosch_Grouphttp://en.wikipedia.org/wiki/Gerlingenhttp://en.wikipedia.org/wiki/Gerlingenhttp://en.wikipedia.org/wiki/Worcester_Bosch_Grouphttp://en.wikipedia.org/wiki/Robert_Boschhttp://en.wikipedia.org/wiki/Mercedes-Benzhttp://en.wikipedia.org/wiki/Diesel_fuelhttp://en.wikipedia.org/wiki/Blaupunkthttp://en.wikipedia.org/wiki/Drillhttp://en.wikipedia.org/wiki/Junkers_%28Aircraft%29http://en.wikipedia.org/wiki/Fernsehhttp://en.wikipedia.org/wiki/TVhttp://en.wikipedia.org/wiki/Diesel_fuelhttp://en.wikipedia.org/wiki/Diesel_fuelhttp://en.wikipedia.org/wiki/Windscreen_wiperhttp://en.wikipedia.org/wiki/Headlighthttp://en.wikipedia.org/wiki/Spark_plughttp://en.wikipedia.org/wiki/Internal_combustion_enginehttp://en.wikipedia.org/wiki/Motor_vehiclehttp://en.wikipedia.org/wiki/Motor_vehiclehttp://en.wikipedia.org/wiki/Petrol_enginehttp://en.wikipedia.org/wiki/Ignition_magnetohttp://en.wikipedia.org/wiki/Stuttgart


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1976 - Firstoxygen sensors

1982 - Company acquires photographic equipment division fromBraun AG

1986 -Traction control system (TCS) on the market

1995 - Acquisition of Atco-Qualcast Ltd[5]

1995 - FirstElectronic Stability Control - Electronic Stability Program (ESP)

1997 -Common rail diesel fuel injection patent bought from Fiat.[6][7]

21st century

2000 - DI-Motronicgasoline direct injection system

2000 - Acquisition ofRexroth

2002 - Brand Relaunched with new logo

2003 - Acquisition of Buderus AG

2003 - Digital car radio with MP3 drive and digital recorder (Blaupunkt)

2003 - The formation of the Robert Bosch Tool Corporation and acquisition of S-B

Power Tool Corporation and Vermont American Corporation including the brand

names for Bosch Power Tools, Skil Power Tools, Dremel, Vermont-American,

Primark brands, and Gilmours

2004 - Third-generation common rail diesel injection for cars, with piezo injectors

2004 - Bosch opens new Technology Center inAbstatt

2006 - Bosch acquiresTelex Communications,a maker of hearing aids, headsets and

audio equipment, and partners withDaewoo to build Bosch refrigerators in Mexico

2007 - The Bosch Communications Systems business unit is created to manage the

brands and products of former Telex Communications

2007 - Bosch acquires Health Hero Network

2008 - Tata Nano, the $2,500 People's Car powered by Bosch-designed engine is

unveiled at Auto Expo in New Delhi. Bosch plans to acquire majority stake inErsolphotovoltaics. Bosch acquires CST/berger, maker of professional measuring

equipment.

2009 - Bosch acquires LR Nelson, a maker of lawn and garden products, including

ponds, and merges the Gilmour and Nelson brands into Bosch - Garden and

Watering.[9]
http://en.wikipedia.org/wiki/Oxygen_sensorhttp://en.wikipedia.org/wiki/Braun_%28company%29http://en.wikipedia.org/wiki/Traction_control_systemhttp://en.wikipedia.org/wiki/Robert_Bosch_GmbH#cite_note-5http://en.wikipedia.org/wiki/Electronic_Stability_Controlhttp://en.wikipedia.org/wiki/Common_railhttp://en.wikipedia.org/wiki/Robert_Bosch_GmbH#cite_note-6http://en.wikipedia.org/wiki/Gasoline_direct_injectionhttp://en.wikipedia.org/wiki/Bosch_Rexrothhttp://en.wikipedia.org/wiki/Blaupunkthttp://en.wikipedia.org/wiki/Dremelhttp://en.wikipedia.org/wiki/Heilbronnhttp://en.wikipedia.org/wiki/Telex_Communicationshttp://en.wikipedia.org/wiki/Daewoohttp://en.wikipedia.org/wiki/Tata_Nanohttp://en.wikipedia.org/wiki/Ersolhttp://en.wikipedia.org/wiki/Robert_Bosch_GmbH#cite_note-9http://en.wikipedia.org/wiki/Robert_Bosch_GmbH#cite_note-9http://en.wikipedia.org/wiki/Ersolhttp://en.wikipedia.org/wiki/Ersolhttp://en.wikipedia.org/wiki/Tata_Nanohttp://en.wikipedia.org/wiki/Daewoohttp://en.wikipedia.org/wiki/Telex_Communicationshttp://en.wikipedia.org/wiki/Heilbronnhttp://en.wikipedia.org/wiki/Dremelhttp://en.wikipedia.org/wiki/Blaupunkthttp://en.wikipedia.org/wiki/Bosch_Rexrothhttp://en.wikipedia.org/wiki/Gasoline_direct_injectionhttp://en.wikipedia.org/wiki/Robert_Bosch_GmbH#cite_note-6http://en.wikipedia.org/wiki/Robert_Bosch_GmbH#cite_note-6http://en.wikipedia.org/wiki/Common_railhttp://en.wikipedia.org/wiki/Electronic_Stability_Controlhttp://en.wikipedia.org/wiki/Robert_Bosch_GmbH#cite_note-5http://en.wikipedia.org/wiki/Traction_control_systemhttp://en.wikipedia.org/wiki/Braun_%28company%29http://en.wikipedia.org/wiki/Oxygen_sensor


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2009 - Robert Bosch acquires Akustica

2012 - Purchased SPX Service Solutions

2012 - Shanti Auto Electricals, Budaun

2013 - Bosch announced, it will exit its solar business

1.5 MAJOR COMPETITORS

CompanySales

(Million)

Current

PriceChange%

P/E

Ratio

Market

Cap(Million)

