Final Bosch

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A PROJECT REPORT ON

“To study on Business Excellence in HR, Bosch,Nashik ”

AT

“BOSCH LIMITED”

SUBMITED BY

DeepikaTipre

PROJECT GUIDE

Mrs.Sneha Oak .



ACKNOWLEDGEMENT

We would like to express our gratitude to the entire team of Bosch Ltd., Nasik .

Without their continuous support and guidance this project would not have

reached its final culmination.

To begin with, we would like to thank Mr. R.G.Mane (Deputy General

Manager)for providing us such a wonderful opportunity to do our summer

internship project at Bosch Ltd., Nasik. He gave us the opportunity to explore

many new aspects of the project and helped us in attaining knowledge regarding

various aspects which were totally unknown to us.

I would like to express our gratitude to Mr. B. G. Mujumdar (Deputy Manager)

and Mr.JatinSuley(Deputy Manager) for providing us all the information,

guidance, valuable suggestions & encouragement which helped us to complete

my project.

We express our sincere gratitude towards Mrs.Sneha Oak (Assistance

Manager) who helped and arranged all possible visits & training for us at

Bosch.

It was a pleasure to be associated with Bosch Ltd., Nasik. The experience that

we have gained has a profound impact on us. I carry high regards for the

complete team of Bosch Ltd, Nasik.



PREFACE

The summer training is an integral part of the MBA course. As a matter of fact

every management students, has to undergo practical training in an approved

business or organization, under the guidance of professional managers, as to

become aware of the real life, business situation and the environment. During

the course of training, the trainees are expected to use and apply their academic

knowledge and again valuable insight into corporate cultures with all its

environment operational complexity the said training offers, a valuable of the

trainings to meet their academic knowledge with the real world situation. I

undertook my training in BOSCH Ltd, Company. During the training period as

a project trainee, I visited various departments of the organization. In this report

I have put my best efforts to compile the data, to the highest level of accuracy.



Table of Contents:

Sr. no. Title Page no.

1 Introduction 4 to 17

2 Organization profile 18 to 36

3 Research Design and Methodology 37 to 39

4 Conceptual Background 40 to 56

5Data Presentation, Analysis and

Interpretation.57 to 73

6 Finding , Suggestion and Conclusion 74 to 81



Executive Summary

The aim of the study was to understand the Business Excellence and tool of the

Business Excellence called EFQM modeland check the Awareness among the

Associates. This programme is implemented by Bosch all over India. The

background study was done with understanding of the theory. The questionnaire

was then designed and made available to the HRL for its consent. The research

includes project objectives “.To study on Business Excellence and

EFQMmodel in HR, Bosch, Nasik.”. The organization profile and training

theory is discussed in brief. After finalizing the questionnaire, the M&SS were

informed through mails. The design and purpose of the study was explained to

them and the responses were taken on the questionnaire. The data were

collected and analyzed. The research includes primary data collection with

sample size of 73. Based on the analysis findings and recommendations were

given.



CHAPTER 1: INTRODUCTION

1.1 Introduction:

INTRODUCTION OF BUSSINESS EXCELENCE:

“Excellent Organizations achieve and sustain superior levels of

performance that meet or exceed the expectations of all their stakeholders”.

BUSINESS EXCELLENCE – The way to make product and services more

competitive.

Business excellence provides a proven framework for assessing the success and

sustainability of any organization. This proven framework considers all

processes such as supplier, internal and customer interfacing processes and

drivers of the organization including leadership, human resources, strategy,

information and knowledge management and provides insight into how these

processes and drivers link to overall results. The framework is applicable to all

types of organizations since the values of the organization, the businessenvironment it operates in, and the challenges it faces are considered.

The most commonly held belief is that business excellence is

associated with award programs. While the framework was originally developed

to support award programme by far the majority of organizations that use

business excellence today do so for self-assessment reasons. Self-assessments

enable you to identify the improvement opportunities that will drive future

organizational growth and success.

Many organizations do not conduct self-assessments because they

believe that it is too complex to perform often requiring specialist experts and

takes too long to complete.

Business excellence is the systematic use of quality management

principles and tools in business management, with the goal of improving

performance based on the principles of customer focus, stakeholder value, and

process management. Key practices in business excellence applied across

functional areas in an enterprise include continuous and breakthrough



improvement, preventative management and management by facts. Some of the

tools used are the balanced scorecard, Lean, the Six Sigma statistical tools,

process management, and project management.

In the 21st century, companies have to excel in their business practices in order to compete in global markets. Business excellence is the

application of quality management strategies, techniques and tools to achieve

the world-class performance in managing business. The best performance in

business can be realized by identifying suitable performance measures and

metrics, systematically measuring the performance, comparing the performance

with the best-in-class performing companies and then eventually determining

the best practices and their effective implementation framework. Some of the

best practices should include continuous and breakthrough improvement, proactive management, and management by objective and facts. There are

several successful tools that could be employed for business excellence and

some of them include balanced scorecard, six sigma, process reengineering,

supply chain management, and project management.

Business excellence refers to outstanding practices in managing the

organization and achieving results, based on a set of concepts such as results

orientation, customer focus, leadership and constancy of purpose, management

by processes and facts, people development and involvement, continuous

learning, innovation and improvement, partnership development, and public

responsibility (European Foundation for Quality Management (EFQM)).

Business excellence involves self-assessment to identify improvement

opportunities, areas of strength, and to determine ideas for future organizational

development. The critical links between business excellence models, best

practice, and benchmarking are fundamental to the success of the models as

tools of continuous improvement.

The BEM is a widely used framework that helps companies to review

their performance and practices in a number of areas and identify targets and

actions for improvement. It is a benchmarking and audit framework originally

developed in the European Foundation for Quality Management (EFQM) but

based on the philosophy of total quality management sees the need for holistic

development and growth of the organization.



Benefits of Business Excellence:

• Research on the overall benefits of using BEMs indicates that organizations

with a BE approach obtain significant operational and financial benefits. Also,

research has shown that SMEs obtain benefits more quickly than large

organizations as they can move quickly to make changes to how their business

is run.

• BEMs help managers and employees to understand their business better and so

support better decision making .BEMs help organizations to understand how

well all the different functions, units, processes, systems are working together to

produce the desired business results.

BEMs help managers and employees to have a common viewpoint on the health

of their organization and the key issues that are faced. This enables managers



and employees to unite together to tackle the issues and move the organization

forward.

• Many SMEs cannot afford to have independent directors or consultants to

assess and appraise the management and health of their organization on aregular basis. Regular BE self-assessments can go some way in fulfilling this

role and ensuring that due diligence is paid to the development of the business

and key risks are identified and addressed.

• BE helps SMEs to implement a cohesive improvement strategy which

integrates a range of improvement initiatives, such as Improvement Teams,

Lean, Statistical Process Control (SPC), and Balanced Scorecard. BEMs can be

used as an overarching framework for managing and aligning various

organizational improvement initiatives.

• BE helps organizations to address various business challenges. „Strategic

Planning‟ helps to address changes in the business environment such as the

financial crisis. 'Workforce focus' helps to address human resources, cultural

and social issues. 'Operations focus' helps to address multiple legal requirements

and international standards. 'Leadership' helps to address accountability,

corporate governance, environmental and societal issues.

• BE assessments serve as an organizational health check.

• External BE assessments provide an outsider‟s view on the health of t he

organization and enable the organization to be considered for a quality / BE

award.

• Achieving BE certification or winning a quality / BE award provides public

recognition.

• BE assessments enable organizations to compare their performance againstothers both domestically and globally.

• BEMs provide a common framework for learning and sharing „best practices‟

both within and between organizations.

• BEMs help SMEs to develop a systematic and robust system that supports

rapid growth and expansion whilst ensuring alignment of strategy.



THE EFQM (EUROPEAN FOUNDATION FOR QUALITY

MANAGEMENT) EXCELLENCE MODEL:-

History:

In the 1950s Quality Assurance was gaining ground in Europe. It was a

well-developed discipline, practiced by many companies in a variety of formats.

