SUMMER INTERNSHIP PROJECT REPORT

“Improvement of OE Customer Delivery

Performance in LIWAKS”

By

Siddhesh Bandekar

Under the Guidance of

Punam Gujrathi
Manager
BOSCH Limited, Nashik

&

Yogeet Sharma
Senior Officer
BOSCH Limited, Nashik

Indian Institute of Planning and Management, Mumbai

2010-11

1
 To whom so ever it may concern

This is to certify that Mr. Siddhesh Bandekar, student of Indian Institute of Planning
and Management, Mumbai has successfully completed his Summer Internship Project under
our supervision. The title of the project is “Improvement of OE Customer Delivery
Performance in LIWAKS”.

The tenure of his project was from 13th April, 2010 to 27th May, 2010.

His performance and conduct has been satisfactory and up to our expectations.

…………………
Project Guide
Punam Gujrathi
Manager
BOSCH Limited, Nashik

…………………
Project Guide
Yogeet Sharma
Senior Officer
BOSCH Limited, Nashik

2
 Acknowledgements

I would like to take this opportunity to express my gratitude to all those who have
guided and supported me in completing this project.

I would like to thank my project guide Mr. Punam Gujrathi for giving me the
opportunity to work with him and his team at NaP/CLP-1 and for his valuable advices. Also
special thanks to Mr. Dalbir Sengar, Mr. Yogeet Sharma and Mr. Tushar Kokude for guiding
me and for sharing their rich experience and knowledge with me. Without their guidance
this project would not have been possible.

I would also like to thank Mr. Digambar Shegaokar, Mr. Amol Ahire, Mr. Parag
Upkare and Mr. Abishek Pamecha for their support and cooperation.

Sincerely,
Siddhesh Bandekar

3
Table of contents
Sr. No. Topic Page no.
1 Bosch Group 5
   
2 Bosch Ideologies 16
   
3 Robert Bosch India Limited 20
   
4 Bosch NaP 27
   
5 Bosch NaP Supply Chain 32
   
6 Introduction to CLP 40
   
7 Functioning of software 43
   
8 Customer Delivery Performance Improvement 51
   
9 Recommendations and Suggestions 64
   
10 Glossary 66
     

4
Bosch Group

5
 Bosch Group

The Bosch Group is a leading global supplier of technology and services. In the
areas of automotive and industrial technology, consumer goods, and building technology,
some 275,000 associates generated sales of 38.2 billion euros in fiscal 2009. The Bosch
Group comprises Robert Bosch GmbH and its more than 300 subsidiaries and regional
companies in over 60 countries. If its sales and service partners are included, then Bosch is
represented in roughly 150 countries. This worldwide development, manufacturing, and
sales network is the foundation for growth. Each year, Bosch spends more than 3.5 billion
Euros for research and development, and applies for some 3,800 patents worldwide. With
all its products and services, Bosch enhances the quality of life by providing solutions
which are both innovative and beneficial. The company was set up in Stuttgart in 1886 by
Robert Bosch (1861–1942) as “Workshop for Precision Mechanics and Electrical
Engineering.”

Ownership Structure of Bosch:

The special ownership structure of Robert Bosch GmbH guarantees the entrepreneurial
freedom of the Bosch Group, making it possible for the company to plan over the long
term and to undertake significant up-front investments in the safeguarding of its future.
Ninety-two percent of the share capital of Robert Bosch GmbH is held by Robert Bosch
Stiftung GmbH, a charitable foundation. The majority of voting rights are held by Robert
Bosch Industrietreuhand KG, an industrial trust. The entrepreneurial ownership functions
are carried out by the trust. The remaining shares are held by the Bosch family and by
Robert Bosch GmbH.

6
 Share of Voting
  equity Rights
No Voting
Robert Bosch Stiftung GmbH 92% Rights
No Voting
Robert Bosch GmbH 1% Rights
7% Voting
Bosch Family 7% Rights
93% Voting
Robert Bosch Industrietreuhand KG - Rights
Bosch Share of Equity

Robert Bosch
GmbH , 1%
Bosch Family,
7%

Robert Bosch
Stiftung
GmbH, 92%

Robert Bosch Stiftung GmbH Robert Bosch GmbH Bosch Family

Bosch Voting Rights

Robert Bosch
Industrietreuh
and KG, 93%

Bosch family ,
7%

Robert Bosch Industrietreuhand KG Bosch family

Financial Information:

7
 200 200
  8 9
45,1 38,1
Sales Revenue 27 74
281, 260,
Associates 717 687
114, 111,
Located In Germany 360 710
167, 158,
Located Outside Germany 357 977
3,27 1,89
Capital Expenditure 6 2
Research and Development 3,88 3,60
Cost 9 3
-
1,19
Profit Before Tax 942 7
-
1,21
Profit after Tax 372 4

Structure of Bosch Group

8
 BOSCH Group
Sales: 38.2 billion Euros
Associates on Jan. 1 2010: 270,687

Automotive Technology Industrial Technology Consumer Goods &

Sales: 21.7 billion Euros Building Technology
Share of total sales: 57% Sales: 5.1 billion Euros Sales: 11.3 billion Euros
Share of total sales: 13% Share of total sales: 30%%

Automotive Industrial Technology Consumer Goods and

Technology Drive and Control Building Technology
Gasoline Systems Technology Consumer Goods and
Diesel Systems Packaging Technology Building Technology
Chassis Systems Brakes Solar Energy Power Tools
Chassis Systems   Thermotechnology
Control   Household Appliances
Electrical Drives   (50% Bosch-owned)
Starter Motors and   Security Systems
Generators    
Car Multimedia    
Automotive Electronics    
Automotive  
Aftermarket
Steering Systems (50%
Bosch-owned)

Distribution of sales for 2009

9
 Automotive Technology
Industrial Technology
Consumer Goods and Building
Technology

Financial Report 2001 – 09

BOSCH Total Revenue, Profit After Tax

50000

40000

30000
Mi
s.

lli
R

o
n

Total Revenue
20000
Profit After Tax

10000

Year
-10000
2001 2002 2003 2004 2005 2006 2007 2008 2009
Total Revenue 34029 34997 36357 38954 41461 43684 46320 45127 38174
Profit After Tax 650 650 1100 1870 2450 2170 2850 372 -1214

Milestones in company history:

10
1886
At the age of 25, Robert Bosch opens his “Workshop for Precision Mechanics and Electrical
Engineering” in Stuttgart
1898
First sales office outside Germany opens in the U.K.
1912
First manufacturing site in the U.S. opens
1913
Foundation of an independent apprentice training department, with an industrial
apprentices’ workshop
1919
Establishment of the in-house newspaper “Bosch-Zunder”
1921
Establishment of an after-sales organization: the first Bosch Service stations start work
1932
Acquisition of the natural gas-fired appliance manufacturer Junkers & Co GmbH
1933
Acquisition of Ideal-Werke fur drahtlose Telephonie AG (later Blaupunkt GmbH, now
Robert Bosch Car Multimedia GmbH)
1967
Bosch-Siemens Hausgerate GmbH joint venture set up (known since 1998 as BSH Bosch
und Siemens Hausgerate GmbH)
1995
Five joint ventures set up in China
1996
Acquisition of the brake operations of AlliedSignal Inc in the U.S. and Europe
1998
Opening of a test center and test rack in Boxberg, Germany
1999

11
Steering systems joint venture set up with ZF Friedrichshafen AG Acquisition of a majority
stake in the Japanese Zexel Corporation (known since 2000 as Bosch Automotive Systems
Corporation)
2001
Acquisition of Detection Systems Inc, Fairport, NY (USA) Industrial leadership of
Mannesmann Rexroth AG, and its merger with the Automation Technology division to
form Bosch Rexroth AG