52-Week

High/Low

Bosch 88201.00 10900.00 2.80 35.00 332935.10 11500/8000

MothersonSumi

Sys

43041.00 261.35 -0.42 46.12 231459.74 285/123

Exide Inds 60713.70 131.25 6.71 21.46 104550.00 143/99

Amara Raja

Batteries29613.96 381.00 -0.90 18.93 65668.87 460/208

Tube Investments 34074.30 230.80 4.86 43.73 41135.10 227/123

Wabco India 9659.24 2126.00 -0.65 36.03 40590.63 2399/1410

Amtek Auto 30193.80 179.35 -0.28 14.63 39319.48 191/59

Amtek India 22980.97 76.50 2.68 8.91 20676.33 102/49

Sundaram-Clayton 10185.60 770.00 2.60 28.30 15184.18 775/250

Bosch Chassis 12474.00 595.95 0.00 79.08 12391.59 597/593

Federal-Mogul

Goetze11369.72 195.00 6.41 48.89 10194.59 216/166

Suprajit

Engineering4209.82 81.15 9.66 19.26 8881.48 77/32

Fairfield Atlas 2293.36 241.00 0.00 14.93 6584.25 243/198Wheels India 19245.02 571.00 6.35 22.74 6460.13 750/351

Banco Products (I) 4457.13 96.00 8.17 11.92 6347.28 94/33

Auto.Axle 6425.34 440.00 5.78 48.88 6285.83 445/188

Shanthi Gears 1465.30 74.30 10.16 29.97 5511.73 82/49


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FiemInds 6022.15 449.10 1.56 15.19 5289.70 466/179

Igarashi Motors 2907.80 184.00 10.05 12.36 5090.48 189/55

Sona Koyo Steerg

Sys11185.63 27.15 10.59 9.26 4879.11 26/9

Gabriel India 12053.23 38.00 14.63 11.18 4761.80 38/16

LG

Balakrishnan&Bros9366.25 553.00 3.80 7.69 4181.08 597/152

JMT Auto 3217.48 263.30 -4.96 56.52 3988.19 308/69

Denso India 12186.00 142.70 0.00 18.94 3978.43 143/71

Munjal Showa 15814.27 103.45 7.82 5.24 3837.52 98/52

Phoenix Lamps 4372.61 130.10 4.67 3.77 3482.80 135/31

Minda Industries 10562.92 200.00 2.04 14.62 3109.61 237/121

Jamna Auto Inds. 8402.28 86.05 9.97 18.30 3092.18 90/50

Pricol 8738.94 33.00 2.48 4.44 3042.90 37/15

Munjal Auto Inds 7173.32 58.95 5.65 6.08 2790.00 64/26

Lumax Industries 10702.06 296.60 0.14 35.09 2768.80 385/285

ZF Steering Gear

(I)3128.87 316.00 5.30 38.98 2722.90 325/204

Setco Automotive 3593.15 105.40 9.39 13.20 2570.43 107/62

Steel Strips Wheels 9699.33 162.60 6.41 8.08 2323.81 180/112

Hindustan

Composites934.52 460.00 4.55 12.33 2166.12 470/205

India Nipon

Electric2690.05 200.00 5.01 9.22 2154.13 219/145

Rane Madras 6398.70 226.00 10.78 13.15 2144.17 250/105

Exedy India 2157.44 342.50 0.00 0.00 2057.29 343/342

Hi-Tech Gears 3733.78 112.35 19.97 10.89 1757.62 100/57

Rico Auto Inds 10470.40 14.24 9.96 17.29 1751.94 15/4

Sharda Motor Inds.

Ltd.8983.33 0.00 0.00 7.62 1718.49 550/221


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2. COMPANY PRORFILE

The history of the automobile actually began about 4100 years ago when the first wheel was

used for transportation in India. In the early 15th century Portuguese arrived in China and the

interaction of the two cultures led to variety of new technologies including the creation of a

wheel. By the 1600s small steam powered engine models had been developed but it was

another century before a full sized engine powered vehicle was created. In 1807, Franois

Isaac de Rivaz designed the first car powered by aninternal combustion engine running on

fuel gas (hydrogen and oxygen), which -- although not in itself successful -- led to the

introduction of the ubiquitous modern gasoline- or petrol-fueled internal combustion engine

in 1885.

The year 1886 is regarded the year of birth of the modern automobile - with the Benz Patent-

Motorwagen,by German inventorKarl Benz.Cars that are powered byelectric powerbriefly

appeared at the turn of the 20th century but largely disappeared from use until the turn of the

21st century. The early history of the automobile can be divided into a number of eras, based

on the prevalent means of propulsion. Later periods were defined by trends in exterior

styling, size, and utility preferences

Figure 2.1
http://en.wikipedia.org/wiki/Fran%C3%A7ois_Isaac_de_Rivazhttp://en.wikipedia.org/wiki/Fran%C3%A7ois_Isaac_de_Rivazhttp://en.wikipedia.org/wiki/Internal_combustion_enginehttp://en.wikipedia.org/wiki/Natural_gashttp://en.wikipedia.org/wiki/Benz_Patent-Motorwagenhttp://en.wikipedia.org/wiki/Benz_Patent-Motorwagenhttp://en.wikipedia.org/wiki/Karl_Benzhttp://en.wikipedia.org/wiki/Electric_powerhttp://en.wikipedia.org/wiki/Electric_powerhttp://en.wikipedia.org/wiki/Karl_Benzhttp://en.wikipedia.org/wiki/Benz_Patent-Motorwagenhttp://en.wikipedia.org/wiki/Benz_Patent-Motorwagenhttp://en.wikipedia.org/wiki/Natural_gashttp://en.wikipedia.org/wiki/Internal_combustion_enginehttp://en.wikipedia.org/wiki/Fran%C3%A7ois_Isaac_de_Rivazhttp://en.wikipedia.org/wiki/Fran%C3%A7ois_Isaac_de_Rivaz


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2.1 OVERVIEW OF THE ORGANIZATION

2.1.1 HISTORY

The company was set up in Stuttgart in 1886 by Robert Bosch (1861-1942) as a "Workshop

for Precision Mechanics and Electrical Engineering. He started the workshop with the belief

that technology can be a game changer and create revolution. It is this vision that has guided

the company all through its 128-year journey. A perfect example is the invention of the

magneto ignition, which transformed the automotive ignition system altogether. It has taken

Bosch across countries, helped break new grounds and enabled the creation of new markets.

The distinctive corporate culture encourages freedom of thought and originality. Even today,

invention drives excellence across all divisions of Bosch Limited. Bosch Ltd strive to bridge

the gap between what exists and what the market needs, through the development and launch

of new products. All innovations at Bosch are driven by the passion to make a difference to

everyone's lives in small and big ways, and improve overall quality of life. It is this thinking

that will continues to drive them into the future as well.