However, it was believed that an actual European focus on Total Quality

Management (TQM), in which the best ideas from around the world could be

brought together, was missing. For that reason, 14 CEOs of prominent European

businesses created the European Foundation for Quality Management, later

referred to as EFQM. On October 19, 1989, the terms of reference of EFQM

were established. Mr. Cornelius van der Klugt, then CEO of Philips, was

confirmed as the first President of the EFQM

INTRODUCTION:

http://en.wikipedia.org/wiki/Quality_Assurance

http://en.wikipedia.org/wiki/Total_Quality_Management


http://en.wikipedia.org/wiki/Philips

http://en.wikipedia.org/wiki/Philips



http://en.wikipedia.org/wiki/Quality_Assurance



The EFQM Excellence Award is run annually by EFQM. It is designed

to recognize organizations that have achieved an outstanding level of

sustainable excellence, based on assessment against the EFQM Excellence

Model.

The EFQM Excellence Model, developed by EFQM and shown in the diagram

above, is a management framework used by over 30 000 organizations in

Europe and beyond. Often used as a diagnostic tool, the Model takes a holistic

view to enable organizations, regardless of size or sector to:

• Assess where they are, helping them to understand their key strengths and

potential gaps in performance across the 9 criteria

• Provide a common vocabulary and way of thinking about the

organization that facilitates the effective communication of ideas, both within

and outside the organization.

• Integrate existing and planned initiatives, removing duplication and

identifying gaps.

The EFQM Excellence Model is used as a basis for self-assessment, an

exercise in which an organization grades itself against the 9 criteria. This

exercise helps organizations to identify current strengths and areas for

improvement against strategic goals. This gap analysis then facilitates definition

and prioritization of improvement plans to achieve sustainable growth and

enhanced performance. Find out more about self-assessment here.

1. Enablers - how we do things.

2. Results - outcomes which we target measure and achieve.

The need for a model

Regardless of sector, size, structure or maturity, organizations need to

establish an appropriate management system to be successful. The Excellence

Model is a practical tool to help organizations do this by measuring where they

are on the path to Excellence; helping them understand the gaps; and then

stimulating solutions. The British Quality Foundation (BQF), with the

European, is committed to researching and updating the Model with the inputs

of tested good practices from thousands of organizations both within and

http://en.wikipedia.org/wiki/EFQM_Excellence_Award

http://en.wikipedia.org/wiki/EFQM

http://www.quality-foundation.co.uk/

http://www.quality-foundation.co.uk/

http://en.wikipedia.org/wiki/EFQM

http://en.wikipedia.org/wiki/EFQM_Excellence_Award



outside of Europe. In this way they ensure the Model remains dynamic and in

line with current management thinking.

Business excellence refers to outstanding practices in managing the

organization and achieving results, based on a set of concepts such as results

orientation, customer focus, leadership and constancy of purpose, management

by processes and facts, people development and involvement, continuous

learning, innovation and improvement, partnership development, and public

responsibility (European Foundation for Quality Management (EFQM)).

Business excellence involves self-assessment to identify improvement

opportunities, areas of strength, and to determine ideas for future organizational

development. The critical links between business excellence models, best

practice, and benchmarking are fundamental to the success of the models as

tools of continuous improvement.

CONCEPT:

In general, business excellence models have been developed by national

bodies as a basis for award programs. For most of these bodies, the awardsthemselves are secondary in importance to the widespread adoption of the

concepts of business excellence, which ultimately leads to improved national

economic performance.

By far the majority of organizations that use these models do so for self-

assessment, through which they may identify improvement opportunities, areas

of strength, and ideas for future organizational development. Users of the

EFQM Excellence Model, for instance, do so for the following purposes: self-

assessment, strategy formulation, visioning, project management, supplier

management, and mergers.

When used as a basis for an organization's improvement culture, the

business excellence criteria within the models broadly channel and encourage

the use of best practices into areas where their effect will be most beneficial to

performance. When used simply for self-assessment, the criteria can clearly

identify strong and weak areas of management practice so that tools such as

benchmarking can be used to identify best-practice to enable the gaps to beclosed. These critical links between business excellence models, best practice,



and benchmarking are fundamental to the success of the models as tools of

continuous improvement.

Applicability

Self-assessment has wide applicability to organizations large and small, in the

public as well as the private sectors. Self-assessment using the EFQM

Excellence Model can give the management team a holistic overview of the

whole organization. Increasingly organizations are using outputs from self-

assessment as part of their business planning process and use the EFQM model

as a basis for operational and project review.

In its simplest form, the EFQM Excellence Model is a 9 box "Cause and Effect"

diagram. There are five 'enablers' and four 'results'. The 'enabler' criteria cover

what an organization does. The 'results' criteria cover what an organization

achieves. To improve the results it achieves, the organization must improve

what it does.

The 5 enablers are: Leadership; Strategy; People; Partnerships & Resources and

Processes, Products & Services. The 4 result areas are: Customer Results;

People Results; Society Results and Key Results.

The Model provides a non-prescriptive framework that helps to understand the

often complex cause and effect relationship within an organization

•RADAR:

logic a dynamic assessment framework and powerful management tool

harnessing these has helped organizations of all sizes and from all sectors to

compare themselves with the attributes, qualities and achievements of

sustainable organizations. They can be used to develop a culture of excellence,

bring consistency to management style, access good practices, drive innovationand improve results.

RADAR logic says that an organization needs to:

• Determine the Results it is aiming for as part of its policy and strategy making

process. These results cover the financial and operational performance of theorganization together with perceptions of its stakeholders.

• Plan and develop an integrated set of sound Approaches to deliver the requiredresults both now and in the future.



• Deploy the approaches in a systematic way to ensure full implementation.

• Assess & Review the approaches by monitoring and analyzing the results

achieved through ongoing learning activities.

The applications of RADAR logic helps organizations identify,

priorities, plan and implement improvements where needed:

RADAR LOGIC CYCLE:

The model can be used in four ways:

1. To help determine where an organization is on their journey towards

excellence.

2. To provide a common language to enable the exchange of ideas and

information, both within and outside the organization.

3. To integrate existing & planned activities, improving organizational

efficiency and effectiveness.

4. To provide a basic structure for the organization's management system.





It was required to sharpen the distinctive competencies of the

organization by considering heavy competition in today‟s global world.

It was found that verification of all the standard practices in the

organization was difficult.

1.3 Objective of the study:

To understand the concept of EFQM model.

To set up Benchmark to attain overall Excellence for the organization.

To curve all the action plans, strategies, vision, goals & objective of theorganization under one roof.

To know the perception of the employees regarding Business Excellence

in Bosch.

1.4 Scope of the study:

This Research work will be useful for –

Company 1. Communicates strategies to the organization

2 Translate Strategy into Meaningful Goals.

3. The study is conducted to know the level of

knowledge and skills given to the employees in the

organization

Researcher: 1 .Criteria 3 & 7.

2. Understand various concepts of Business Excellence &

EFQM model.

1.5 Limitation of the Project:



This project is only applicable in HR Department.

Company initiative and process are confidential

Geographically limited to Bosch, Nasik only.

1.6 Need of the Study:

To streamlinethe flow, linked & relationship between various department

of the organisation.

To focus on distinctive competencies of organisation.

To attain Excellence in quality for achieving high customer satisfaction,

value for stake holders, & also for employees working in organisation.

CHAPTER -II Organisarional Profile:



2.1 History and general information of Bosch

2.2 Organization

2.2.1 Vision and mission of Bosch

2.2.2 Values of Bosch

2.2.3 Awards for Bosch

2.2.4 Customers of Bosch

2.2.5 Competitors of Bosch

2.3 Products/Activities

2.3.1 Nashik plant product information

2.4 Corporate and functional practices

2.4.1 Organization chart of Nashik plant

2.4.2 HR organization chart

2.4.3 Corporate social responsibility

ORGANIZATION PROFILE

Name of the Organization: BOSCH (Motor Industries Co.Ltd.)