2002
Acquisition of the subsidiary Communication, Security, & Imaging from Philips BV,
Eindhoven, Netherlands (Bosch Security Systems BV since 2003)
Establishment of a company pension scheme for Bosch associates
2003
Acquisition of Buderus AG, Wetzlar, Germany
2004
Opening of our engineering center in Abstatt, Germany
Acquisition of Sigpack, the Swiss packaging machinery manufacturer
2005
Acquisition of the Swedish company IVT Industrier AB, Tranas
Acquisition of majority holding in Oil Control Group SpA, Milan, Italy
Bosch-Zunder published worldwide \n eight languages
2006
Acquisition, together with Mann+Hummel, Ludwigsburg,
Germany, of the Purolator filters business from ArvinMeritor Inc, Detroit, MI (USA)
Acquisition of Telex Communications Holdings Inc, Minneapolis, MN (USA)

2007

12
Acquisition of the electrical heat pump manufacturer FHP Manufacturing Company, Fort
Lauderbnle, FL (USA) Assumption of industrial leadership of Pacifica Group Ltd,
Melbourne, Australia
Acquisition of Pharmatec GmbH, Dresden, Germany
2008
Acquisition of majority shareholdings in the photovoltaics manufacturer ersol Solar Energy
AG, Erfurt, Germany (now Bosch Solar Energy AG) and the abrasives systems
manufacturer sia Abrasives Holding AG, Frauenfeld, Switzerland
Joint venture for exhaust-gas turbochargers with Mahle GmbH, Stuttgart
Joint venture with Samsung SDI to develop and manufacture lithium-ion batteries for
vehicles
2009
Acquisition of majority shareholdings in the German companies aleo solar AG (Prenzlau
and Oldenburg) and Johanna Solar Technology GmbH, Brandenburg
Acquisition of Freud SpA, Milan, Italy
2010
New manufacturing facility for eight-inch wafers goes into operation in Reutlingen,
Germany

Milestones in Product History:

1887
Construction of the first Bosch low-voltage magneto for stationary internal-combustion
engines
1897
First installation of an ignition device in a motor vehicle
1902
Delivery of the first spark plugs and the first high-voltage magneto ignition system

1927

13
Series production of Bosch fuel injection pumps for diesel engines
1928
First Bosch power tool
1933
Bosch refrigerator marks the start of household appliance manufacture
1951
Rollout of gasoline injection pumps for vehicle engines
1957
Production of car transistor radios
1958
The first Bosch washing machines are manufactured
1964
The Bosch dishwasher is launched
1967
Bosch Jetronic injection system goes into series production
1974
Introduction of the ARI traffic information system
1976
Production of lambda sensors
Development of the world’s first swivel-arm industrial robot
1978
Market launch of ABS, the world’s first series-produced antilock braking system

1979
Series production of Bosch Motronic (digital system to control gasoline enjection and
ignition)

1986

14
Series production of traction control system (TCS)
Market launch of electronic diesel control (EDC)

1989
Market launch of the Travelpilot navigation system
1995
Market launch of vehicle navigation systems with voice guidance to
destination
Introduction of the electronic stability program (ESPR)
1996
Series production of the VP44 high-pressure diesel injection pump
1997
Series production of the common-rail high-pressure
diesel direct injection system
2000
Series production of adaptive cruise control (ACC)
Series production of the DI Motronic asoline direct injection system
2002
First series application of electronic attery management (EBM)
Introduction of the Wallscanner instrument to locate invisible installations in walls)
2003
Series production of the third-generation common-rail system, with piezo inline injectors
Market launch of the Ixo, the first power tool with lithium-ion rechargeable battery
2004
Series production of the Denoxtronic fuel-metering system for exhaust-gas treatment in
commercial vehicles

2005

15
Deutscher Zukunftspreis 2005 (together with Siemens) for the development of piezo-
injection technology
Series production of the active night vision system for passenger cars

2006
Development of a gasoline direct injection system with piezo elements
2007
Introduction of the start-stop system
2008
Series production of the parking assistant
2009
50 million common-rail systems since 1997
First diesel passenger-car on the market equipped with Denoxtronic, the Bosch exhaust-
gas treatment system
2010
Rollout of the predictive emergency braking system

16
 Bosch Ideologies

Bosch Ideologies
Bosch Vision

17
 As a leading technology and services company, we take advantage of our global
opportunities for a strong and meaningful development. Our ambition is to enhance the
quality of life with solutions that are both innovative and beneficial. We focus on our core
competencies in automotive and industrial technologies as well as in products and
services for professional and private use. We strive for sustained economic success and a
leading market position in all that we do. Entrepreneurial freedom and financial
independence allow our actions to be guided by a long-term perspective. In the spirit of
our founder, we particularly demonstrate social and environmental responsibility –
wherever we do business. Our customers choose us for our innovative strength and
efficiency, for our reliability and quality of work. Our organizational structures, processes,
and leadership tools are clear and effective, and support the requirements of our various
businesses. We act according to common principles. We are strongly determined to jointly
achieve the goals we agree upon. As associates worldwide, we feel a special bond in our
values that we live day by day. The diversity of our cultures is a source of additional
strength. We experience our task as challenging, we are dedicated to our work, and we
are proud to be part of Bosch.

Bosch Values

The Bosch Values lay the foundation for our company’s behavior. They guide our actions
and tell us what is important to us and what we are committed to. Here as well, the main
objective is to enhance the company's competitiveness by clearly setting out the basic
values which each associate has committed to and puts into practice.
Values act as a compass in times of change, and provide appropriate orientation. They also
point the direction which cultural change within the company is meant to take. The values
are designed to help shape cooperation among associates and to lay the foundation stone
for the necessary strong economic development of the company. This means increasing
performance ability by providing orientation and trust, increasing speed by reducing
bureaucracy and controls, strengthening the identification of associates with an
international and culturally diverse company.

18
Bosch values are as follows:
 Future and Result Focus
 Responsibility
 Initiative and Determination
 Openness and Trust
 Fairness
 Reliability, Credibility, and Legality
 Cultural Diversity

Bosch Mission

The BeQIK mission gives us bearings as we move toward our future goal. It reveals the
focal points of our actions. Our objective is to continuously improve our internal
processes. In this, CIP is the brand for the continuous improvement process at Bosch.

BeQIK stands for greater speed in everything that we do, and it stands for Quality (Q),
Innovation (I) and Customer Orientation (K). This principle will ensure the ability to

19
generate the profits needed to secure our growth and economic success, which
themselves are the guarantee of the company’s long-term survival.

BOSCH Core Competencies

For well over a century our company has built upon a unique mix of interrelated core
competencies - a mix from which we derive our competitive advantage, and which also
forms the basis for the future development of our company.

Strategic far-sightedness

Our many years of experience allow us to recognize technical and business trends in a
timely way, to set clear and compelling objectives, and to ensure that they are attained
systematically. Our objectives and actions always follow a clear long-term strategy, both
for our business field portfolio and for the global. This rigorous pursuit of long-term
objectives is based on a systematic business policy intended to preserve our
entrepreneurial freedom and financial independence at all times.

Innovative strength

The germ cell of our company and driving force behind our development is our
determination to use our own creative ideas to generate new technological solutions that
deliver a high level of customer utility. The ability to do this stems from the high
qualifications and motivation of our associates and our close cooperation with customers
who are at the cutting edge of technology. This includes the readiness to invest significant
resources in our own basic research, as well as in projects whose market success will only
be attained in the long term.

Efficient processes

20
As a mature industrial company, we have extensive experience of processes on all levels
of value creation, from development and production to sales. Our strengths also include
our deep-rooted drive and capacity for continuous improvement (CIP), which we use to
continuously increase our efficiency in achieving the best return on investment. In global
competition, this allows us to perform a balancing act between functional differentiation
of our products on the one hand and cost leadership in commodity products on the other.