The Bosch group is a leading global supplier of technology and services in the areas of

automotive technology, industry technology, consumer goods, energy and building

technology. In India, the group operates through 6 subsidiaries with a combines associate

strength of around 26000, and a group turnover of around Rs.13200 crores in 2013.In India

Bosch Limited is the flagship company of the Bosch group. Over and above a strong

presence in the India automotive service sector, Bosch in India has a vast service network

that spans across 1000 towns and cities with over 3000 service outlets. As the largest auto

component supplier in the country, setting a bench mark in the sectors it operates in, the

company has to its credit several laurels.


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2.1.2 BOSCH IN INDIA

Bosch has been present in India for more than 80 yearsfirst through a representative office

in Calcutta since 1922, and from 1951 through its subsidiary Bosch Limited (then Motor

Industries Company Limited) and Goa. These Plants are TS 16949 and ISO 14004 certified.

Bosch has a nationwide network spread across 1000 towns and cities. It is headquartered in

Bangalore with manufacturing facilities Bangalore, Naganathapura, Nashik, Jaipur and Goa.

The industrial products are as diverse as diesel and gasoline fuel injection systems. The

strength of over 11,700 associates. It manufactures and trades technology and consumer

goods and building technology, with packaging machines, electric power tools and security

systems. The Company touched a turnover of Rs.6630 Crores in the year 2010. The company

has developed excellent R&D and a strong customer base. Its market leadership is testimony

to the high quality and technology of its products. It also has a strong presence in the Indian

automotive services sector. Service network of Bosch in India spans across 1,000 towns and

cities with 5000 sales outlets and over 4,000 authorized representatives who ensure

widespread availability of both products and services. The Bosch slogan 'Invented for Life' is

part of its long tradition, through which it communicates the Group's core competencies and

vision, that include technological leadership, modernity, dynamics, quality and customer

orientation.

The BOSCH Group is a leading global supplier of technology and services. In fiscal2012, its

roughly 306,000 associates generated sales of 52.5 billion Euros. Since the beginning of

2013, its operations have been divided into four business sectors: Automotive Technology,

Industrial Technology, Consumer Goods, and Energy and Building Technology. The

BOSCH Group comprises Robert BOSCH GmbH and its roughly 360 subsidiaries and

regional companies in some 50 countries. If its sales and service partners are included, then

BOSCH is represented in roughly 150 countries. This worldwide development,manufacturing, and sales network are the foundation for further growth. BOSCH spent some

4.8 billion Euros for research and development in2012, and applied for nearly 4,800 patents

worldwide. The BOSCH Groups productsand services are designed to fascinate, and to

improve the quality of life by providing solutions which are both innovative and beneficial.

In this way, the company offers technology worldwide that is Invented for life.


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Figure 2.2

2.2 NATURE OF BUSINESS CARRIED

2.2.1 AUTOMOTIVE TECHNOLOGY

Innovations from Bosch have had a decisive influence on automobile history. As the world's

largest independent parts supplier to the automotive industry, Bosch has significantly

contributed towards making driving ever safer, cleaner and more economical. This sector

accounts for approximately 60% of sales.

The company engineers develop and test product innovations for motor vehicle

manufacturers in research centres around the world. Bosch products only go into serial

productionfor new vehicles produced by many different manufacturers around the world

once they have undergone extensive testing and met strict quality requirements set by

them.Spare parts from Bosch are of high quality, reliability and innovative technology. Theyonly go into serial production once they meet their very stringent requirements.

More than 15,000 Bosch Car Service garages, Bosch Diesel Service Centres, and Bosch

Diesel Service garages around the world ensure greater safety and reliability on the road.


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Everywhere, drivers benefit from the first class service, expert know how and ex-works

quality of automotive spare parts from Bosch.

2.2.2 INDUSTRIAL TECHNOLOGY AND BUILDING TECHNOLOGY

The energy and building Technology of Bosch aims at lowering energy and operating costs

and enhanced comfort. These investments often pay off within two to three years.Bosch

Energy and Building Solutions GmbH supports customers in Germany and Italy in reaching

their energy-use targets. The company's services include decentralized energy management,

contracting, and modernization to make buildings more energy-efficient. According to

Germany's Federal Statistical Office, approximately 2.2 million buildings in Germany are in

need of modernization to improve their energy efficiency. Moreover, current legislation

requires that companies take active measures to improve the energy efficiency of their

facilities. In Germany, for instance, companies are now eligible for energy tax relief only if

they introduce energy management systems.What is more, Germany's Energy Saving

Ordinance calls for the introduction of energy passes that describe a building's energy

efficiency. Bosch Energy and Building Solutions supports companies with energy advice, the

management of heating and security systems, as well as services for decentralized energy

management and HVAC.Up to 70 percent energy is saved with Bosch intelligent HVAC

management technologies.

The Bosch Group has ended its business activities in crystalline photo voltaic, and where

renewable energy is concerned is now focusing on solar thermal energy, heat pumps, CHP

solutions, cogeneration, innovative power storage technology, and solar inverters.

2.2.3 CONSUMER GOODS

Bosch produces everything that makes household chores so much easier: Household

appliances from Bosch stand for quality, innovative technology and excellent design.

Household appliances from Bosch have an accomplished design and include innovative,

intelligent functions. For example, Bosch has appliances for cooking, freezing, dish-washing,

laundry washing or drying.


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Power tools from Bosch are among the most popular tools worldwide. With the right power

tools, DIY is twice as enjoyable. With Bosch, you not only have more options, you also work

much more precisely, flexibly, safely and far more productively.

2.3 BOSCH VISION

CREATING VALUESHARING VALUES

The vision Creating value sharing values stands for the Bosch corporate goal. Bosch

strives to create value with innovative, beneficial products. This ensures sustained success so

that entrepreneurial freedom and financial independence can be retainedwhich in turn allow

us to act according to our convictions and to take on social and environmental responsibility.

As a leading technology and services company, Bosch takes advantage of global

opportunities for a strong and meaningful development. BOSCH ambition is to enhance the

quality of life with solutions that are both innovative and beneficial. BOSCH core

competencies are in automotive and industrial technologies as well as in products and

services for professional and private use.

The company strives for sustained economic success and a leading market position.