Year of Establishment: 1951 in India



Address: Post Box No.64

75/MIDC Estate, Satpur,

Trimbak Road, Nashik: 422007

Telephone No: (0253) 2350342-45

Fax No : (0253) 2294 999

Website: www.boschindia.com

Product of the Company: Manufacturing of Nozzles and Nozzle- Holders

At Nasik Plant

Areas of Marketing : Within India and Outside the India

Achievement : ISO certified, Best Innovation Award for

Safety, Health and Environment(SHE)

Initiative in 2006

Nasik/India

1.1 History and general information of Bosch Ltd.

Following economic liberalization in India in 1991, the Indian automotive

industry has demonstrated sustained growth as a result of increased

competitiveness and relaxed restrictions. Several Indian automobile manufacturers such as

Tata Motors, Maruti Suzuki and Mahindra and Mahindra, expanded their domestic and

international operations. India's robust economic growth led to the further expansion of its



domestic automobile market which attracted significant India-specific investment by

multinational automobile manufacturers. In February 2009, monthly sales of passenger cars

in India exceeded 100,000 units.

The first car ran on India's roads in 1897. Till the 1930s, cars were imported directly.

Embryonic automotive industry emerged in India in the 1940s. Following the independence,

in 1947, the Government of India and the private sector launched efforts to create an

automotive component manufacturing industry to supply to the automobile industry.

However, the growth was relatively slow in the 1950s and 1960s due to nationalization and

the license raj which hampered the Indian private sector. After 1970, the automotive industry

started to grow, but the growth was mainly driven by tractors, commercial vehicles and

scooters. Cars were still a major luxury. Japanese manufacturers entered the Indian market

ultimately leading to the establishment of MarutiUdyog. A number of foreign firms initiated

joint ventures with Indian companies.

In the 1980s, a number of Japanese manufacturers

launched joint-ventures for building motorcycles and light

commercial-vehicles. It was at this time that the Indian

government chose Suzuki for its joint-venture to manufacture

small cars. Following the economic liberalization in 1991 and

the gradual weakening of the license raj, a number of Indian

and multi-national car companies launched operations. Since

then, automotive component and automobile manufacturing growth has accelerated to meet

domestic and export demands.

In recent years, India has emerged as a leading center for the manufacture of small cars.

Hyundai, the biggest exporter from the country, now ships more than 250,000 cars annually

from India. Apart from shipments to its parent Suzuki, Maruti Suzuki also manufactures

smallcars for Nissan, which sells them in Europe. Nissan will also export small cars from its

new

Indian assembly line.

Tata Motors exports its passenger vehicles to Asian and

African markets, and is in preparation to launch electric vehicles

in Europe in 2010. The firm is also planning to launch an electric



version of its low-cost car Nano in Europe and the U.S. Mahindra & Mahindra is preparing to

introduce its pickup trucks and small SUV models in the U.S. market. Bajaj Auto is designing

a low-cost car for the Renault Nissan Automotive India, which will market the product

worldwide. Renault Nissan may also join domestic commercial vehicle manufacturer Ashok

Leyland in another small car project. While the possibilities are impressive, there are

challenges that could thwart future growth of the Indian automobile industry. Since the

demand for automobiles in recent years is directly linked to overall economic expansion and

rising personal incomes, industry growth will slow if the economy weakens.

3.2 Organization

In India, Bosch is a leading supplier of technology and services, and has a strong presence in the country at numerous locations in diverse industry segments .Bosch set up its

manufacturing operations in 1953, and has grown over the years to 14 manufacturing sites

and 3 development centers. Bosch employs about 18,030 associates in India, and in business

year 2008 achieved total consolidated revenue of over Rs.6400 cores.

Bosch has been present in India for more than 80 years. First via representative office

in Calcutta(now known as Kolkata) and then from 1951 via its subsidiary Bosch Limited

(then Motor Industries Limited).

The company has developed excellent R&D and manufacturing facilities and a strong

customer base. Its market leadership is testimony to the high quality and technology of its

products. It has a strong presence in the Indian automotive services sector. Bosch‟s service

network which spans across 1,000 towns and cities with over 4,000 authorized

representations to ensure widespread availability of both products and services.

RBIN(formerly BOSCH, Motor Industries Company Limited) is the largest subsidiaryof Bosch in India founded in 1951.It is the largest auto-component manufacturer in India

witha turnover of over Rs 4750 cores in 2009 with total employee strength of 10,000. Robert

Bosch GmbH holds around 70% stake in Bosch Limited. The company is headquartered in

Bangalore having its manufacturing facilities in Bangalore, Nashik, Naganathpura, Jaipur

and Goa. These plants are TS 16949 and ISO 14001 certified.



Plant locations in India

Bosch is also represented by five other group companies in India. Robert Bosch

Engineering and Business Solutions Ltd., a 100% subsidiary of Robert Bosch GmbH, which

is present in India since 1998, has emerged one of the largest Bosch development centers

outside Germany. It provides end to end engineering technology, consumer goods and

building technology solutions for all business sectors of automotive technology , industrial

technology, consumer goods and building technology.

Bosch Rexroth India Limited., established in 1974 in India, services customers in

Ahmadabad and Bangalore. Bosch Chassis Systems India Ltd. Established in 1982 as Kalyani

Breaks Limited in India is amongst the leading manufacturer of breaks in country. It currently

manufacturers a range of Hydraulic break systems meeting the stringent quality norms of

many leading Indian and International vehicle manufacturers. Bosch Automotive Electronics

India Private Ltd., is a 100% subsidiary of Bosch group. The company is based at

Naganathpura in Bangalore Bosch Electrical Drives India Private Ltd., is a joint venture

company. It is based near Chennai and manufactures and sells electrical drivers for various

automotive applications such as window lift drive, wiper system, engine cooling fans etc.

RBIN facilitates superior product availability and countrywide after sales services. It

manufactures and trades products as diverse as common rail injector and diesel and gasoline

fuel injection equipment. Industrial equipment, auto-electrical, gear pumps, power tools,

packaging machines, special purpose machines, security systems, Starter Generator

packaging machines, special purp Gasoline Systems(GS) and Automotive Aftermarket(AA).

3.2.1 Vision and Mission of Bosch Ltd:

Bangalore - 1953

Nashik - 1972

Nagnathpura – 1989

Jaipur - 1999



3.2.2 Bosch Values

a. Future and result focus-

In order to ensure dynamic development of our company and to guarantee long-term

corporate success, we participate in shaping the changes in markets and technologies. By

doing so, we provide our customers with innovative solutions and our associates with

a. Future and result focus-

In order to ensure dynamic development of our company and to guarantee long-term

corporate success, we participate in shaping the changes in markets and technologies. By

doing so, we provide our customers with innovative solutions and our associates with

attractive jobs. We act result focused in order to secure growth and financial independence.

With the dividends generated, the Robert BOSCH foundation supports charitable activities.

b. Responsibility-



We accept that our actions must accord with the interests of society. Above all else,

we place our products and services in the interests of the safety of people, economic use of

recourses, and environmental sustainability.

c. Initiative and Determination-

We act on our own initiative, with an entrepreneurial but accountable spirit, and demonstrate

determination in pursuing our goals.

d. Openness and Trust-

We inform our associates, business partners, and investors in a timely and open

fashion of important developments within our company. This is the best for a trustful

relationship.

e. Reliability, Credibility and Legality-

We promise only what we can deliver, accept agreements as building, and respect and

observe the blow in all our business transactions.

f. Fairness-

We view mutual fairness as a condition of our corporate success when dealing witheach other and with our business partners.

g. Cultural Diversity-

We are aware of our company‟s regional and cultural origins and at the same time regard

diversity as an asset, as well as a precondition of our global success.

3.2.3 Awards and recognitions:

Jan. 07, 2010: NDTV Car & Bike Award - „Automotive technology of the year‟

This accolade recognizes the contributions made by Bosch in India, for

localizing ABS (Antilock Braking System) production. Bosch is the only

automotive supplier to manufacture ABS in India for passenger cars and



light commercial vehicles. ABS is crucial to safety while driving, as it makes braking safer,

by preventing the wheels from locking.

