Bosch Organization Study

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 20
th
century, 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. The
manufacture, 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 called 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.

BOSCH


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.

BOSCH


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.

BOSCH


1.4 MILESTONES
19th century
1886 - Opening of Workshop for Precision Mechanics and Electrical Engineering in
Stuttgart on 15 November
1887 - First low-voltage magneto from Bosch for stationary petrol 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-voltage spark 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 of headlights
1918 - American assets seized; later become American Bosch Magneto
1926 - Start of production of windscreen wipers
1927 - First dieselfuel injection pump
1929 - First TV Set from Fernseh AG division
1932 - Formation of Junkers & Co.
1932 - First power drill from Bosch
1932 - First Blaupunkt car audio
1936 - First diesel fuel injection pump for passenger cars, such as the Mercedes-Benz
260D
1942 - Death of the company founder Robert Bosch on 12 April
1962 - Worcester Bosch Group opens in England
1964 - Robert Bosch Foundation
1970 - Company headquarters moves to Gerlingen
BOSCH


1976 - First oxygen sensors
1982 - Company acquires photographic equipment division from Braun AG
1986 - Traction control system (TCS) on the market
1995 - Acquisition of Atco-Qualcast Ltd[5]
1995 - First Electronic 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 of Rexroth
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 in Abstatt
2006 - Bosch acquires Telex Communications, a maker of hearing aids, headsets and
audio equipment, and partners with Daewoo 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 in
Ersolphotovoltaics. 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]
BOSCH


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
Company
Sales
(Million)
Current
Price
Change%
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
Batteries
29613.96 381.00 -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
Goetze
11369.72 195.00 6.41 48.89 10194.59 216/166

Suprajit
Engineering
4209.82 81.15 9.66 19.26 8881.48 77/32

Fairfield Atlas 2293.36 241.00 0.00 14.93 6584.25 243/198

Wheels 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

BOSCH


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
Sys
11185.63 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&Bros
9366.25 553.00 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
Composites
934.52 460.00 4.55 12.33 2166.12 470/205

India Nipon
Electric
2690.05 200.00 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

BOSCH


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 an internal 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 inventor Karl Benz.Cars that are powered by electric power briefly
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
BOSCH


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.

BOSCH


2.1.2 BOSCH IN INDIA
Bosch has been present in India for more than 80 years first 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.
BOSCH


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
production for 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. They
only 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.
BOSCH


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.
BOSCH


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 VALUE SHARING 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 retained which 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 responsibility wherever 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 have
agreed upon.

BOSCH


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.

BOSCH


2.5 MISSION
BeQIK Be Better, Be Bosch Profit secures our growth
Quality
Innovation
Customer Orientation

BeQIK gives the bearing for all actions. The companys objective is to continuously improve
all internal processes so 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
Continuous improvement
Tobe better than our competitors

BeBosch
Offer outstanding products and services worldwide
keep up promises

BOSCH


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 structure
refers 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.

BOSCH


Table 3.1
BanP/PM office
Hegde SM
BanP/PC

Jens Deuster
BanP/PT
Deepanshu
QMM-2

Ramesh DN
CLP

ddf
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
BOSCH


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.

BOSCH


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).

BOSCH


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
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
BOSCH


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.

BOSCH


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
BOSCH


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

BOSCH


(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
BOSCH


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
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
BOSCH


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

BOSCH


4 STUDIES OF FUNCTIONAL DEPARTMENTS

4.1 PRODUCTION DEPARTMENT
For 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.

BOSCH


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.

BOSCH


4.2 PURCHASE DEPARTMENT
The purchase activity of materials in BOSCH is classified into two departments:
Corporate logistics and purchase department
Planning and purchase of indirect materials.
The major material fields covered are steels, castings, forging, turned and machine
powers, sintered components, fasteners, springs, bearings, assemblies, sub-assemblies,
packing materials, logistic services and capital goods.

It is the endeavour of the highly motivated technically and commercially competent
associates of the purchasing department to establish suppliers of world class quality at
competitive prices and optimum delivery performance.