Entrepreneurial freedom and financial independence allow BOSCH actions to be guided by a

long- term perspective. In the spirit of BOSCH founder, they particularly demonstrate social

and environmental responsibilitywherever they do business.

BOSCH customers choose for innovative strength and efficiency, for BOSCH reliability and

quality of work. BOSCH organizational structures, processes, and leadership tools are clear

and effective, and support the requirements of BOSCH various businesses. We act according

to common principles. They are strongly determined to jointly achieve the goals they haveagreed upon.


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2.4 VALUES

The company feels a special bond in the values they live by- day for day. The diversity of

BOSCH culture is a source of additional strength. The experience BOSCH task as

challenging, they are dedicated to the work, and are proud to be part of BOSCH.

Responsibility:

The company accepts that their actions must accord with the interests of society. Above all

else, they place our products and services in the interests of the safety of people, the

economic use of resources, and environmental sustainability.

Initiative and determination:Acting on their own initiative, with an entrepreneurial but accountable spirit, they

demonstrate determination in pursuing Bosch goals.

Openness and trust:

Associates, business partners, and investors are informed in a timely and open fashion of

important developments within our company. This is the best basis for a trustful relationship.

Fairness:

Mutual fairness is viewed as a condition for corporate success when dealing with one another

and with their business partners.

Reliability, credibility, and legality:

Bosch ensures that only promise that they can deliver are made and they accept agreements

as binding, and respect and observe the law in all our business transactions.

Cultural diversity:

Bosch has wide regional and cultural origins and regard diversity as an asset, as well as a

precondition for their global success.


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2.5 MISSION

BeQIKBe Better, Be BoschProfit secures our growth

Quality

Innovation Customer Orientation

BeQIK gives the bearing for all actions. The companysobjective is to continuously improve

all internal processesso that growth and economic success can be secured in the long term.

BeQIK

Quality is most valued asset

Innovation today ensures businesses tomorrow

Customer orientation inspires customers and associates

BeBetter

Continuousimprovement

Tobe better than our competitors

BeBosch

Offeroutstanding products and services worldwide

keep up promises


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3 ORGANIZATION HIERARCHY

Staff

The staffs at Bosch Ltd are considered as a pool of resources to be nurtured, developed,

guarded and allocated.

Levels at Bosch Ltd:

Management and Superintending Staff (M&SS)

SGM - Sr. General Manager

GM - General Manager

Gr. l - Deputy General Manager

Gr. 2 - Senior Manager

Gr. 3 - Manager

Gr. 4 - Deputy Manager

Gr. 5 - Assistant Manager

Gr. 6 - Senior Engineer/Officer/Superintendent

Gr. 7 - Engineer/Officer/Superintendent

The design of the Organization structure is a critical task to the top management of an

organization. It is the selection of the whole organization edifice. Organization structurerefers to the relatively more durable organizational arrangement and relationships. It

prescribes the formal relationship, how an organisational members procedure exists. To

guide the various activities performed by the members of all parts of the organization.


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Table 3.1

BanP/PM office

Hegde SM

BanP/PC

Jens Deuster

BanP/PT

Deepanshu

QMM-2

Ramesh DN

CLP

M R Nagaraj

HRL

Aswath CM

BVC

Seenivasan K

DBE

Balachandran

PUI

M Dusane

CFA

Joshi MB

ICO

Srinidhi KJ

OFE-PC

Chintawar AR

MFP

Ramamurthy K

TEF

Sanjey Handey

BPS

Venkatesh NM

MFD-MFE

Dyananda L

HSE

Praveen Pai N

MFF

Nagaraj Banaji

BidP

Ramesh SN

MFR-MFC

Krishna Chaitanya

QMM-1

Venu BV

DS/QMM

Ramaprasad B

QMM-3

Sreenata C V

QMM-4

MS Anantharam

QMM-8

Rajatesh

PJ-RPP


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BanP/PM Office

(1) Bosch PC

Headed by Mr Hegde S M, PC (Commercial Plant). The Business Unit PC is responsible for

all the Non-Tecnical aspect of Bosch Bangalore Plant.

Even though it's not the Engineering Unit of the the Organization, nevertheless it forms an

essential part for functioning of Bosch as it oversees all the commercial aspect such as

financing, purchase of raw materials, logistics and shipping, Human Resource, Information

Technology etc.

BanP/CLP-Headed by Mr Ramesh D N, looks into all the logistical sevices of Bosch

striving to provide highest quality of services effortlessly, to support the manufacturing in

order to meet the ultimate customer demand.

Major Activities of the CLP

Customer order planning

Logistics and Stores Management (External and Internal)

Excise, Customs and EOU legal compliance, Re-export.

Direct and indirect material planning and procurement.

Production Planning

BanP/HRL-Under the guidance of Mr Nagaraj M, HRL serves as the Human Resource

branch of Bosch Bangalore. They are responsible for the Human Resource Management of

Bosch. As its a challenge for any Manufacturing Organization to maintain a healthy

relationship between Management and the Labour Union, The Human Resources branch tries

to bridge the gap between them by looking into the Labour Welfare issues and ensure a

smooth environment for all the employees.


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Major Activities-

Industrial Relations and Administration

Wage Settlement matters

Training and development

Establishment matters like Increments, Promotions, Transfers, Separation.

Medical and Canteen Facilities

Security and Vigilance

Plant Communication

BanP/BVC-Stands for Bosch Vocational Centre, under the stewardship of Mr Aswath CM.It was conceived and set up as a full fledged training centre to develop a reservoir of skilled

personnel required to produce quality products on sophisticated machines. The establishment

of BVC preceded the enactment of the Apprentice act

One of our major activities is to train trade apprentices. They undergo basic training common

to all trades in the first year. Job-oriented training starts in the second year, at the end of

which they acquire advanced skills. In job-oriented training, the demand for accuracy is

on par with what is required in the Tool Room. The output has to pass the normal modes of

inspection. At the end of the second year, they are ready to be posted to different shop for in-

plant training.

BanP/DBE- Headed by Mr Seenivasan K.

We are what we repeatedly do. Excellence, then, is not an act but a habit.

DBE Stands for Deployment Business Excellence.

It is a business management model based on EFQM (European Foundation for Quality

Management).


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The EFQM Excellence Model is a non-prescriptive framework based on nine criteria. Five of

these are 'enablers' and four are 'results'. The 'enabler' criteria cover what an organization

does. The 'results' criteria cover what an organization achieves. 'results' are caused by

'enablers' and feedback from 'results' help to improve 'enablers'.