April 15, 2009: DHL - CNBC TV18 International Trade Award

Bosch won this honor in the category of auto component industry, for doing

extremely well in exports through its low-cost solutions. The award

recognizes the company‟s commitment and innovations that address the needs

of the Indian market, and keep Brand India alive.

Feb. 20, 2009: NDTV Car & Bike Award – “Auto component

manufacturer”

Bosch was chosen as the best in the auto component industry of India for the

year 2009. These awards are considered as benchmarks for auto excellence in

India and widely trusted by consumers, manufacturers and auto experts alike.

The award recognizes the best in the automobile industry of India.

Jan.7, 2009: UTVi Auto car Award

Bosch and Mahindra & Mahindra won the „Best Innovation of the Year‟ UTVi

Auto car Award. The award recognizes Bosch innovation start/stop system

which contributes to fuel efficiency at a very reasonable cost. The Mahindra

Bolero Micro Hybrid is the first vehicle in India to integrate this technology in

their new car.

June 21, 2008: Business Standard Award „Star MNC of the year

Bosch was noted for its cutting edge technologies, especially for designing and

delivering low cost high quality fuel injection system and for pioneering the

common rail system in India.

Jan. 10, 2008: NDTV Car & Bike Award - 'Car Technology of

the year



Bosch not only setup the common rail injector and pump manufacturing projects in

record time, but also pioneered the new application of Common Rail in low cost car

segment. This is a revolutionary leap achieved by Bosch in India, which is the

pioneer of Common Rail technology in the rest of the world as well.

Jan, 12, 2007: NDTV Profit Car & Bike Award 2007 –

„Automotive Technology of the year'

Audited by PricewaterhouseCoopers, these awards honored the best in the

Indian automotive industry for their handiwork in calendar year 2006.

Bosch was presented with the award for its application of ABS / ESP

technology.

Jan. 4, 2007: CNBC-TV18 Auto car Auto Award – „Auto component

manufacturer of the year‟

Bosch Limited was chosen for the mark that it has made both in the

domestic and international markets with its superior technology and

products. These awards seek to reward exemplary performance in the

industry in 2006 based on a comprehensive set of attributes including

design, technology, value, product experience and so on. The selection

processes truly reflects the choices and sentiments of all stakeholders

and justify their stature as benchmarks in auto excellence.

Aug. 17, 2006: Dun & Bradstreet American Express Corporate

Award - „Top Indian company in the Auto Components sector‟

The award recognizes the twin virtues of size and growth in the

organizations of corporate India, from a derived list of top 500 companies

in the country. Bosch Limited was selected as the best amongst the top 10

auto component manufacturers in India.



Aug. 10, 2006: EEPC Award – „Star Performer for outstanding

export performance

„The Engineering Export Promotion Council (EEPC) conferred the 'Star

Performer' for outstanding export performance in the large enterprises

category on Bosch Ltd, which garnered a total export figure of Rs. 423

crores in 2005, almost twice as high as Rs 193 crores in 2001.

Jan. 12, 2006: NDTV Profit Car India Award – „Safety & Technology

Award‟

Bosch was presented with this award for its pioneering work on the new

age direct injection diesel fuelling systems, with notable emphasis in the

range of common rail diesels. Also taken into account was the persistent

focus on unit injector systems which are entering the scene in the high

profile high aspiration D-segment cars. The jury considered not just the

technology but its bearing on safety, and the benefits it brought to automotive users

as well as the potential it has for India.

Jan. 8, 2005: Overdrive – Auto Monitor Award – „Auto component

manufacturer of the year‟

Recognized for innovations in technology and the scale and size of manufacturing

capabilities, the award also commemorated the customer satisfaction earned by

Bosch over the years, performance, quality and diverse range of products. This

Annual Awards the “Oscar” for the automobile industry in India and recognizes

the “best” in the industry in association with reputed industry bodies like CII,

SIAM & ACMA.

3.2.4 Customers of Bosch:



BOSCH has a large customer base. The products of BOSCH are not only used in

India but also are exported and used by many world renowned automobile

manufacturing companies.

Customers outside India:

General Motors

Volkswagen

Peugeot

Nissan

Hatz

IVECO

FIAT

Mercedes Benz

Renault

BMW

Lombardi USA Inc.

Daimler Chrysler

Customers in India:

Ashok Leyland

Ford Tempo

BEML

Cummins India Ltd.

Swaraj Mazda

VST Tillers tractors Ltd.

Ford

KAMCO Diesel Engines

Simpsons Co. Ltd.

Kirloskar

L & T

John Deer

Ford Eicher

10 Internal | NaP/HRL3 | June 2011 | © Bosch Limited 2011. All rights reserved, also regarding anydisposal, exploitation, reproduction, editing,

distribution, as well as in the event of applications for industrial propertyrights.

No car without Bosch

17 Internal | NaP/HRL3 | June 2011 | © Bosch Limited 2011. All rights reserved, also regarding any disposal, exploitation, reproduction, editing,

distribution, as well as in the event of applications for industrial property rights.

Customer Base Automobiles

LCV / HCV / Locomotives PC / SUV• TATA Motors

• Ashok Leyland

• Mahindra & Mahindra

• TCL

• Maruti-Suzuki

• Eicher Motors

•

GCL• Force Motors

• Iveco

• Ford

• GM

• Nissan

• DC

• Isuzu

• Hyundai

• CKEC

• Indian Railways



Escorts Ltd.

3.2.5 List of competitors

Auto Line Industry Ltd.

Banco Products (India) Ltd.

Federal- Mogul Goetze (India) Ltd.

Ip Rings Ltd.

Kar Mobiles Ltd.

Menon Pistons Ltd

.

3.3 Products/Activities

At the Nashik plants Nozzles and nozzle holders are manufactured which are used in

the fuel injection system of diesel engines. The BOSCH Nashik is specialized in

manufacturing a variety of nozzles and nozzle holders and that at the cheapest possible

rate.

Types of Nozzles:-

DN nozzles: These are the pintle type nozzles. Pintle-type nozzles have a coaxial jet

and are used in pre-combustion chamber engines and turbulent chamber engines. The

nozzle opening pressures it between 115 and 400 bar

Orifice Nozzles: These Orifice nozzles or Pintaux nozzle have several Spray

orifices and are required for engines with direct injection. The nozzle opening

pressure is between 180 and 400 bar. For larger engines (more than 75 kW) also

cooled nozzles are used. These are termed as: DL, DLL, DSLA etc.



Orifice Nozzles DSLA, DL, DLL.

INJECTORS NOZZLES

Types of Nozzle Holders:-

Nozzle Holders are classified according to their shaft diameter.

1. P – Type Nozzle Holder: its characteristic dia. Is 17mm.

2. Modular Type: Its characteristic dia. Is 21mm.

3. Forged Type: It is made out of forging.

Nozzle Body: -

Company is market leader in fuel injectors used in automobile industry. Fuel injector is

Heart of engine as it sprays the fuel into the combustion cylinder. It consists of

cylindrical and internally hollow body through which a needle is passed that is held by

means of spring against nozzle at bottom of the body. It has inlet bore for diesel at

inclination to the body of injector which enters the hollow section of the body.

The nozzle consists of stepped cylinder and needle pin .The stepped cylinder known as

nozzle body, is manufactured in soft and hard stages. The needle is manufactured in the

needle hard stage. The assembly stage combines both these parts into nozzle assembly.

Functional parameters of nozzle body are the inlet hole, spray holes and guide bore. Precision

requirements of these parameters are in microns.



Needle is fitted into the guide bore, where the step of the pin coincides with the pressure

chamber. The pin is held into the injector assembly by means of spring. At rest, the pin is

resting on the sack hole of the nozzle.