Quality and reliability

Since its inception, our company has earned a reputation for providing products and
services of the highest quality and reliability. Robert Bosch’s statement that “quality is our
most valued asset” has remained an unwavering guideline for our business policies. Its
successful implementation is the reason for the excellent image of the Bosch brand. Our
customers put their trust in our ability to deliver high quality, even as products and
systems become more complex. This trust is based on our strength in implementing
necessary improvements in a fundamental and lasting way.

Global Presence

The company has its roots in Germany, but has also always had a strong international
orientation. In the areas in which we do business, hardly any other companies have such a
broad global presence. Our global production and development sites work together as a
very closely-knit network. This network and our global experience put us in an excellent
position to exploit opportunities in current and future growth regions of the world.

Human resources development

The progress of our company is supported by systematic and consistent human resources
work. This work ensures that our associates receive the best possible preparation for
future requirements. Our internal associate training system makes a great contribution
here. To help to bring this knowledge to fruition we also rely on an intact corporate
culture. Such a culture helps in a special way to promote commitment to attaining crucial

21
corporate objectives and to integrate the various global cultures to form a unified Bosch
identity.

Bosch Business System (BBS)

To be able to implement our Bosch Vision, we need to continuously develop and to

manage change. This requires a systematic methodology that shows us in concrete terms
where we need to re-invent ourselves, and how well we are mastering these shifts and
structural changes in practice. BBS is our response to the need for a systematic
methodology for our company.

It is built upon a uniform, clear, and simple structure that is oriented toward the core and
support processes of our company. We understand core processes to be the three value-
creating processes from the market to the customer. BBS contains specific subsystems for
each of these core processes and for management and support processes.

Bosch Business System

22
Robert Bosch India Limited

23
 BOSCH Limited in India

Robert Bosch India Limited (RBIN)

Bosch in India called as RBIN is one of the largest Indo German company in the
country having turnover of 30 billion INR. (approx.550 million €). The major products of
RBIN are Fuel Injection Equipments (for Diesel engines), Auto electrical, Power Tools, SPM,
Household appliances and so on. The company got established in 1951 and is a leader in
the Indian Automotive component manufacturing Industry.

Bosch Limited Corporate Office in Bangalore, India

RBIN has four plants in India, located at Bangalore in south, Nashik in west and Jaipur in
Nort west India. Customers includes all Indian Auto majors like TATA Motors, Mahindra &
Mahindra, Ashok Leyland, Force Motor India, Indian Railways, Defence Ministry of India
and many more. Not only national, but our exports to FORD, GM, DAWEOO, HYUNDAI,
FIAT, NISSAN, DUETZ , LOMBARDINI is proving our prominent presence in the
International market. In addition to the four auto component manufacturing plants in
India, Bosch REXROTH in Ahmedabad, Kalyani Brakes in Pune and Robert Bosch India ( for
IT & Soft Ware) Bangalore also represent the BOSCH Group of Germany in India.

RBIN is India’s largest auto component manufacturer. RBIN employs about 18,030
associates, and in business year 2008 generated net sales of 45,416 million INR. Bosch

24
holds close to 70% stake in RBIN. Operations began in 1951 as a two-person team in
Chennai. Activities were importing and marketing Bosch automotive products. In 1954, the
company set up a manufacturing plant for spark plugs for petrol engines, and fuel
injection equipment for diesel engines at Bangalore. It is a pioneer and leader in the Indian
automotive segment for the last 56 years.

BOSCH Limited in India

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 - both automotive and
non-automotive. Bosch has grown over the years to 11 manufacturing sites and 4
development centers. RBIN manufactures and trades in all the three business sectors of
Bosch. It has a strong nationwide service network which spans across 1,000 towns and

25
cities with over 4,000 authorized centers to ensure widespread availability of both
products and services.

RBIN is the largest auto component manufacturer and one of the largest Indo-German
companies in India. From the year Bosch entered India it has focused on state-of-the-art
technology and continued commitment to world-class quality. RBIN is the country’s
largest manufacturer of diesel fuel injection equipment and one of the largest in the
world.

It manufactures and trades products as diverse as diesel and gasoline fuel injection
systems, auto-electrical, industrial equipment, special purpose machines, packaging
machines, electric power tools and security systems. The major products of RBIN are Fuel
Injection Equipments (for Diesel engines), Auto electrical, Power Tools, SPM, household
appliances and so on. The Company has developed excellent R&D and manufacturing
capabilities, a strong customer base and its market leadership is testimony to the high
quality of technology. As Bosch focuses on developing technology hubs in Asia, RBIN is
gearing up to meet these challenges.Bosch was awarded as “Auto component
manufacturer” in 2005. Its customers includes all Indian Auto majors like TATA Motors,
Mahindra & Mahindra, Ashok Leyland, Force Motor India, Volvo-Eicher, Escorts Ltd,
Kirloskar Oil Engines, Indian Railways, Defence Ministry of India and many more. It exports
to international customers like Mercedes Benz, John Deere, Peugeot, Daimler Chrysler,
Volkswagen, Renault, Ford, General Motors, Daewoo, Hyundai, FIAT, Nissan Motors Spain,
Cummins, Duetz, and Lombardini USA proving prominent presence in the International
market.

Bosch’s 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.

RBIN is headquartered in Bangalore with manufacturing facilities in Bangalore, Nashik,

Naganathapura and Jaipur. All the four plants are TS 16949 and ISO 14001 certified.

26
 NET Sales and Exports

50000

45000

40000

35000

30000

Net Sales
Mi

25000
s.

lli
R

o
n

Exports

20000

15000

10000

5000

0
2001 2002 2003 2004 2005 2006 2007 2008
Year

Profit Before Tax and Profit After Tax

27
 9000

8000

7000

6000

5000
Profit before tax
Profit after tax
Mi
s.

lli
R

o
n

4000

3000

2000

1000

0
2001 2002 2003 2004 2005 2006 2007 2008
Year

28
Bosch Nashik Plant (NaP)

29
 Bosch Nashik Plant

Nashik Plant is one of the important establishments of Bosch in India since last 40
years. With the constant efforts for excellence in Quality and delivery commitments, the
plant received good acceptance by customers in Europe, USA and South East Asia. At
present the export business is about 25% of the plant output. The plant is committed to
continue its efforts for total customer satisfaction in areas of Quality, Cost and Delivery.
RBIN in Nashik is manufacturing nozzles and injectors for classical as well as Euro series.

The plant is spread on 400,000 sq m, having 4 manufacturing hangers. In addition to TS

16949, plant is also certified for ISO 14000, the internationally acknowledged certificate
for Environment protection. Plant is well equipped with latest in manufacturing,
cleanliness and proving of product performance. This has a strong back up of easily
accessible BOSCH R&D for product and manufacturing processes.

Bosch Nashik Plant

30
Products manufactured at BOSCH NaP

NaP is manufacturing nozzles, nozzle holders and injectors for classical as well as Euro
series.

Types of Nozzles:

DN nozzles: These are the Pintle type nozzles. Pintle-type nozzles have a coaxial jet and
are used in pre-combustion (IDI) chamber engines and turbulent chamber engines. The
nozzle opening pressures it between 115 and 400 bar.

Orifice Nozzles: These Orifice nozzles have several Spray orifices and are fitted on engines
with direct injection. The nozzle opening pressure is between 100 and 400 bar. These are
termed as: DL, DLL, DSLA etc. these types are orifice types of nozzles but the difference in
them is the shaft diameter and length of the collar.

Types of Nozzle Holders:

Nozzle Holders are classified according to their shaft diameter.

P – Type Nozzle Holder: its characteristic diameter is 17mm.