The model can be used in three ways:

1.As a framework which organizations can use to help them develop their vision and goals

for the future in a tangible, measurable way.

2.As a framework which organizations can use to help them identify and understand the

systemic nature of their business, the key linkages and cause and effect relationships.

3.As a diagnostic tool for assessing the current health of the organization. Through this

process an organization is better able to balance its priorities, allocate resources and generate

realistic business plans. This diagnostic use, is also known as Assessment

BanP/PUI- Mr Balachandran heads the PUI (Indirect Purchasing). For any Production

Company, time is

Strive to be best in class in Purchasing and be fair, open and accessible.

Timely supply of Tools / Consumables to meet world class standards.

BanP/CFA- Financial accounting and controlling are one of the important aspects of all

sucessful business concerns. At BanP, CFA (Controlling Finance and Accounting) under Mr

Madhav Dunsane, performs this pivotal function.

Major Functions of CFA

Vendor Payment

Payroll

Plant Accounting


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BOSCH


Inventory management

Fixed asset management

BanP/ICO- Headed by Joshi MB, ICO(IT Coordination) is responsible for the

implementation and management of information system and communications infrastructure

to support business needs of RBIN in a cost effective and timely manner, ensuring adherence

to Bosch/CI guidelines.

ICO mission objectives include the following-

Promoting the use of information system/communication infrastructure for the business

advantage of RBIN

Planning and implementation of appropriate IT strategies for the use of hardware, software,

Local Area Network (LAN) and Wide Area Network (WAN)

Ensuring internal customer satisfaction for IS/communications support.

BanP/OFE-PC- Headed By Mr Srinidhi K, OFE (Office of Executive Management) are

consultants and service providers for BanP executives and associates and network BanP

internally and externally with regard to global issues.

OFE provides well-founded analyses to support senior executives (executive management,

division management) in strategy developement and assist in implementation.

They create an optimum framework for successful content-related work within the BanP

organization and ensure that all Stake holders are heard.

(2) Bosch PT

Plant Technology, Headed by Mr Jens Duester, is the most important branch of Bosch Ltd,

which oversees manufacturing and production of Automotive parts. It oversees the

production of important products like Fuel Injection pumps which are also exported to other


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countries like Brazil, Australia, Germany etc which makes it a key operation area fort he

Bosch globally and also production of Power tools which are increasingly becoming popular

among the consumer sector.

BanpP/BidP-

BanP/MFR- Headed by Mr Ramesh Saligrama N, the MFR departement is responsible for

the development of common rail pumps.

BanP/MFF- Mr Kumar Ramu who is in charge oversees the manufacturing of the PF pumps

which covers a wide spectrum of application ranging from agricultural pump sets, tractors

and boats to auto rickshaw, trucks and diesel locomotives.

BanP/TEF- Coordinates for technical functions of the Plant. Under Mr Ramamurthy K

activities like Process/Method development, industrial engineering, product data

management, facility management, transport and car management, safety and environment

and Corporate social responsibility are taken care.

BanP/MFP- Headed by Mr Chintawar A R, oversees the production of A-Pumps (Fuel

injection pumps). Bosch-India ist he largest producer of A-Pumps in the Bosch group. This

product originated in 1936 with a forecasted life of 50 years. At the age of 75, the A-Pumps

is still serving the needs of our customer in India as well as other parts oft he globe.

BanP/MFD- Headed by Mr Venkatesh N M, oversees the prodction of delivery vale. The

delivery vale is a non-return valve between the high pressure fuel injection systems and the

pump plunger. It serves to relieve the high pressure lines and the nozzle space by reducing

pressure to a given static level. RBIN is a leading manufacturer of Delivery Valves for

pumps and caters to the needs of Single cylinder PF, Multi cylinder PE in line pumps apart

from being a core supplier of inland and export to after market customers. These pumps

intern cater to a wide range of applications from genets to automotive to locomotives. We are

constantly engaged in adapting to changes to meet stringent emission standards norms like

TREM 3, 4, Euro 2. This requires Bosch to constantly tune the processes in need with

Requirements.


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BanP/BPS- Headed by Mr Sanjey Handey, Bosch Production System (BPS)

In the present post globalization scenario, we are faced with intense competition on all the

fronts. It has always been our endeavor to maintain highest levels of quality and exceed

expectations of our customers through Cost Effective Global Solutions. In order to maintain

& sustain an uncontested business position, it is imperative to integrate the following factors

into our Business System:

Customers / market

Shareholders / investors

Technologies / Processes &

Associates & Business Partners

Bosch Production Systems (BPS) is intended to address these concerns and support us in our

journey towards Excellence. BPS would be one of the solutions for our current & future

business environment..

BanP/HSE- For any Manufacturing plant, providing a Safe and Healthy environment not

only for its employees but also the society it is surrounded by is one of its major objectives.

At Bosch India, The HSE (Health and Safety Environment) headed Mr Dayanand L, take

such issues very seriously, making sure that despite their heavy duty work a safe

environment is maintained.

Major Activities of HSE-

Issue of protective gear while working in production plants

Emergency Management

Environment Management

Hazard Substance Management

Occupational hazard Management

Mock Drill Schedule


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PJRPP

RPP at DGS-EC/NE1

RPP means rationalization of products and manufacturing processes. The goal is to get

electrical control units with the same or better functionality for lower costs. Our products are

engine control units of several generations (MED17,EDC17,MDG1,EDC6,ME9,).

Ratio work at DGS-EC is divided in RPP prior to SOP (e.g. through new HW modules) and

RPP after SOP (classicRPP).

The classic series RPP is based on the business plan and results in additional cost

improvements for the plan year (BPxx) and the first forecast year (BPxx+1) through reduced

product costs (PHEK) without high change costs.RPP prior to SOP is introduced through

new customer projects. This is usually done with new PCB layouts and in contrast to classic

RPP without series changes.

Tasks:

Search for ideas, define measures and analyze the application to engine control

RPP contact at DGS-EC: DGS-EC/PJ-RPP

Interface between ECU development (electronic and mechanic), purchasing and ECU

production plant regarding. RPP

Contact for DGS-EC/CTG (if required also for SzP/CTG and AE/CTG)

Tracking of the introduction of RPP measures in series projects

Close cooperation with DGS-EC/EHM5 and AE/EDE regarding mechanical ratio

ideas

Coordination of RPP work world wide with RPP contact persons at RBEI and RBJP


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(3) Bosch QMM

Headed by Mr Venu B, is responsible for the quality management of the products

manufactured in Bosch India. Quality is a way of life at Bosch. Quality assurance goes

beyond the products and services. It is a part of Bosch. Continual improvement is a

philosophy that is part of our 'Vision' and 'Mission'.