When the fuel enters the nozzle body through inlet hole, its pressure is high than the force at

which the pin is held by the spring in rest position. This difference in pressure causes the pin

to rise and the fuel gets sprayed through spray holes on the external periphery of the seat.

When the flow through the inlet stops, the impact of the pin causes to atomization of the fuel

through the spray holes. This flow of the fuel through spray holes is known as Hydraulic

through flow (HTF ) .

As a strategic measure, Common Rail Injector (CRI)products were introduced which can

meet emission norms up to BS4. The CRI component exports started in 2006. The CRI

production was started in 2007 and new product CRI contribution is planned to grow to 50%

of NaP turnover by 2010. The NaP contributed Rs.450 corers in the business of Bosch group

during last financial year.



3.3.1 Nashikplant(NaP )Product Introduction

(Source: www.bosch.com)

As a strategic measure, Common Rail Injector (CRI) products were introduced which can

meet emission norms up to BS4. The CRI component exports started in 2006. The CRI

production was started in 2007 and new product CRI contribution is planned to grow to 50%

of NaP turnover by 2010. The NaP contributed Rs.450 corers in the business of Bosch group

during last financial year.

SR.NO. PRODUCT Starting Year Emission Norm

1. Nozzle Holder & Nozzles 1969

2. DLL Nozzle (DI) 1974

3. BS 2 Noz.Holder-P Type 2000 BS2

4. Chevy Injectors(Export) 2002 Euro 4

5. BX Injectors(Export) 2003

6. NBFE (Injectors) 2008 BS 27. CRI(Injectors) 2006

8. CRI(Injectors) 2008 BS 4



3.4. 1 Organization Chart of Bosch Ltd. Nashik :

DS/MG-IN, NaP/PT NaP/PC

PT-N

MFC

QMM

HSEOFE-PT

TEFPT-PA

CLP

PUI

CFA

OFE-PC

HRL

PC-PA

PQ

ICO

Organization

Chart

MFH

MFN1

MFN

MHS

DBE

CIP-BPS



3.4.2 HR Organization Chart

HRL: Human Resource location

BVC: Bosch Vocational Center

PRS: Protection and Security

PA: Personal Assistant

MED: Medical

NaP HRL

HRL1

HRL2

HRL3

BVC

MED

PRS

HRL-PA

HRL31

HRL32

HRL33



CORPORATE SOCIAL RESPONSIBILITY

The Robert Bosch Foundation was set up in 1964 with the aim of translating the company

founders‟ commitment to social and charitable causes into contemporary projects. Bosch has

undertaken numerous initiatives towards the betterment of the society across medical,

educational, social and vocational programs. Some of the key initiatives have been:

The donation of a distribution vehicle to the AkshayaPatra Foundation- a non-profit organization

that provides unlimited, wholesome and nutritious mid-day meals to students across India.

An active part in Nasik run initiative to work for the underprivileged in and around the city of

Nashik and at the same time to create awareness on the importance of health and fitness.

Relief work during Cargill war and Earthquake ravaged Gujarat.

Participation of every employee towards contribution of funds to aid the survivors of Tsunami of

2004.

Bosch has adopted two villages in Nashik (Dubewadi and Dahalewadi). Bosch provides help to

villagers‟ in the form of basic education, clothing and health

Sales Office:

Ahmadabad.

Bangalore.

Chandigarh.

Chennai.

Guwahati.

Indore.

Jaipur.

Kochi.

Kolkata.



Lucknow.

Mumbai.

New Delhi.

Patna.

Raipur. Ranchi.

Secunderabad.

Regional Offices:

Agra.

Chennai.

Jamshedpur.

New Delhi.

Pune.

Rajkot.



CHAPTER 3:

RESERCH DESIGN AND METHEDOLOGY:

3.1 RESEARCH METHODOLOGY

Research is an academic activity and as such as the term should be used in a

technical sense.

According to Clifford woody “Research comprises defining and redefining

problems, formulating hypothesis or suggested solutions, collecting, organizing

& evaluating data” Making deduction and reaching conclusion, and at last

carefully testing the conclusion to determine whether the fit the formulating

hypothesis. The purpose of research is to discover answer to question through

the application scientific procedure. The main aim of research is to find out the

truth which is hidden and which has not been discovering as yet.

Sources of Data Collection

1. Primary Data-

Primary data is that data which is collected for the first time. It also

happens to be of original character this type of data is collected through

survey with the help of questionnaire. This data is confidential and the

chances of error are minimized. Most of the people prefer primary data

collection because it is one on which all their further research depends.

Source of Primary Data

Observation

Interview Method

Collection of data through Questionnaires

In present the primary data was collected direct asking question

through Questionnaire & personal interview

2. Secondary Data-

Secondary data is one, which is already available and passed through the

statistical process.

Secondary data provides the starting point for research and offer

advantage of low cost and ready availability.

In this project the secondary data was used in the form of data

presentation of questionnaire.



Sources of Secondary Data :

The sources of the secondary data are company internal record,

magazines and through Internet search.

3. Sample Description:

3.1 Method of sampling selection:

Probabilities Sampling:

Simple random sampling: This type of sampling is also known as chance

sampling or probability sampling where each and every item in the population

has an equal chance of inclusion in the sample and each one of the possible

samples, in case of finite universe, has the same probability of being selected.

For example, if we have to select a sample of 300 items from a universe of

15,000 items, then we can put the names or numbers of all the 15,000 items onslips of paper and conduct a lottery. Using the random number tables is another

method of random sampling. To select the sample, each item is assigned a

number from 1 to 15,000. Then, 300 five digits random numbers are selected

from the table. To do this we select some random starting point and then a

systematic pattern is used in proceeding through the table. We might start in the4th row, second column and proceed down the column to the bottom of the

table and then move to the top of the next column to the right. When a numberexceeds the limit of the numbers in the frame, in our case over 15,000, it is

Simply passed over and the next number selected that does fall within the

relevant range. Since the numbers were placed in the table in a completely

random fashion, the resulting sample is random. This procedure gives each iteman equal probability of being selected. In case of infinite population, the

selection of each item in a random sample is controlled by the same probability

and that successive selections are independent of one another.



3.2 METHODOLOGY

The method adopted to collect data relevant to the research was extensive

direct interaction with various employee. The mode of interaction with the

employee –

To take direct interview of the employee to find out their opinion about

Business Excellence and EFQM model.

To collect information through the questionnaire.

To take opinion of various Officers and Workers through the

questionnaire.

Processing and tabulation of data: - The data after being collected was

segregated and then final tabulation was done.

Analysis of data: - After the data is tabulated it needs to be inferred

otherwise data gathered in it is of little value or interest for analysis of data.



CHAPTER 4:

4.3 CONCEPTUAL DESCRIPTION OF THE TOPIC:

THE FUNDAMENTAL CONCEPTS OF EXCELLENCE:

Fig: THE FUNDAMENTAL CONCEPTS OF EXCELLENCE:

1.Achieving Balance Result: Excellence organisation meet their Mission and progress towards their

Vision through planning and achieving a balanced set of result that meet both

the short term and long term need of their stakeholders and where relevant,

exceed them.

In practice, excellence organisation:-

a. Identify and understand the key result.

b. Gather stakeholders need and expectation for input to development, Review.c. Use balance set of result to review their process, view for stakeholder‟s long

Taking

Responsibility for

sustanabil future

Achieving Balanced

Result.

Adding Value for

customers.

Leading with Vision,

Inspiration andIntegrity.

Managing by

processes.

Succeeding throughPeople

Building Partnership

Nurturing Creativity

and Innovation.



and short priorities.

d. Define required outcomes and related performance indicators.

e. Deploy strategy and supporting policies in a systematic manner to achieve

the desired set of result.

f. Evaluate the set of results achieved to improve future performance.

g. Ensure transparency of reporting to key stakeholders.

h. Ensure that their leaders are provided with accurate and sufficient

information in timely decision making.

2. Adding with Vision, Inspiration and Integrity:

Excellence organizations know that customers are their primary

reason for being and strive to innovate and create value for them by

understanding and anticipating their needs and expectation.