Modular Type: Its characteristic diameter is 21mm.

Forged Type: It is made out of forging. & have diameter 30 mm.

Types of Injectors:

 Common Rail Injectors (CRI)

 Conventional Injectors

31
Following are the pictures of the parts produced at NaP:

Common Rail Injector

Injector Body

Nozzles DN Nozzles DL Nozzles

CRI injector Nozzles DLL Conventional

components injectors

Nozzles DSLA Injectors Horn Type

Injector KCA

32
Milestones
1969 Start of Pilot Plant
1974 SOP - Nozzles and Nozzle Holders
1988 SOP - Elements and Delivery Valves
1992 ISO 9001 Certification
1996 DSLA Injectors (Euro I) : Manufacture with CKD imports
1997 QS 9000 Certification
1998 SOP - DSLA Nozzles
1999 First export to Automotive Aftermarket of Bosch
2000 DSLA nozzles: Approval up to 1800 bar pressure
2001 One Millionth DSLA Nozzle produced
2002 Fifty Millionth NHA produced
2003 ISO/TS-16949, ISO14001 certification, Lead plant status-DN nozzles
2004 Lead plant status for KCA, Sixty Millionth NHA production
2005 27% Export Vision fulfillment
2006 CRI Part production
2007 Common Rail Injector production
2008 Eighty millionth NHA produced

33
Bosch NaP Supply Chain

34
 Bosch NaP Supply Chain

Supply Chain Management:

Supply Chain Management spans all movement and storage of raw materials,
work-in-process inventory, and finished goods from point-of-origin to point-of-
consumption. It encompasses the planning and management of all activities involved in
sourcing, procurement, conversion, and logistics management activities. It also includes
coordination and collaboration with channel partners, which can be suppliers,
intermediaries, third-party service providers, and customers.

Supply Chain Management integrates supply and demand management within and across
companies.

Steps in Supply chain management:

1. Customer requirement, variety reduction involving design & marketing personnel.
2. Concept freezing
3. Prototype & approval from the customer
4. Part list finalization involving our suppliers
5. Technical discussions & explanation to suppliers (including certifications)
6. Supplier feedback
7. Price finalization
8. Submission of ISIR
9. Acceptance of 3 continuous lots without failure
10. Demand planning and forecasting including current inventory, coordinating the
demand forecast of all customers and sharing the forecast with all suppliers
11. Production scheduling for each manufacturing facility in the supply chai
12. Assembly of Child parts, Testing & Packaging
13. Change Management (if applicable)
14. Logistics

35
 15. Addressing customer complaints
16. Regular supplier Monitoring

The triggering parameter for any Supply Chain is the Business or Strategic Plan which is
evaluated at the start of the year. This Business Plan drives the entire functioning of the
Company.

Supply Chain Matrix

Business Plan

Sales & Operations

Planning

Master Production
Schedule

Material Requirement
Plan

Production Activity & Execution

Control,
Purchasing

Supply Chain Matrix

36
Demand Forecast:
In Bosch, the Business Plan is composed after getting the information about Sales forecast
from the Sales department in Bangalore. The Bosch, forecast is calculated for the next 3
years. The plants in Bosch Group are divided on many grounds. One of the bases of the
division is by location. For example, the operations in India are collectively known as
Robert Bosch India i.e. RBIN.

International Product Network:

The forecasting is done by the International Product Network (IPN) which is responsible
for preparing a Sales forecast for each of the Business areas. The IPN prepares a
consolidated list for all the demands in each product section. The IPN is in charge of
delegating the demand requirements for each business area based upon the capacity, lead
time and feasibility of that division.

VPZ:
The IPN provides a list to each of the Business areas, for example, RBIN which holds the
sales forecast for this area in the coming 3 years. The VPZ basically means Planned Sales
Volume.

TPZ:
The VPZ showcases the forecast for the Business Area. In order to get the forecast for
each plant, the VPZ is further divided into TPZ. The meaning of TPZ is the forecast volume
for each plant for the next 3 years. The TPZ is divided amongst the plants producing the
respective products according to the capacities and performances. The plant functioning
efficiently will get the maximum business. The capacity is defined in terms of TEK which
means Technical Capacity. A ratio of TEK and TPZ is taken in order to confirm if the plant is
in a position to fulfill the demand.

37
Capacity Constraints:
Each plant evaluates its own capacities against the demand forecasts. If a plant needs to
develop further capacity to accommodate the entire forecast volume then it can approach
the IPN for the same.
After dividing the VPZ, according to the capacities of the plants in that Business area, if
there are any quantities which are remaining and beyond threshold of these plants, then
they are produced by plants in other locations. This decision is taken by IPN based upon
the availability of the sister plants for that product.

Business Planning at Bosch Nashik:

Based on the TPZ values, a Business Plan is prepared for Nashik plant. The forecast
provided in TPZ is for 3 years but the official Business Plan is prepared for the immediate
year. This is prepared by ‘the Customer, Finance & Accounting department (CFA)’ at NaP.
The constituents of the Business Plan are:

 Capital Investment & Capacities:

The investment is decided by the Head-Quarters in Germany for each plant. This plant-
wise investment planning decides how much quantity can be produced for the coming
year. The capacity requirements are also evaluated by the CFA department. If any
additional machines or equipments are required by the plant then a proposal is sent to the
Head-Quarters accordingly.

 Material Cost:
Based on the forecast, an estimate is prepared to know how much material will be
consumed next year. This material cost is evaluated by the Purchase department. The
input for this calculation is the sales quantity received for the next year.

38
 Power Utilization:
One of the important factors in preparing the Business Plan is the power utilization. The
TEF department takes care of the analysis required to find out how much power will be
consumed for production of estimated sales quantity for next year. This analysis is done
based upon the history where in the power consumed for the past production is
compared. If more power is required then arrangements have to be made in advance. The
cost of power consumption is calculated accordingly.

 Man-Power Requirements:
As in case of power consumption, the man-power requirements are also derived by
looking at the historical data. The average time taken for completion of a particular task is
assessed and accordingly the man-power is allocated.

 Productivity Improvements:
In case any new plan or strategy is to be implemented for the production in the coming
year, the Management takes certain decision to achieve the target. New ideas and
schemes are implemented which needs changes in the methodology which is being
followed till recently.

The Business Plan for the next year is now proposed and the entire year is planned
accordingly.
The MPS is followed by the Business Plan which is prepared each month.

39
Illustration of Supply Chain at Bosch NaP
In order to illustrate how the Supply Chain in Bosch works, let us consider an example of
CKD.

CKD – Completely Knock Down Components:

The CKD components belong to the Common Rail Injector (CRI) product being
manufactured at Bosch NaP. The CRI consists of 110 components including Shim and
Magnet groups. The basic components are 35 in number, out of which, 5 components are
manufactured at NaP. These include Body, Valve-set and Armature Group i.e. Bolt, Guide
and Plate. Rests of the 30 parts are imported from various locations across the world.
CKD components for CRI are required by Robert Bosch Korea (RBKR). They supply to
customers like GM and Hyundai. Also, these components are used in the assembly line for
CRI manufacturing at Bosch NaP, in order to supply local customers like Mahindra &
Mahindra, Tata Motors and SPIL.
CKD Information Flow at NaP:
The lead time for CKD is 3 months. The information flow for CRI CKD components starts
with the RBKR putting in requests for their customers’ demand. A basic flowchart

40
displaying the general process is shown below:

Production Plan
prepared
Customer Demands RBKR demands for at Bosch Nashik
(GM & Hyundai) required parts according to
the requirements.

Procurement of
Production of
Dispatch to RBKR raw materials from
components
various locations.