The main objective is to provide the customers with the best in Boschs endeavour towards

Customer Experience Management.

QMM 1- D Krishna Chaitanya being incharge of this departement is the MIS Co-ordinator in

QMM for INDS products and co-ordinating customer needs ar BanP.

QMM 2- Headed by Deepanshu Dubey is responsible for the quality management of

conventional products- A pump, PF conventional Pumps, Glow plugs etc.

QMM 3- Under the leadership of Mr Ramprasad B, QMM 3 performs quality management

of CP1X, HFR, PF-CRS and Elements and DV (Delivery Vale).

QMM 8- M S Anantharam is incharge of Chemical and Metallurgical laboratories and BanP

and also offers Corporate support to QMMs of other RBIN locations.

3.1 PRODUCT/SERVICE PROFILE

Product Range

Automotive Technology

Diesel Systems Common Rail System for passenger cars, commercial vehicles & off-highway vehicles

Axial Distribution injection pumps

Multi Cylinder Inline Injection Pumps (PE)

Single-Cylinder Injection Pumps (PF)

Elements


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Delivery Valves (DV)

Governors

Injection Timers for PE pumps

Fuel Filter & Water Separators

Glow Equipment

Electronic Control Unit

Gasoline system

Electronic Control Unit

Fuel Injectors

Engine Speed Sensors

Knock Sensors

Hot Film Air Mass Meter

CVT Belts

Connectors & other plastic parts

Starters & Generators (Auto Electrical)

Starter Motors

Generators

Spark Plugs

Spark plugs for 2, 3 and 4 wheelers and industrial applications

Long Life Plugs:Nickel Yttrium & Twin Electrode

Test Equipment & Diagnostics

Fuel Injection Pump Calibration Test Benches

Nozzle Tester

Auto Electrical Test Bench

Diagnostic Tool: KTS series

Engine Analyser: FSA series


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BOSCH


Engine Analyser:BEA series

Chassis System Check

Battery Service Equipment

Wide range of service tools for unit & vehicle repairs

Software / Teach ware: ESI (tronic), MSI, K-CD

B. Industrial Technology

Industrial Equipment

Special Purpose Metal Cutting / Grinding / Honing / Lapping/ Super Finishing machines.

Semi / Fully Automatic Assembly Machines

Semi / Fully Automatic Inspection & Measuring Equipment

Cleaning Machines

Electro-Chemical Machines

Tools, Gauges & Fixtures

Exhaust Gas Re-circulating Unit (EGR)

Test Equipment

Bosch Packaging Machines Vertical Form Fill & Seal Machines

Dosing System Cup Filler, Auger Filler, Weighed & Pump

Pharmaceutical Packaging Machines

Confectionary Processing & Packaging Machines

C. Consumer Goods & Building Technology

Bosch Power Tools

Construction Tools

Wood Working Tools

Metal Working Tools

Do- It Yourself Tools


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Lawn & Garden Tools

High Pressure Water Jets

Specialty Tools

High Frequency Tools

Automation Technology

Accessories for all Tools

Fischer Fixing System

Bosch Security Systems

Fire Detection

Intrusion Detection System

CCTV Surveillance

Access Control

Integrated Security Management & BIS

Public Address & Emergency Sound System


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4 STUDIES OF FUNCTIONAL DEPARTMENTS

4.1 PRODUCTION DEPARTMENTFor Bosch, materials innovation, new process and production techniques and interpretation

methodologies are highly relevant for the future. They pave the way for innovative and cost-

effective future products. Customised functional and structural materials play a key role in

this connection, such as in injection technology, wind power transmissions, composite

materials for functional integration in sensors or materials for electric power storage and

conversion

Bosch has manufacturing plants located in Bangalore,Nasik, Jaipur,Naganathapura.

Figure 4.1

Layout design

Bosch is product oriented.

It is designed according to the product movement.


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Merits of the layout

No confusion.

Each is assigned responsibility and authority.

Highly decentralised in structure.

Demerits

Duplicating the same machine between A and B.

Product based and customer requirement.

Layout planning

Planning engineers and TEF department (maintenance) engineers plan the layout to install

the machine or equipment as per the guidelines.

Production management BPS

Due to customer requirement and capacity problems ,employees work in two or three shifts .

Production targets are reviewed on weekly basis production output and it is monitored on

hourly basis or shit basis.

Inventory = Stock of Goods (Location and Transit Inventory)

The inventory comprises of:

Semi-finished and finished goods for products or components etc.

Work in progress

Raw materials

Goods in transit to customers

Goods in stores and warehouses

The inventory is maintained from minimum 3 days to maximum 45 days to meet the

requirements of manufacturing departments.


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Indirect materials

Materials that are not treated as part of the finished products are known as indirect materials

Example: cutting tools, machines spares, oil and lubes, welfare items, canteen items etc.

This department is sub divided into PUI 1, 2, 3, and 4 departments

PUI 1 and 2Planning and purchase of indirect materials (PPI)

PPI is responsible for planning inventory control, procurement, vendor development, price

negotiation and stores management of indirect materials.

PUI 3vendor establishment and pricing.

PUI3 deals in vendor establishment and price finalisation of the products.

PUI 4Inventory stores.

PUI 4 deals in stores and tool crib management. Inventory is managed according to ABC

analysis. The good preservation is done by dividing broadly into tool stores and common

stores .Stores make an entry for every receipt and issue of goods.

Items are classified asStock item/codified item which comprise of the following:

Fast moving itemsA class

Slow moving itemsB class

Very slow moving itemsC class

Planning for stocked items is based on consumption based planning,

Non stocked items /non codified items.


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4.3 FINANCE DEPARTMENT

Finance is a field closely related to accounting that deals with the allocation of assets and

liabilities over time under conditions of certainty and uncertainty. Finance also applies and

uses the theories of economics at some level. Finance can also be defined as the science ofmoney management.