In practice, Excellent organization:-

a. Identify customers group. Respond and anticipate their different need and

Expectation.

b. Build and maintain a dialogue with all their customers, based on Openness

and transparency.c. Ensure their people have the necessary tools, Competencies, information and

empowerment.

d. Continually monitor and review the experience and perceptions of customers,

respond quickly.

e. Involve customers in development process, product, and services.

f. Compare their performance with relevant benchmark, understand strength.

3. Leading with Vision, inspiration and integrity:

Excellent organizations have leaders who shape the future and make it happen,

acting as a role model for its value and ethics.

In practices, excellent organizations have leaders who:-

a. Set and communicate clear direction and strategic focus.

b. Understand key business drivers.

c. Based on available information, experience makes sound, timely decision.d. Leaders are flexible review, adapt and realign direction of organization.



e. Inspire people and create culture of Involvement, ownership. Improvement,

Accountability at all level.

f. Promote a culture which supports generation and development of new idea.

g. Leaders are role model, for integrity, social responsibility, and

ethicalbehavior.

4. Managing by Processes: -

Excellent organizations are managed through structured and strategically

aligned processes using fact-based decision making to create balanced and

sustained result.

In practice, excellent organization:-a. Structured and aligned strategy in a way that adds real value for their

stakeholders, achieving the optimum balance of efficiency, Effectiveness.

b. Analyze, categories and priorities their processes and adopt appropriate

approaches to effectively managed.

c. Develop meaningful performance indicator, related outcomes.

d. Base decisions on reliable information, use all available knowledge to

interrupt current and predicted performance of relevant processes.

e. Use data on current performance and capabilities of processes to identifyopportunities for, and generate, innovation.

f. Involve their people continually reviewing, improving and optimising the

Effectiveness and Efficiency of their process.

g. Deliver high level of stakeholder‟s confidence by ensuring risk identification

5. Succeeding through People:-

Excellent organisations value their people and create a culture of empowermentfor the balanced achievement of organisational and personal goal.

In practice, excellent organization:-

a. Understand the skill and competencies required achieving Mission, Vision.

b. Create culture of innovation, skill, creativity are develop and value.

c. Ensure that the people can contribute to their own and the organizations

on-going process, true partnership.

d. Align personal and team objectives with the organizations strategic goal.e. Diversity of the people.



f. Foster organizational development through shared Values, accountability

ethics and a culture of trust and openness.

g. Clearly define the level of performance required to achieve goal.

6. Nurturing Creativity and Innovation:-

Excellent organizations generate increased value and level of performance

through continual and systematic innovation by harnessing the creativity of

their stakeholders.


a. Establish and manage network to identify opportunities for innovation.

b. Set clear goal and objectives or innovation and refine their strategy.

c. encourage to generate approaches for innovation.

d. Create a culture of entrepreneurship.

e. Use innovation to enhance organizations reputation, image and attract new

customers, partners, and talent.

7. Building Partnerships: -

Excellent organizations seek, develop and maintain trusting

relationship with various partners to ensure mutual success. This partnership

may be formed with amongst others, customers, society, key suppliers,

educational bodies or Non-government organization.


a. Seek partners to enhance their capabilities to generate stakeholder value. b. Establish networks to enable to identify potential partnership opportunity.

c. Identify strategic and operational partnership based on organizational and

strategic needs, complementary strengths and capabilities.

d. Work together with partners to achieve mutual benefit, resources.

8. Taking Responsibility for a sustainable Future:-

Excellent organization embed within their culture an ethical mind-set, clear

values and highest standards for organizationalbehavior, all of which enablethem to strive for economic, social and ecological sustainability.




a. Secure future by defining and communicating a core purpose that provide

basis for their overall Vision, Values, ethics and corporate behaviour.

b. Consider economical, societal and ecological sustainability as a reference

when balancing the sometime conflicting imperatives they face.

c. Considered the impact of their operations, product life cycle on society.

d. Ensure safe and healthy working environment.

e. Ensure their people act with integrity and adopt the highest standard of ethical

behaviour.

f. Encourage people, stakeholders to participate in society benefit activity.

g. Allocate resources to provide for long term needs rather than just short term

gain and where relevant, becomes and remain competitive.



4.4 THEORETICAL BACKGROUND:

BOSCH PLAN:

Bosch strongly believes that our well trained and enthusiastic people add significant

contribution to our success. They are trained and empowered for taking appropriate decision

in their field area. All employees are encouraged to share their idea, thoughts and concern to

make NaP Bosch a better and more enjoyable place at work. We create a culture of equality.

Based on RB/HR mission “Attractive Employer”, INDS LT strategy “Preferred Employer”

and NaP vision mission we have formulated our people strategy SAM3 which states

“Develop and maintain right competencies ; involve employees in improvement activities”.

All our people related actions are based on above aspects.



Fig: RADAR format of 3a1: People plan support the organizational strategy.

3a1:People plan support the organizational

strategy.

Results: 1. Align Peoples Plan with Strategy.

2. People Competencies, Employee Satisfaction.

Approach: 1. Employee Involvement & Empowerment

2. Attract, Retain and Motivate Employees.

3. Salary Structure Review.

4. Personnel Marketing

Deployment: 1. Communication Training

2. Structure meeting with BEU.

3. Open House Session for Associates.

4. Recruitment and Session planning.

5. Skill Matrix

6. Employee Motivation.

7. Employee Involvement-Suggestion Scheme, Best performing

team.

Assessment & Review: How can we measure our result?

Customer:

Support:

:

Organization



Fig: RADAR format of 3a2: People Involve in Developing Strategy.

3a2: People Involve in Developing Strategy .

Results: People Involvement in Developing Strategy and Incising

Belongings.

Approach: 1. HR, IR Conference.2. Meeting with BEU.

3. Open House.

4. Welfare Committees.

5. Departmental meeting

6. Employee Satisfaction survey.

Deployment : 1.Transfer Policy for Associates.

2. Flexible Timing for ladies.

3. Changes in Weekly off by involving Labour Union.

4. Wage Settlement, Incentive Schemes, ProductivityImprovement, Working Condition, New Promotional Policy.

All are decide involving Labour union.

Assessment & Review: Input for HR Strategy Development.

Customer:

Support:

:

Organization



Fig: RADAR format of 3a3: Manage recruitment, Career development, mobility and

Succession

3a3: Manage recru itment, Career

development, mobi l i ty and Succession

Results: 3a3: Manage recruitment, Career development, mobility and

Succession planning.

Approach: 1. Equal Opportunity.

2. Best Talent.

Deployment: 1. Institutional Campus.

2. Interview

3. Placement agencies.

4. Succession planning is identified with Bosch tools.

„Management Potential Review‟

Assessment & Review: 1. Employee sourced from internal and external

factor.

Customer:

Support:

:

Organization



Fig: RADAR format 3a4: Use all feedback to improve Strategy.

3a4: Use all f eedback to improve

Strategy.

Results: Improve Strategy through feedback.

Approach: 1. Leadership

2. Communication

3. Work Environment.

4. Rewards and recognition

5. Health and Safety

6. Community and Society

Deployment: 1. Systematic approach on Communication deployed.

2. Training committee meeting.

3. Focus on Health and Safety awareness.

4. Internal customer satisfaction survey.

5. Create awareness about CSR activities.

Assessment & Review: Action plans are reviewed and monitored by

Departmental Head and Plant Head to ensure

timely implementation.

Customer:

Support:

:

Organization



Fig: RADAR format of 3b1. Understand the required skills and competency.

3b1. Understand the requi red ski ll s and

competency.

Results: Right Competencies is formulated focusing on Training and

Developmentactivities.

Approach: Target Competencies Current Competencies

Compare competencies Competence Development

Evaluation Competency model.

Deployment: M&SS- 1. Competency management model.

2. PRED.

Skill Matrix:

Assessment & Review:

Customer:

Support:

:

Organization



Fig: RADAR format of 3b2: Ensure training and development plans help people

match the skills andfuture capabilities

3b2: Ensure training and development plans help

people match the skills and future capabilities.