Delivery to
customers

Information Flow - CKD

Customer Order by RBKR:

According to the demand information received from the customers, RBKR puts in a
request for CKD in the EVA software. This request order directly flows from EVA to the
Advanced Planning Optimizer tool (APO) in SAP system.
This request order is confirmed by the CLP1 team in APO. This confirmation is
automatically reflected in EVA. Upon confirmation, the MPS for CKD components including
those required for production of CR injectors for Local Customers is created in the system.
The MPS can also be put in manually depending upon the plan.

41
 Automatic order Confirmation
RBKR enters flow from EVA from CLP1
orders in to APO in SAP. in APO.
EVA.

Production plan
generated Automatic
automatically or confirmation from
entered manually in APO to EVA.
APO.

Order Sequence - CKD

42
 Customer, Planning and Logistics
(CLP)

Customer, Planning and Logistics (CLP)

Introduction to CLP
The CLP (Customer, Planning and Logistics) department, with its comprehensive functions,
works as a driving, coordinating and synchronizing force between the customers, suppliers
and production.

43
CLP’s endeavor: The right products, in right quantity and quality, at the right time and
right place.

CLP offers the customers:

 Logistic audit
 Partnership
 Direct contact with all the customers
 Lateral and competent contact person
 Customer service point
 24 Hour service

CLP offers the suppliers:

 Logistic Manual
 DV-solutions
 Foresight and realistic planning
 Partnership
 Lateral and competent person
 Coaching

The Customer, Planning and Logistics range consists of 5 sub-units:

 CLP1 – Customer Planning for (CRI+ DHK), Exports , Inland Customers
 CLP2 – Inbound Logistics , Receiving & Dispatch of Finished Goods
 CLP3 - Excise / Customs / CRI EOU Division Legal Compliance
 CLP4 - Direct Material Planning & Procurement ( Local & Import)
 CLP5 – Indirect Material Planning & Procurement ( Local & Import)

44
The primary step which is responsible for the initiation of the Supply Chain at NaP is
through receipt of the customer order. Every month, the customer orders are
consolidated by the Customer & Logistics (CLP1) department.
The responsibilities of the CLP1 department are as follows:
 Customer Planning for Exports DHK products / CRI CKD ( EOU Division)
 Customer Planning for Aftermarket ( Inland / Exports)
 Capacity co-ordination for CRI Injectors / Conventional Products across the globe
 Short / Medium / Long term forecasting
 Single point contact for all customers for NaP Location
 Meeting Customer requirements in the aspects of Delivery / Quality

The orders are accepted by the department from 1 st to 14th of every month. Customer
orders are received by the CLP1 in two ways. The Sales department in Bangalore sends a
consolidated list of required products from all over the world to the CLP1 department.
Secondly, internal customers like plants and warehouses directly place their orders
through ERP-based software called EVA.

45
 Functioning of Software Tools

Functioning of Software Tools

The three main software tools that are used at CLP are EVA, SAP [P47 and APO] and
LIWAKS.
EVA:
EVA is an ERP (Enterprise resource planning) Based Software. EVA is used to enter
customer information into the system.

46
Delivering host type information to the familiar setting of Windows, EVA takes PC-to-host
communications several steps higher by streamlining how the user works in an enterprise
environment.

EVA gives the user access to multiple host types on your enterprise network IBM
Mainframe, IBM AS/400, VAX/VMS, UNIX, or asynchronous systems via most direct,
remote, or LAN connections. From the point-and-click environment of the PC the user can
run host applications, transfer files, and integrate data into Windows programs.

EVA has two sides. The LHS is the Customer Demand Side which is used to enter the KWT
(Customer Scheduled Delivery Date) and Quantity. The RHS is the Planning side which is
used to enter the AWT (Bosch Confirmed Delivery Date) and Quantity.

EVA

SAP

SAP means System Application & Products in Data Processing. SAP is a reliable and robust
ERP system which integrates the functions of sales, planning, procurement, production,
warehouse management, plant maintenance, quality, finance, controlling, reporting etc.

47
SAP is a comprehensive Business solution. R/3 indicates Real time/3 tier architecture,
which is made up of:
1. Database Server
2. Application Server (Data Processing)
3. Presentation Server (User Interface i.e. SAP GUI)

SAP Logon Menu

Two of the main software tools used in SAP are P47 and APO

P47
P47 is the software tool which integrates the whole enterprise via various modules like
production, planning, procurement, sales & distribution, purchase, quality, accounts, HR
etc.

48
 APO

SAP Advanced Planning and Optimization (SAP APO) 

SAP Advanced Planning and Optimization (SAP APO) offers a fully integrated pallet of
functions that you use to plan and execute a supply chain processes. SAP APO supports
the following:

 Business collaboration on a strategic, tactical, and operational planning level

 Co-operation between partners at all stages of the supply chain process; from order
receipt, stock monitoring, through final shipping of the product

 Cultivation of customer and business partner relationships

 Constant optimization and evaluation of the supply chain network’s efficiency

49
 APO

LIWAKS:
Delivery performance and Call-off development Warning and Control system
(LiefererfüllungAbrufverhalten Warn- und Kontrollsystem)

The LIWAKS program was developed to have the required information available, when
meeting with a customer, to compare RB delivery performance with the customer’s own
evaluation, as well as information on the trends in call-off fluctuations.

50
 LIWAKS

Functions of LIWAKS
LIWAKS consists of 3 functions:

Delivery performance
In the Delivery Performance function, the customer’s scheduled item and the actual
dispatched item are saved into the database when the delivery note is created. Delivery
performance can be evaluated based on the customer's scheduled delivery date or the
order confirmed dispatching date within a variable period of time after the dispatch date.

Customer planning development

This function saves all customer changes of call-offs and changes to scheduled deliveries in
the database. The customer call-offs are placed together with an RB part number in a
table. This juxtaposition can be called up in a variable time slot. The time slot is defined by
the transmission date of the call-off and the customer's scheduled delivery date or the
order dispatching date.

51
Customer planning indicator
The customer planning indicator application enables a quick indexed overview of the
trends for selected part number and customers over a period of six months to twelve
weeks. The result is displayed graphically.

Tolerance Factor (Parameter)

A delivery performance is evaluated differently from customer to customer. LIWAKS offers
the possibility to customer specific parameter.

The maximum permissible deviation of the delivery quantity (in %) and the delivery date (in
number of days) compared to original customer data can be defined per customer no. and
supplier plant.
Within deviation limits, a delivery will be evaluated as fulfillment.

Rule for Evaluating Delivery Performance

Customer demand quantity = Shipping Quantity Fulfilled

Customer Demand date = Shipping Date delivery Items

Delivery Performance in % = Σ Fulfilled Delivery Items (In accordance with KWT or AWT)

Σ All Delivery Items

52
Data flow
Following is a flowchart showing the Data flow among the software tools:

P47 L
EVA I
W
APO A
K
S

Notes:
 LIWAKS takes all the data from EVA only.
 Flow of Customer order to APO from EVA is via P47, emfor transaction is used to trigger
the orders if they stuck somewhere in system.
 Supplier confirmation is inputted in APO and flows in EVA to Customer.

53
Customer Delivery Performance
Improvement

54
 Customer Delivery performance improvement of CRI and
Nozzle Holder Assembly
Overview
There are a number of suppliers available in market. A customer will always divert to one
which satisfies him the most in terms of quality & price. In this competitive market it is
must for organizations to judge where they stand and how they can improve. For any
organization customer is the most important factor. LIWAKS is a tool which by its own
procedure and with customer allowed tolerances measure the delivery performance. This
gives us a clear idea of the level of satisfaction of customer and also highlights the
problems. With the help of this, potential for improvement can be spotted accurately

Objective of the project

The main objective of my project was to monitor and improve the customer delivery
performance of 14 Original Equipment parts (4 common rail injector and 10 nozzle holder
assembly parts). These parts have a very high dispatch frequency and therefore it is very
important to improve their delivery performance.