Controlling Finance And Accounts Department(CFA)

The CFA department looks after the controlling finance and accounting for

Bangalore plant(BanP) & Nagnathpura plant(NhP) BOSCH Ltd., CFA comprises of seven

departments whose functions are as follows:

CFA 1

Plant accounts consolidation BanP NhP.

Data for MGB,MIS business plan.

Cash and bank payments.

Assets accounting & physical verification of assets- BanP & NhP.

Audit coordination & statutory reporting.

CFA 2

Inward bills & controls BanP & NhP foreign.

Audit schedules & coordination.

Coordination for payment of Foreign Service bills.

CFA 3

Cost controlling for diesel system products (DS) in BanP & NhP.

Cost estimation & guidance cost.

Investment appraisal & monitoring.

MIS and monitoring.

Overheads accounting costing closure in SAP, monthly MGB

NKIR Business plan.


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Plant Technical (PT)reporting for DS products in BanP &NhP.

DBE coordinator.

CAC functions for PA-AT.

CFA 4

Inward bills control BanP & NhP- local.

Controllingof statutory payments &returns

Service tax andGTA issues, VAT related issues.

CFA 5

Payroll administration for BanP & NhP JaiP etc.

Employee services through web, statutory payments & returns for payroll.

BanP & NhP Pension fund trust activities.

CFA 6

Materialaccounting & inventory control

Inventory data for MGB & Business plan.

Monthly DS reporting, plant report, POCA charts etc.

Coordination external agency relating to perpetual inventory verification of BanP & NhP.

Financial Services offered by BOSCH

Figure 4.2


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Functions

Protecting the funds and managing the assets

Banking, reconciliation statements, working capital etc.

Foreigntravel, financial management.

Income, Expenditure, Profit &Loss Account, Balance Sheet etc.

Insurance of assets and payment of taxes, claims, export subsidy etc.

Conducting financial meetings, turn over, net result, shareholders meeting etc.

4.4 MARKETING DEPARTMENT

Marketing is the process of communicating the value of a product or service to customers, for

the purpose of selling that product or service.

Marketing can be looked at as an organizational function and a set of processes for creating,

delivering and communicating value to customers, and customer relationship management

that also benefits the organization. Marketing is the science of choosing target markets

through market analysis and market segmentation, as well as understanding consumer

behaviour and providing superior customer value. From a societal point of view, marketing is

the link between a society's material requirements and its economic patterns of response.

Marketing satisfies these needs and wants through exchange processes and building long

term relationships.

The Marketing Mix is that blend of tools that assists Bosch to satisfy the needs of the urban

middle class niche market by understanding it through research into its characteristics.

Bosch has four sales houses in four metros.


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The managerial network of BOSCH is as follows:

Table 4.3

NATIONAL SALES MANAGER

REGIONAL

MANAGER

NORTH

REGIONAL

MANAGER

EAST

REGIONAL

MANAGER

WEST

REGIONAL

MANAGER

SOUTH

AREA

MANAGERS

AREA

MANAGERS

AREA

MANAGERS

AREA

MANAGERS

TERRITORYEXECUTIVE

(SPECIFIC

AREA

OBJECTIVES)

TERRITORYEXECUTIVE

(SPECIFIC

AREA

OBJECTIVES)

TERRITORYEXECUTIVE

(SPECIFIC

AREA

OBJECTIVES)

TERRITORYEXECUTIVE

(SPECIFIC

AREA

OBJECTIVES)


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Sales and automotive Aftermarket has the following department

Sales, Marketing and advertising(SMA)

Customer Business development(CBD)

Sales planning and Distribution(SPD)

Sales Export(SXP)

Corporate advertising and publicity(CAP)

Sales services(SEE)

Sales houses administration(SSA)

Functions of Various department

1) Sales, Marketing and advertising(SMA)

Product management

Advertising and sales promotion

Packaging

Marketing services, market research

2)

Sales planning and distribution(SPD)

Warehouse activities

Orders fulfilment and insuring collection

Business with government departments

Procurement of trade groups

Product Promotional Measures

Being pioneers in the Fuel Injection System which contributes to nearly 59% of overall

Bosch earnings and still innovating it, Bosch never needed to pro mote this products as the

world had utmost confidence of this particular product.


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In the last few years, they have entered into Consumer appliances for example, the Bosch

Washing Machine which they have been marketing with the help of print media and

Electronic media.

4.5 HUMAN RESOURCE DEPARTMENT

Human Resources Development (HRD) as a theory is a framework for the expansion of

Human Capital within an organization through the development of both the organization and

the individual to achieve performance improvement

Human Resource Development is the integrated use of training, organization, and career

development efforts to improve individual, group and organizational effectiveness. HRD

develops the key competencies that enable individuals in organizations to perform current

and future jobs through planned learning activities. Groups within organizations use HRD to

initiate and manage change. Also, HRD ensures a match between individual and

organizational needs.

Working Environment

Being around for more than a century means that Bosch isa very agile organization and gives

its associates a stable career, a place where minds are given the opportunity to think, reflect

and create.

To describe the work environment in just a handful of words they would be Quality,

Innovation and Customer orientation. Each person makes his orher own contribution to

follow these lodestones of the organization. Innovation is a part of their daily lives. There

are contests for submitting the most innovative award, there are patents being filed regularly,

knowledge management and knowledge sharing best practices all this contributes to the

daily atmosphere at Bosch in India.

Compensation and Benefits


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BOSCH


What counts are the performance demonstrated, competences and potential which evaluate

and develop together in performance review discussions.

Higher-level specialists and managers are predominantly promoted from within, but lateral

entries are also encouraged. Department expect and facilitate managers to acquire the

necessary breadth of experience by internal moves and building up of cross functional

expertise.

Development Programs

Development programs means continuous competence development for all associates. Which

ensures career advancement for associates showing potential for tasks involving greater

responsibilities. They also support job rotation to avoid functional silos and also support

transfers within the Bosch group.

They have various development programs like the Robert Bosch Kolleg/Carnegie Bosch

Institute Platform for international exchange of experience and transfer of academic

expertise for managers and executives.

Department also has various instruments related to associate development like Leadership

Development, Specialist Education and Development program, seminars and executive

training for managers for their professional advancement e.g. seminars aligned to Robert

Bosch competency model, etc.

International Opportunities

International experience acquired working for the Bosch group outside the respective home

country is an important part of the development of our skilled professionals and management

personnel as well as future managers. They also expect our national managers who are to

assume senior management positions at foreign subsidiaries and affiliates to work for several

years in a business unit of the Bosch Group in Germany. In the case of comparable

qualifications, they give preference to associates with international experience while filling

management positions.