Corporate Logistics and Purchase (CLP)
Corporate logistics and purchase (CLP) fulfils and coordinates the requirements by bundling
and sourcing common materials such as raw materials, standard components, capital goods
etc. across all BOSCH locations.
CLP also finalises the logistics contracts PUI and deals with purchase activity of indirect
materials and management of stores for indirect material

Responsibilities of CLP
Raw materials
Logistics contracts and customs clearance
Capital gods and equipment
Trade goods

Purchasing indirect material department (PUI)
PUI deals in the purchasing activity and management of stores for indirect materials

Direct materials
Materials which form part of a finished product are known as direct materials
Example: castings, machine paths, bearings, and other raw materials
BOSCH


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 2 Planning 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 3 vendor establishment and pricing.
PUI3 deals in vendor establishment and price finalisation of the products.

PUI 4 Inventory 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 as
Stock item/codified item which comprise of the following:
Fast moving items A class
Slow moving items B class
Very slow moving items C class
Planning for stocked items is based on consumption based planning,
Non stocked items /non codified items.

BOSCH


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 of
money 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.
BOSCH


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.
Controlling of statutory payments &returns
Service tax and GTA 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
Material accounting & 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

BOSCH


Functions
Protecting the funds and managing the assets
Banking, reconciliation statements, working capital etc.
Foreign travel, 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.

BOSCH


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
TERRITORY
EXECUTIVE
(SPECIFIC
AREA
OBJECTIVES)
TERRITORY
EXECUTIVE
(SPECIFIC
AREA
OBJECTIVES)
TERRITORY
EXECUTIVE
(SPECIFIC
AREA
OBJECTIVES)
TERRITORY
EXECUTIVE
(SPECIFIC
AREA
OBJECTIVES)
BOSCH


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.

BOSCH


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 or her 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
BOSCH


Boschs commitment to quality and excellence extends not only to customers, but also to the
compensation and benefits program that is offered to the associates.
The benefits programs are flexible, competitive and comprehensive. Department
comprehensive coverage includes deputation with family, medical coverage, and different
sorts of life insurances that will benefit your family, along with all the other standard
compensations and benefits.
Work Life Balance
Bosch provides a healthy work life balance. To know that the happiness and wellbeing of the
associates is very closely tied to their performance. Associates work very hard, the
technology is exciting, the work has an impact globally. And then they go home to carry on
be it to play with a young child or to run, or to read, or to pursue the stock markets.
Diversity
Bosch is an international and globally active corporation. Associates come from a wide range
of countries. Company develops and produce products in more than 50 countries - supply
markets in nearly 150 countries. Associates have the opportunity to work at Bosch locations
throughout the world, discover foreign cultures, gather new experiences and learn first-hand
how a global player operates. This diversity is an ideal chance for the corporation and
associates alike to learn from other cultures and benefit from the wealth of perspectives and
ideas.
Apart from global and cultural diversity, the department have women occupying significant
positions within organizations.
Promotion Opportunities
Department goal is to develop and promote associates according to their abilities and
interests in specialist tasks as well as leadership functions.
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.
BOSCH


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
BOSCH


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 appraisal
Rewards and recognition
Succession planning
T&D
Leadership development
Skill management

HR functions

HRL 1

Shop floor grievance/conflict management
Appointment of apprentice and trainees
BOSCH


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

BOSCH


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.
BOSCH


WEAKNESS
Decision making is delayed because of long procedure.
Marketing of products is given less importance.
Adaptability towards change is low.
OPPORTUNITIES
Continuous innovation of products.
Bosch can foray into other line of business as it has a good brand image.
It can produce new machineries using high technology.
Potential to grow in power tools, packaging and security systems.
It can produce more economical and eco-friendly products.
It helps to compete with other companies
Quick cost effective adaptation of product to market requirement of Indian market.

THREATS
Increase in competition.
Too many substitute products available in the market.
Brand image being diluted due to entering into many products.
Growing bargaining power of companies & Continuous cost pressure.

BOSCH


6. SUMMARY OF FINDINGS

QUALITY POLICY

BOSCH strives 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.
BOSCH


CORPORATE SOCIAL RESPONSIBILITY -CSR:

Major CSR initiatives by Bosch India Ltd-
Bosch India Foundation, a charitable trust uses 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 entire canteen 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, I don'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
BOSCH


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.

BOSCH


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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