55
Common Rail Injector Parts
Objective: Delivery performance improvement of four CRI parts- Part nos. 0445.110.260,
0445.110.310, 0445.110.316, 0445.110331

Details:
The four runner CRI parts were chosen and their delivery performance was monitored.
These parts are very important and have a very high dispatch frequency.
Part no. Customer no. Customer Name and Location Dispatch Frequency
0445.110.26 Mahindra and Mahindra Twice a week ; approx.
0 208181 Igatpuri 1500/dispatch

0445.110.31 Mahindra and Mahindra Twice a week ; approx.

0 208181 Igatpuri 1500/dispatch

0445.110.31 Mahindra and Mahindra Twice a week ; approx.

0 208465 Chakan 1500/dispatch

0445.110.31 Daily ; approx.

6 208385 SPIL 2400/dispatch

0445.110.33 Alternate days ; approx.

1 208446 FIAT 2660/dispatch

Customer Delivery Fulfillment Report (April-May 2010)

Part no
Date Delivery Fulfillment 445110260 445110310 445110310 445110316 445110331 Total

56
 With Parameters 6.06% 16.70% 100.00% 0.00% 100.00% 37.32%
19-Apr-10 Without Parameters 0.00% 0.00% 100.00% 0.00% 100.00% 29.58%
With Parameters 27.91% 15.00% 100.00% 0.00% 100.00% 41.61%
20-Apr-10 Without Parameters 0.00% 0.00% 100.00% 0.00% 100.00% 28.57%
24.00% 14.29% 100.00% 40.00% 100.00%
With Parameters 43.58%
0.00% 100.00% 6.67% 100.00%
21-Apr-10 Without Parameters 0.00% 14.20%
With Parameters 22.64% 18.57% 100.00% 28.57% 100.00% 43.50%
22-Apr-10 Without Parameters 0.00% 1.43% 100.00% 4.76% 100.00% 29.00%
With Parameters 22.64% 18.67% 100.00% 22.22% 100.00% 44.09%
23-Apr-10 Without Parameters 0.00% 2.67% 100.00% 3.70% 100.00% 30.91%
22.64% 14.67% 100.00% 22.22% 100.00%
With Parameters 42.99%
0.00% 2.67% 100.00% 3.70% 100.00%
24-Apr-10 Without Parameters 31.22%
22.64% 13.92% 100.00% 14.29% 100.00% 41.06%
With Parameters
0.00% 2.53% 100.00% 2.38% 100.00%
26-Apr-10 Without Parameters 30.22%
22.64% 12.36% 100.00% 12.00% 100.00% 39.41%
With Parameters
0.00% 2.25% 100.00% 2.00% 100.00%
27-Apr-10 Without Parameters 29.37%
6.06% 16.07% 100.00% 83.33% 100.00% 39.35%
With Parameters
0.00% 0.00% 100.00% 0.00% 100.00%
28-Apr-10 Without Parameters 29.60%
22.22% 11.00% 100.00% 10.00% 100.00%
With Parameters 37.07%
0.00% 2.00% 100.00% 1.67% 100.00%
29-Apr-10 Without Parameters 27.89%
0.00%
With Parameters 66.67% 100.00% 55.00%
0.00%
3-May-10 Without Parameters N/A N/A 0.00% 100.00% 20.00%
0.00%
With Parameters 53.85% 100.00% 38.71%
0.00%
4-May-10 Without Parameters N/A N/A 7.69% 100.00% 16.13%
With Parameters 0.00% 87.50% 53.33% 100.00% 57.69%
6-May-10 Without Parameters 0.00% 0.00% N/A 13.33% 100.00% 15.38%
With Parameters 0.00% 77.78% 64.00% 100.00% 63.38%
7-May-10 Without Parameters 0.00% 0.00% N/A 36.00% 100.00% 30.99%
With Parameters 0.00% 77.78% 64.00% 100.00% 63.38%
8-May-10 Without Parameters 0.00% 0.00% N/A 36.00% 100.00% 30.99%
With Parameters 0.00% 84.00% 47.50% 100.00% 55.65%
11-May-10 Without Parameters 0.00% 28.00% N/A 30.00% 100.00% 37.39%
With Parameters 0.00% 84.00% 47.50% 100.00% 55.65%
12-May-10 Without Parameters 0.00% 28.00% N/A 30.00% 100.00% 37.39%
With Parameters 0.00% 60.00% 51.72% 77.42% 46.88%
14-May-10 Without Parameters 0.00% 0.00% N/A 39.66% 77.42% 33.75%
With Parameters 0.00% 60.00% 58.62% 77.42% 49.38%
15-May-10 Without Parameters 0.00% 20.00% N/A 39.66% 77.42% 33.75%
With Parameters 7.50% 43.75% 100.00% 58.46% 77.42% 48.69%
17-May-10 Without Parameters 0.00% 14.58% 100.00% 41.54% 77.42% 34.03%
With Parameters 7.50% 43.75% 100.00% 64.00% 66.67% 50.00%
19-May-10 Without Parameters 0.00% 14.58% 100.00% 43.99% 66.67% 36.41%
With Parameters 5.45% 43.75% 100.00% 60.87% 66.67% 47.60%
22-May-10 Without Parameters 0.00% 14.58% 100.00% 48.91% 66.67% 36.40%
With Parameters 5.45% 38.18% 100.00% 62.89% 69.23% 48.12%
24-May-10 Without Parameters 0.00% 12.73% 100.00% 46.39% 69.23% 35.71%

Delivery Performance Fulfillment Graph (April-May 2010)

57
 100% With Parameters
Decre as e in de livery Increa s e in delive ry
pe rforma nce of Without Parameters
90% pe rforma nce of
0445110331 0445110331, 0445110310
dis pa tch s ta rte d for the
80% month of Ma y
Decre as e in de livery pe rforma nce of
70% Increa s e in de live ry 0445110331
Delivery Fulfillment

pe rforma nce of
0445110331
60%

50%

40%

30%

Increa s e in delive ry pe rforma nce

20% of 0445110331

10% Incre a s e in de live ry pe rforma nce

of 0445110316
0%
20- 21- 22- 23- 24- 26- 27- 28- 29- 3- 4- 6- 7- 8- 11- 12- 14- 15- 17- 19- 22- 24-
Apr- Apr- Apr- Apr- Apr- Apr- Apr- Apr- Apr- May- May- May- May- May- May- May- May- May- May- May- May- May-
10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10

Date

Problems:
The problems were mainly occurring in part no. 445.110.316. In the beginning the details
for this part were not being displayed in LIWAKS. It was observed that the details for 316
were not flowing from EVA and LIWAKS. Further, the order was not being shown in request
line in APO. The scheduling assignment was not getting processed in the system. Also, the
orders for this part were now flowing from EVA to APO.
445.110.310 and 445.110.331 data was also not flowing properly in APO. Another problem
was that 310 was showing 100% fulfillment no matter what the actual fulfillment
percentage was.

Solution:

58
We analyzed the master data. Upon analysis we discovered that there were problems with
the master data in EVA. The data had not been updated and also there were some errors
in the data in some places.
To solve this problem, we updated the master data in EVA. We found that old schedule
agreements were open with junk orders so we cleaned them up and closed them. By
triggering the I-DOC generated we managed to establish proper information flow for the
parts.

Value Stream for CRI

The following are the goals that were set for 2010 based on the project.