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The international exchange of associates within the Bosch Group applies worldwide and to

all functional areas. The primary purpose is:

To develop skilled professionals and management personnel with international

experience

To transfer and exchange knowledge

To promote worldwide understanding and cooperation within the Bosch Group

To fill positions at locations where qualified local associates are not yet available.

Training and Development Measures at Bosch

At the centre of all organizational activities is man. He is a part of a chain of command,

sharing a responsibility and doing tasks that form part of a well-directed plan for achieving a

common goal. In this, he can only be as effective as he is allowed to be by his relationships

with men and machines, hence to be a contributing member of his group, man has to be in

harmony with his working environment. As technologies reshape workshops and other work

places and machines gain sophistication, the human factor has to keep pace with latest

developments.

The answer lies in training and development. The development of human resources

cannot be left to individual initiative. It has to be built in to a planned program and

implemented as a conscious and sustained effort. This has been the guiding philosophy in

RBIN.

In Bosch Ltd, the HR department is known as BanP/HRL(plant HR) and

RBIN/HRL(corporate office)

HR Management

Planning

Long term planning of staff needs

Planning of staff needs for senior executives

Staffing


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Resourcing

Position fill process

Transfer and job rotation

Leadership

Communication management

Employee satisfaction survey

Collective bargaining

Discipline handling

Compliance management and audit

Compensation and benefits

Salary review process

Facilities management and employee service

Retrial management

Development

Performance appraisalRewards and recognition

Succession planning

T&D

Leadership development

Skill management

HR functions

HRL 1

Shop floor grievance/conflict management

Appointment of apprentice and trainees


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EPF and ESI

Security vigilance and intelligence admin

Security service

HRL 2

Shop floor grievance/conflict management

Re-training and rehabilitation of workmen

Legal matter and adjudication

Admin and reception

Absenteeism and control policy

HRL 3

Personal admin

Increments, promotion, transfer, separation, pension

Grievance handling

Time-off and payroll admin

Rainbow performance assessment and skill matrix management

HRL 4

Welfare and amenities

Employee satisfaction survey

Transfer surveys

ID badge Issue and control

Personnel statistics

Communication

Department internal audit


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HRL 5

Indents

Recruitment

Appointment letter

Docket preparation

Confirmation

Up gradation

Commercial trainees

Job fair and personnel marketing events

Projects trainees training

5. SWOT ANALYSIS

STRENGTHS

High customer satisfaction.

Established brand image around the world over the centuries.

Continuous improvement of products and quality.

Importance given to employee development.

Cost reduction strategy is good.

Good infrastructure facility.

Leadership through innovation.

High employee morale.

Effective decision making, information sharing and authority distribution.

Less employee turnover.

High quality and eco-friendly products.


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BOSCH


6. SUMMARY OF FINDINGS

QUALITY POLICY

BOSCHstrives to exceed the expectations of customers by offering products and services

of high quality standards.

Quality encompasses as an asset throughout the life cycle of the product, and initiatives

towards environmental protection and safety is also an advantage to the progress of the

company

Quality management team effectively deploys the method and provides cost effective

solutions to meet the quality objectives.

They involve various business partners in order to endeavour the improvements across the

supply chain.

QUALITY PRINCIPLES

Main goal of BOSCH Ltd is to fully satisfy their customers expectations through the

quality of their products and services.

Quality and quality improvement is every associates responsibility and ultimate goal from

the Board of Directors to their apprentices.

Their directives, processes, systems and goals are based on requirements from international

standards, consumers expectations, and knowledge and experience. Knowledge of and

compliance with these directives and processes is the foundation of their quality.

Quality means doing right in the beginning thus preventing failures in the end. Continues

improvements for quality of processes lowers costs and improves productivity.


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CORPORATE SOCIAL RESPONSIBILITY -CSR:

Major CSR initiatives by Bosch India Ltd-

Bosch India Foundation, a charitable trustuses 0.5% of profit after tax towards health care

and education.

At all its manufacturing facilities, Bosch have provided jobs to differently abled people in

simple yet important role like packaging and rewarding them for their good work.

The entirecanteen facility is installed with state of the art Bosch made Solar panels, which

reduces its dependency on electricity their by saving money and maximum use of renewable

energy.

Little Sisters Old Aged Home, an orphanage has its food provided by Bosch daily.

Industrial wastes which are generally termed as hazardous are recycled in their recycling

plant and used again instead dumping them which can be quite harmful for the environment.

KEY SUCCESS FACTORS

The company attributes major part of it success to its founder, Robert Bosch. His thoughts

and beliefs were unique. He once said, Idon't pay high wages because I am rich. I am rich

because I pay high wages. I would rather lose money than trust." This was a declaration

against ways of doing business that paved the way for success of Bosch.

Independence and Financial strength

Innovative strength

Quality and reliability

Global presence

Strategic far sightedness

Efficient process


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7. CONCLUSION AND SUGGESTIONS

The purpose of organization study was to do general study on the company & also to know

about the ups and down of the company in various aspects. The need for study was to find

out the overall performance of the company and the companies control over its capital and

the profit out of its receipts. The analysis shows the areas where the company need to be

improved & to have a better performance in forthcoming years & also have a good planning

by taking all the strengths & weakness into consideration which was analyzed earlier.

The organization study helped me to understand the various departments in the organization.

I had a good experience and privileged in undertaking the project in Bosch. The company is a

customer oriented, There main focus is to provide customer satisfaction, which is been

achieved by the company as they strictly follow quality maintenance in their product and

training programs to the employees.

The company has achieved several milestones in the past; I really wish the organization to

have a bright future and achieve milestones in the future as well and also achieve its mission,

vision and objectives

SUGGESTIONS

Company can think of inducting young Blood in the organization.

training program can be arranged for people who have more than 45years of age to

improve their knowledge and skills.


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8. BIBLIOGRAPHY

Wikipedia Site:http://en.wikipedia.org/wiki/BOSH

Bosh Site:http://www.bosch.com

Bosh India Site:http://www.boschindia.com

Essentials of Management-Koontz and ODonnell. E-McGraw Hill, New Delhi

The Practice of Management-Peter.F.Drucker

Manuals:

Company brochure

Company quality manual

Company procedural manual
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bosch organization study

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