Results: match training and requirement of employee.

Approach: 1. Training Committee.

2. Updated Training Evaluation Scheme

Deployment: 1. Safety and Behavioral Training.

2. Induction program for new entrants.

3. Specific external training, job rotation, Transfers,

Internationalassignments.

Assessment & Review: 1. Effectiveness of M&SS evaluated after 3

months by concerned department head using

Kirkpatrick model.

Customer:

Support:

:

Organization



Fig: RADAR format of 3b3: Align individual, Team Objectives with Organization

Strategy.

3b3: Al ign individual, Team Objectives with

Organization Strategy.

Results: 1. Help people to improve performance to improve and

maintain their mobility and employability.

2. Ensure their people have necessary tools, competencies,information, empowerment to be able to maximise their

contribution.

Approach: 1.Top, Senior Manager finalised plant target are came to

Respective Process owners. Departmental target

Individual target. = Target setting.

2. 1. Training- Team Building

2.Employee Education

3. Membership of professional institute

4. Seminars, training, higher education, International assignments.

Deployment : 1. PRED Discussion of review of previous year is done

2. Target is decided by mutual understanding.

3. Achieve these targets.

4. Rewards and recognition.

5. Development plan for high performance

6. For low performance- Performance improvement

Assessment & Review: PRED Review is done every year.

Customer:

Support:

:

Organization



A mahiti

Fig: RADAR format of : Peopleare aligned, involvedandempowered.

3c: Peopleare aligned,

involvedandempowered.

Results: : Peopleare aligned, involvedandempowered.

Approach: 1.Createaculturewherepeople‟sdedication, skills, talents

& creativityare developed & valued.

2. Encouragetheirpeopletobethecreators&

Ambassadors totheOrganization‟ssuccess.

3. Ensure that the people have an open mind set&use Creativity &innovationenabled throughthecultureof

Entrepreneurship

Deployment: 1. Suggestion schemes.

2. Mr Customer

3. Family Day.

4. Safety

5. In House Magazine

6.Bosch Sport Committee.

7. Project like Nasik Run.

Assessment & Review: Every year since 35 yrs.

Customer:

Support:

:

Organization



Fig: RADAR format of 3c: Peopleare aligned, involvedandempowered.

3c: Peopleare aligned,

involvedandempowered.

Results: Peopleare aligned, involvedandempowered.

Approach: 1.Createaculturewherepeople‟sdedication, skills, talents

& creativityare developed & valued.

2. Encouragetheirpeopletobethecreators&

ambassadors totheOrganization‟ssuccess.

3. Ensure that the people have an open mind set&use Creativity &innovationenabled throughthecultureof

entrepreneurship

Deployment: 1. Suggestion schemes.

2. Mr Customer

3.Family Day.

4. Safety

5. In House Magazine

6.Bosch Sport Committee.

7. Project like Nasik Run.

Assessment & Review: Every year since 35 yrs.

Customer:

Support:

:

Organization



Fig: RADAR format of3d: People communicateeffectivelythroughout theorganization

3d: People

communicateeffectivelythroughout

Results: .1. Understand communication needs of peopleanddevelop communication

Strategy& channels.

2. Communicate clear strategic focus, &ensure people understand &

contribute to organization‟ssuccess.

Approach: 1. importantvisitsof customers,

2. TopBoschExecutives.

3. Future business plans,

4. Boschaudits

Deployment: 1. NaP leadership has communicatedtoallseniormanagers.

2. Employee Satisfaction Survey.

3.

Assessment & Review: .

Customer:

Support:

:

Organization



3e.

Results: .

Approach:

Deployment:

Assessment & Review: .

Customer:

Support:

:

Organization



CHAETOR 5

DATA PRESENTATION, ANALYSIS, AND INTERPRETATION:

Que. 1:What does EFQM stand for?

Observation: -

This chart shows how much associates know the meaning of EFQM model.

75.71% associates know the correct answer. And 24.29% associates don‟t know

the correct answer

Interpretation: -

From the above graph it is inferred that the maximum number of

Associates are able to answer the question. It is a positive or plus point to the

organization since it helps in implementing the additional knowledge acquired

in their work.

0

10

20

3040

50

60

70

80

% Pass % Fail

Employees 75.71 24.29

75.71

24.29

P e r c e

n t a g e

What does EFQM stand for?



Que.2:What is Excellence?

Observation: -

This chart shows how much associates know the meaning of Excellence.72.86%

associates are pass with correct answer. And 27.14% associates are confused

with the correct meaning of Excellence.

Interpretation: -

It is observed that the real meaning of Excellence is understood to the

Associates. Associates are showing positive attitude to the Business Excellence.

They know that the Business Excellence is not an extra work, not the temporary

Achievement. It is Sustained Success.

0

10

20

30

40

50

60

70

80

% Pass % Fail


72.86

27.14

P e r c e n t a g e

What is Excellence?



Que3:Excellent organisations achieve expectation of

Observation: -

This chart shows that the 68.57% Associates are pass with the correct answer.

And 31.43% Associates are fail with Wrong answer. Some associates are

confused with the answer.

Interpretation: -

It is observed that Goal of the Business Excellence is understood to

associates in some amount. Some confusion should be removed. Business

Excellence is beneficial to all the level. It is not a single benefit. This should be

communicating to the Associates.

0

10

20

30

40

50

60

70

% Pass % Fail


68.57

31.43

P e r c e n t a g e

Excellent organisations achieve expectation of



Que4:How many criteria are there in EFQM model of Business Excellence?

Observation: -

This chart shows that the 72.86% associates know the correct answer of the

Question. And 27.14% Associates are not able to answer correctly.

Interpretation: -

It is observed that the associates are able to understand the EFQM

model and memorised the criteria in EFQM model. They become familiar with

this model and its criteria.

0

20

40

60

80

% Pass % Fail

Emplyees 72.86 27.14

72.86

27.14

P e r c e n t a g e

How many criteria are there in EFQM model ofBusiness Excellence?



Que.5:Strategy means

Interpretation: -

This chart shows that the 70% associates are pass with the correct answer. And

30 % are not able to answer this question correctly.

Inference: -

It is observed that the associates know the theme behind the Strategy.

They are aware of the meaning of Strategy.

010

20

30

40

50

60

70

% Pass % Fail

Emplyees 70 30

70

30

P a r t i c u l a r s

Strategy means



Que 6:Future & Result focus‟ is a part of which of the following?

Observation: -

This chart shows that the 71.43% Associates are know the real meaning of

Bosch Guidelines. And 28.57% Associates are not able to answer this correctly.

Interpretation: -

It is observed that the Bosch Vision, Mission is very well known by

the Associates. They are aware of their guidelines.

0

20

40

60

80

% Pass % Fail


71.43

28.57


‘Future & Result focus’ is a part of which of thefollowing?



Que7:What is the Maximum possible score an organization can achieve during

an external DBE CII assessment?

Observation: -


And 31.42% Associates are fail with wrong answer.

Interpretation: -

It is observed that the associates are somehow confused with the

maximum score achievable. . Score breakdown is not completely understood to

the Associates.

0

10

20

30

40

50

60

70

% Pass % Fail


68.57

31.42

P

a r t i c u l a r s

What is the Maximum possible score an organisation can

achieve during an external DBE CII assessment?



Que 8: Which of the following is not a Result Criteria?

Observation: -



Interpretation: -

Most of the Associates are aware of the Criteria and their division.

010

20

30

40

50

60

70

80

% Pass % Fail


71.43

28.57


Which of the following is not a Result Criteria?



Que.9: Business Excellence is aligned with

Observation: -



Interpretation: -

It is observed that the associates are somehow knowing the bas for

Business Excellence.

010

20

30

40

50

60

70

% Pass % Fail


68.57

31.43


Business Excellence is aligned with



Que.10:„Shape the future together „is a part of which of the following?