90% Fulfillment
(With Parameters) Deadline: October 2010

70 % Fulfillment Deadline: August 2010

(With Parameters)

35.86% Fulfillment Delivery Fulfillment

(With Parameters) Percentage for April

PDCA for CRI

59
PDCA 100 Tre nd
90
80
Targ e t LIWAKS OE _IN PERFORMANCE Month 70
60
Are a NaP Apr-10 50
39.3 48.7 32.762
40
Pro c e e ding : % 36.88 24.17
30 21.33
Ave ra ge : 2009 36.88 20 30.31

April a ve ra ge 30.31 10
2009 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2010
Ma y a ve ra ge 48.70
2010 Ta rge t 80.00
2010
Contribution to
Nr. Ma jor a ctions pla nne d Re s pons ibility obje ctive T-EUR
S tatus
Jan Fe b Mar Apr May Jun Jul Aug Sep Oc t No v De c

1 Correction of master data in EVA and APO CLP5 30%

2 Maintain actual calloffs dates in EVA and APO. CLP5 20%

3 Ensure that flow from EVA to APO is proper. CLP5 20%

Check whether the customer tolerance parameter for

4 CLP5 10%
each customer is set properly.

Check the flow in EVA is as per calloffs and tolerance

5 parameters CLP5 20%

Dis tribution list : Re s p….. Lo: Na P /CLP Ove rall s tatus :

Le g e nd : S hould Sta rt Ac tual Sta rte d S tatus :

End Ende d Gre e n In ta rge t
Mile s tone Compl. Mile s tone Ye llow Upto 10,0% unde r ta rge t
Re a liza tion Re a lize d Re d >10% unde r ta rge t

60
 Nozzle Holder Assembly
Objective
Delivery performance improvement of ten Nozzle Holder Assembly parts– part no.
F002C7Z103, F002C7Z112, F002C7Z140, F002C7Z142, F002C7Z207, F002C8Z852,
F002C8Z859, F002C8Z864, F002C8Z880, F002C8Z885.

Details:
Part no. Customer no. Customer Name and Location Dispatch Frequency
F002C7Z103 208387 Mahindra and Mahindra TD, Kandivli Approx. 960 Parts/ Day
F002C7Z112 208299 Greaves Ltd., Ranipet Approx. 960 Parts/ Day
F002C7Z140 208313 Ashok Leyland, Hosur Approx. 960 Parts/ Day
F002C7Z142 208387 Mahindra and Mahindra TD Approx. 960 Parts/ Day
F002C7Z207 208203 Simpsons Ltd., Annasalai Approx. 960 Parts/ Day
F002C8Z852 208210 T M L, Pune Approx. 960 Parts/ Day
F002C8Z859 208210 T M L, Pune Approx. 960 Parts/ Day
F002C8Z864 208189 TATA Cummins Ltd. (TCL) Approx. 960 Parts/ Day
F002C8Z880 208189 TATA Cummins Ltd. (TCL) Approx. 960 Parts/ Day
Mahindra and Mahindra Automobiles
F002C8Z885 208368 Division, Kandivli Approx. 960 Parts/ Day

Customer Delivery Fulfillment Report (April-May 2010)

Tot

Date Delivery Fulfillment

al

Part no

61
 F002C7Z103

F002C7Z112

F002C7Z140

F002C7Z142

F002C7Z207

F002C8Z852

F002C8Z859

F002C8Z864

F002C8Z880

F002C8Z885
0.00% 33.33% 31.25% 60.00% 0.00% 0.00% 0.00% 52.94 50.00% 73.33% 35.86%
With Parameters %
0.00% 8.33% 0.00% 30.00% 0.00% 0.00% 0.00% 41.18 8.33% 30.00%
20-Apr Without Parameters % 14.48%
0.00% 37.50% 23.81% 42.86% 0.00% 5.00% 0.00% 57.14 56.25% 59.46%
With Parameters % 34.25%
0.00% 6.25% 0.00% 21.43% 0.00% 5.00% 0.00% 33.33 25.00% 24.32%
23-Apr Without Parameters % 14.28%
0.00% 37.50% 23.81% 42.86% 0.00% 5.00% 0.00% 57.14 56.25% 59.46%
With Parameters % 34.59%
0.00% 6.25% 0.00% 21.43% 0.00% 5.00% 0.00% 33.33 25.00% 24.32%
24-Apr Without Parameters % 14.30%
33.33% 35.29% 30.43% 42.86% 0.00% 4.55% 0.00% 52.17 50.00% 53.66%
With Parameters % 33.66%
0.00% 5.88% 0.00% 21.43% 0.00% 4.55% 0.00% 30.43 22.22% 21.95%
26-Apr Without Parameters % 14.46%
0.00% 33.33% 31.25% 60.00% 0.00% 0.00% 0.00% 52.94 50.00% 73.33%
With Parameters % 36.11%
0.00% 8.33% 0.00% 30.00% 0.00% 0.00% 0.00% 41.18 8.33% 30.00%
27-Apr Without Parameters % 14.58%
14.29% 35.00% 25.93% 42.86% 4.55% 8.00% 4.76% 53.85 45.00% 48.89%
With Parameters % 31.14%
0.00% 5.00% 0.00% 21.43% 0.00% 4.00% 0.00% 26.92 20.00% 20.00%
28-Apr Without Parameters % 10.96%
11.11% 35.00% 25.93% 42.86% 4.55% 11.54% 4.76% 53.85 45.00% 46.81%
With Parameters % 31.20%
0.00% 5.00% 0.00% 21.43% 0.00% 3.85% 0.00% 26.92 20.00% 19.15% 10.20%
29-Apr Without Parameters %
100.00% 100.00 0.00% 100.00 0.00% 100.00 0.00% 0.00% 100.00% 0.00%
With Parameters % % % 50.00%
0.00% 0.00% 0.00% 100.00 0.00% 0.00% 0.00% 0.00% 100.00% 0.00%
3-May Without Parameters % 20.00%
100.00 50.00% 50.00% 0.00% 50.00% 50.00 50.00% 100.00%
With Parameters % % 55.56%
0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 33.33%
4-May Without Parameters N/A N/A 5.56%
66.67% 20.00% 66.67% 0.00% 40.00% 25.00 33.33% 83.33%
With Parameters % 43.75%
0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 16.67%
6-May Without Parameters N/A N/A 3.13%
40.00
With Parameters 100.00% 66.67% 16.47% 0.00% 60.00% 0.00% 40.00% % 25.00% 85.71% 43.90%
7-May Without Parameters 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 14.29% 2.44%
75.00% 16.67% 50.00% 0.00% 33.33 20.00% 85.71%
With Parameters 100.00% 0.00% 40.00% % 41.30%
0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 14.29%
8-May Without Parameters 0.00% 0.00% 0.00% 2.17%
42.86% 16.67% 55.56% 0.00% 33.33 12.50% 61.54%
With Parameters 100.00% 0.00% 42.86% % 35.71%
11-
0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 7.69%
May Without Parameters 0.00% 0.00% 0.00% 1.43%
50.00% 28.57% 60.00% 100.00 40.00 22.22% 66.67%
With Parameters 100.00% 0.00% % 42.86% % 43.04%
12- 12.50% 14.29% 10.00% 0.00% 10.00 11.11% 20.00%
May Without Parameters 0.00% 0.00% 0.00% % 10.13%
44.44% 44.44% 63.64% 25.00% 50.00 27.27% 70.00%
With Parameters 100.00% 0.00% 54.55% % 50.00%
14- 11.11% 33.33% 9.09% 8.33% 16.67 9.09% 20.00%
May Without Parameters 0.00% 0.00% 18.18% % 15.31%
54.55% 53.85 30.77% 66.67%
With Parameters 100.00% 50.00% 50.00% 0.00% 100.00% 63.64% % 52.29%
15- 18.18% 15.38 15.38% 20.83%
May Without Parameters 0.00% 20.00% 40.00% 0.00% 0.00% 9.09% % 17.43%
45.45% 50.00% 66.67% 30.77% 46.67 28.57% 62.96%
With Parameters 50.00% 33.33% 50.00% % 48.76%
17- 18.18% 33.33% 8.33% 7.69% 13.33 14.29% 18.52%
May Without Parameters 0.00% 0.00% 16.67% % 15.70%
53.85% 50.00% 57.14% 35.71% 55.56 29.41% 62.07%
With Parameters 33.33% 20.00% 42.86% % 48.23%
19- 15.38% 28.57% 7.14% 7.14% 11.11 11.76% 17.24%
May Without Parameters 0.00% 0.00% 14.29% % 13.48%
50.00% 47.06% 50.00% 41.18% 52.17 38.10% 60.61%
22- With Parameters 16.67% 20.00% 41.18% 46.78%