Observation: -

This chart shows that the 72.86% associates are pass with the correct answer.

27.14% Associates are not able to answer this correctly.

Interpretation: -

It is observed that the associates are able to recognize the Bosch

Vision, Mission very well.

0

20

40

60

80

% Pass % Fail


72.86

27.14


‘Shape the future together ‘is a part of which of thefollowing?



Que.11: EFQM model consists of

Observation: -


And 24.29% associates are not able to answer this correctly.

Interpretation: -

It is observed that the associates are able to recognize the criteria

very well.

010

20

30

40

50

60

70

80

% Pass % Fail


75.71

24.29

P e r c e n t a g e

EFQM model consists of



Que.12:Excellence model is a

Observation: -


And 24.29% associates are not able to answer this correctly.

Interpretation: -

It is observed that the associates are able to understand the base of

Business Excellence.

010

20

30

40

50

60

70

80

% Pass % Fail


75.71

24.29

P a r t i c u l a r

Excellence model is a



Que.13: NaP Strategic theme is

Observation: -

This chart shows that the 91.43% Associates are pass with correct answer. And

8% are not able to answer this question correctly.

Interpretation: -

It is observed that the associates are able to understand the Bosch

Vision and Mission, Bosch Leadership Godliness very well.

0

20

40

60

80

100

% Pass % Fail


91.43

8.57 P e r c e n t a g e

NaP Strategic theme is



Observation: -

This chart shows result of survey. In the 1st question 75.7% Associates are pass

and 24.3% are fail. In 2nd 72.9% are pass and 27.1% are fail. In 3rd 68.6% are

pass and 31.4% are fail with wrong answer. In 4th 72.9% are pass and 27.1 %

are fail. In 5th 70% are pass and 30% are fail. In 6

th 71.4% are pass and 28.6%

are fail. In 7th 68.6% are pass and 31.4% are fail. In 8th 71.4% are pass and

28.6% are fail. In 9th 68.6% are pass and 31.4 are fail in 10th 72.9 are pass and

27.1% are fail. In 11th 75.7 are pass and 24.3 are fail with wrong answer. In 12

th

75.7 % are pass and 24.3 % are fail. In 13th 91.4% are pass and 8.57% are fail.

Interpretation: -

In above graph, averagely 65-70 % Associates are pass in each question. It

shows that the awareness among the associates is 65-70%. It shows the good

result of training program of Business Excellence. Impact of training program is

good on associates. They have good amount of knowledge about the Business

Excellence and EFQM model.

0

10

20

30

40

50

60

70

80

90100

1 2 3 4 5 6 7 8 9 10 11 12 13

% Pass 75.7 72.9 68.6 72.9 70 71.4 68.6 71.4 68.6 72.9 75.7 75.7 91.4

% Fail 24.3 27.1 31.4 27.1 30 28.6 31.4 28.6 31.4 27.1 24.3 24.3 8.57

A x i s T i t l e

Overall pass and fail percentage



Que.14:Your overall sustenance of knowledge gained in EFQM model after

training is

Observation: -

This chart shows that the 1% Associates obtained 1 mark, 19% Associates

obtained 2 marks. 44% Associates obtained 3 marks, 6 % Associates obtained 4

marks.

Interpretation: -

It is observed that the most of the Associates are obtained 3 marks.

This shows the good result of Knowledge. It is positive sign for Company.

0

10

20

30

40

50

1 mark 2 marks 3 marks 4 marks

Marks 1 19 44 6

1

19

44

6 E

m p l o y e e s

Your overall sustenance of knowledge gained in

EFQM model after training is



Que.15:How much do you apply your knowledge of EFQM model in your

workplace?

Observation: -

This chart shows that the 2% Associates obtained 1 mark, 26% Associates

obtained 2 marks. 39% Associates obtained 3 marks, 3 % Associates obtained 4

marks.

Interpretation: -

It is observed that the most of the Associates are obtained 3 marks.

This shows the good result of Implementation of Knowledge. This shows that

Associates are happy with this theory. And it help them in their workplace.

0

5

10

15

20

25

30

35

40

1 mark 2 marks 3 marks 4 marks

Marks 2 26 39 3

2

26

39

3 E m p l y e e s e

How much do you apply your knowledge of

EFQM model in your workplace?



Observation: -

This chart shows result of survey. In the 14th

Question 69.64% Associates are

pass and 30.36% are fail. In 15th 64.64% are pass and 35.36% are fail.

Interpretation: -

It is observed that the most of the Associates are good in Substance

of Knowledge as well as implementation of their knowledge. It shows good

result. This is a profit for organization.

CHAPTER VII FINDINGS

0

20

40

60

80

% Pass % Fail

Series1 69.64 30.36

Series2 64.64 35.36

69.64

30.36

64.64

35.36

A x i s T i t l e

Overall implementation Percentage



Findings:

A. Positive:

1. Awareness of Business Excellence among the Associates issatisfactory.

They have sufficient knowledge about Business Excellence.

2. Department‟s goals are clearly defined and achieved through Business

Excellence.

3. Knowledge gain in Training of Business Excellence is satisfactory.

4. All the associates are enthusiastic about Business Excellence. They play

their role in the systematic way.

Suggestions & Recommendations:



1. For creating more awareness among the Associates, Games, Quiz

competion should be implemented. So that they can easily understand the

concepts.

2. Suggestion Schemes for Business Excellence should be implemented. So

that they can suggest their thoughts.

3. Basic format of working is implemented. So that throughout year

Documents are updated accordingly. So the burden of documentation is

reduces. Working pattern of throughout year should be parallel to the

requirement of documentation of Business Excellence.

Conclusion:



By going through the task of undertaking and understanding the Business

Excellence carried in Bosch, Nasik plant, the researcher came to conclude that

Business Excellence is Beneficial for Bosch ,Nasik. It gives Profit to not only

Bosch but its all stakeholders.

Bosch Ltd, Nasik is very particular about their work in Business

Excellence. HR Bosch shows positive attitude for the Business Excellence.

From the research, Researcher concludes that the knowledge about

business Excellence in all the Associates aregood, and they are Happy with this

theory.



Abbreviations :

Ltd. – Limited.

M & SS - Managers and Supervisors and Superintendents.

HRL – Human Resource Location.

Nap – Nashik Plant.

RBIN – Robert Bosch India.

CFA- Accounts and Finance department.

HRL- Human Resource Location.

MFN1- Manufacturing of Nozzles.

MFC- Manufacturing of Common Rail Injectors.



3.Bibliography :

Websites:

www.google.com www.managementparadise.com

www.bosch.com

Company magazines and newspapers:

Bosch Ltd. Profile.

Sa.Na.Vi.Vi.

Previous survey report.

Bosch Journal.

http://www.google.com/


http://www.managementparadise.com/


http://www.bosch.com/









7. What is the Maximum possible score an organisation can achieve during an external

DBE CII assessment?

a. 900

b. 800

c.

700d. 1000

8. Which of the following is not a Result Criteria?

a. People

b. Customer

c. Policy and Strategy

d. Society

9. Business Excellence is aligned with

a. Organisational Strategy

b. Departmental Strategy

c. Organisational system

d. Business Result

10. „Shape the future together „is a part of which of the following?

a. NaP Vision

b. NaP Mission

c. Bosch Leadership Guidelines

d. Bosch Values

11. EFQM model consists of

a. 5 Enablers, 4 Results

b. 4 Enablers, 5 Results

c. 4 Enablers, 4 Results

d. 5 Enablers, 5 Results

12. Excellence model is a

a. Tool

b. Solution

c. Extra Work

d. Software

13. NaP Strategic theme is

a. Leadership in Production.

b. Cost Effectiveness

c. Trust your Associates

d. Most preferred Partner



14. Your overall sustenance of knowledge gained in EFQM model after training is

a. Excellent

b. Very Good

c. Satisfactory

d.

Poor

15. How much do you apply your knowledge of EFQM model in your workplace?

a. 1-25%

b. 25-50%

c. 50-75%

d. 75-100%