62
 %
12.50% 23.53% 6.25% 5.88% 8.70% 9.52% 18.18%
May Without Parameters 0.00% 0.00% 11.76% 11.70%

Delivery Performance Fulfillment Graph (April-May 2010)

With Parameters
100% Without Parameters
Incre a s e in de live ry pe rforma nce of a ll 10 pa rts
Incre a s e in de live ry pe rforma nce of
90% F002C7Z112, F002C7Z140,
F002C7Z207, F002C8Z852, F002C8Z864

De cre a s e in de live ry
80%
pe rforma nce of De cre a s e in de live ry pe rforma nce of
F002C7Z140, F002C7Z112,F002C7Z140, F002C8Z859,
F002C7Z142, F002C8Z864, F002C8Z880, F002C8Z885
70%
Delivery Fulfillment

F002C7Z880,
F002C7Z885
60%

50%

40%
De cre a s e in de live ry
P e rformance of
Incre a s e in de live ry P e rformance of
30% Incre a s e in de live ry F002C7Z42,
F002C7Z112, F002C8Z852 F002C8Z880
P e rformance of F002C8Z880
F002C7Z142,
20% F002C8Z880

10%

0%
20- 23- 24- 26- 27- 28- 29- 3-May- 4-May- 6-May- 7-May- 8-May- 11- 12- 14- 15- 17- 19-
Apr-10 Apr-10 Apr-10 Apr-10 Apr-10 Apr-10 Apr-10 10 10 10 10 10 May- May- May- May- May- May-
10 10 10 10 10 10
Date

Problems with the parts:

The values were getting displayed in the customer demand column EVA, but not in the customer
request row in APO. There was an I-doc error occurring in many cases.
The values in the planning column were initially not matching the values in the confirmation row
in SAP in some cases. The parts were initially showing an overall low delivery performance
fulfillment.
Solution to the problems:

63
The master data in EVA was updated regularly. The old schedule agreements cleaned and
closed. By triggering the IDOC generated we managed to establish proper information
flow for the parts.

Value Stream for Nozzle Holder Assembly

80% Fulfillment
(With Parameters) Deadline: October 2010

60 % Fulfillment Deadline: August 2010

(With Parameters)

35.86% Fulfillment Delivery Fulfillment

(With Parameters) Percentage for April

PDCA for Nozzle Holder Assembly

PDCA 100 Tre nd
90
80
Targ e t LIWAKS OE _IN PERFORMANCE Month 70
60
Are a NaP Apr-10 50
39.3
40 48.7 32.762
Proc e eding : % 36.88 24.17
30 21.33
Avera ge : 2009 36.88 20 30.31

April a ve ra ge 30.31 10
2009 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2010
May ave ra ge 48.70
2010 Target 80.00
2010
Contribution to
Nr. Major actions pla nne d Re s pons ibility obje ctive T-EUR
S tatus
Jan Fe b Mar Apr May Jun Jul Aug Sep Oc t No v De c

1 Correction of master data in EVA and APO CLP5 30%

2 Maintain actual calloffs dates in EVA and APO. CLP5 20%

3 Ensure that flow from EVA to APO is proper. CLP5 20%

Check whether the customer tolerance parameter for

4 CLP5 10%
each customer is set properly.

Check the flow in EVA is as per calloffs and tolerance

5 parameters CLP5 20%

Dis tribution lis t : Res p….. Lo: Na P/CLP Overall s tatus :

64
Le ge nd : S hould S ta rt Actual Started S tatus :
End Ende d Gre en In ta rge t
Miles tone Compl. Miles tone Ye llow Upto 10,0% under ta rget
Re aliza tion Rea lize d Red >10% unde r target
Checklist for software tools
One of the most important factors in the process of improving delivery performance is to
have accurate information about the delivery performance of the parts. This is necessary
so that the problems and the potential for improvement can be spotted accurately
In all software tools certain factors have to be checked in order to get accurate data. They
are shown below:

Checklist:
• Price
Data Checklist:
• Mast • Dates Checklist:
• Custome • Tolerance
r Master • Part no.
P47 • Order established
• Customer
EVA L
no. established
• Packing
index/ Warehouse
I Index (i.e. Lager
APO WA
index)

Checklist: K
Checking flow of
information S
Only one agreement per
customer
Master Data

65
Summary

Starting Situation

The information displayed in LIWAKS was not accurate. The delivery performance was
poor and needed to be increased. A team was formed for LIWAKS implementation and
increasing customer delivery performance using LIWAKS in which I joined as a member.

Observations

We started with 14 parts and found that few of them had no flow of information and
some of them were giving 100% delivery performance in spite of failing. Almost all the
parts schedule and confirmation in EVA were out of order. The tool was not implemented
completely.

Steps Taken

We updated the master data in EVA, we found that old schedule agreements were open
with junk orders so we cleaned them up and closed them. By triggering the I-DOC
generated we managed to establish proper information flow for the parts.

Current Situation

66
All the parts have accurate flow. LIWAKS calculation has become more realistic. Now the
focus is purely on improving the performance and making the concerned department
(production, stores, quality etc.) aware of the effects on LIWAKS by their working. The
Performance is about 50% now and the team is also looking forward to implement it to
its Bangalore & Jaipur plant.

Recommendations and Suggestions

67
 Recommendations and Suggestions
Keeping in view the study made of the Original Equipment delivery performance for the
pilot part nos. in LIWAKS, following recommendations and suggestions could be offered:

Recommendations for improving delivery performance

1. Correct the master data in EVA and APO
2. Maintain actual call offs dates in EVA and APO.
3. Ensure that flow from EVA to APO is proper.
4. Check whether the customer tolerance parameter for each customer is set
properly.
5. Check the flow in EVA is as per call offs and tolerance parameters

Recommendations for Sustaining improved delivery performance

1. Maintain Close Customer Coordination
2. Update EVA Data regularly
3. Get the customer requirements and plans in advance

Future Outlook

1. Checking delivery performance of suppliers and rate them accordingly:

We currently measure ourselves to customer, in same manner we can judge our
suppliers, and how are they performing with us
2. Customer interface to EVA:

68
Currently we are manually inputting the schedule given by customer, by using the
some electronic interface, Customer can directly input the schedule in EVA

Glossary

69
Abbreviations:
RBIN
Robert Bosch India
RBKR
Robert Bosch Korea
OE
Original Equipment
CRI
Common Rail Injector
CKD
Completely Knocked Down Components
VPZ
Planned Sales Volume
LIWAKS
Supply fulfillment /call-off pattern warning and monitoring system
EDL
Third party logistics provider (esp. Warehouse)
CWC
Central Warehouse Corporation
APO
Advanced Planning Optimizer tool (APO)
TEK
Technical Capacity

70
IPN
International Product Network
KWT
Customer scheduled date
AWT
BOSCH Confirmed delivery date

Bibliography
BOSCH Intranet
BOSCH Annual Reports
BOSCH India Annual Reports
BOSCH Nashik CLP Database

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