MICO

BOSCH

AN INTERNSHIP PROJECT REPORT ON

MICO
BOSCH Group
Leadership through innovation and technology

MOTOR INDUSTRY COMPANY LTD, (MICO)

A project report submitted in partial fulfillment of the requirements for the awards of the degree of

MASTERS OF BUSINESS ADMINISTARTION To BANGALORE UNIVERSITY, BANGALORE By:

S.PRIYA
Under the guidance of External Guide: Mr. V Babu Assistant manager, MICO Internal Guide: Mr. Ram Gopal Prof. MPBIM

M.P.BIRLA INSTITUTE OF MANAGEMENT BANGALORE 2005-07

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DECLARATION

I here by declare that INTERNSHIP TRAINING REPORT and the project report on the topic COMPETENCY MAPPING is a record of the independent work carried out by me under the supervision and guidance of Mr. V Babu, submitted in partial fulfillment of the requirement of the degree of MASTERS OF BUSINESS ADMINISTRATION (MBA) to Bangalore University.

This report has not been previously submitted for the award of any diploma/degree to any university/institution.

Place: Bangalore

Date: (S. PRIYA)

Signature S. Priya (Student)

Signature Mr. Ram Gopal (Project guide)

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ACKNOWLEDGEMENT At the outset, I would like to express my deep sense of gratitude and sincere thanks to Dr. Mallavali, Principal, M.P.BIRLA INSTITUTE OF MANAGEMENT for providing an opportunity to discover the corporate world, from a close perspective.

I take this opportunity to extend my sincere gratitude to Ms. Pallavi Shastri, deputy manager, HRM MICO for giving me an opportunity to undertake internship training and the project on the topic Competency Mapping in her esteemed organization.

I extend my sincere gratitude to Mr.V.Babu, Assistant manager, HRM MICO and to all the members of ORG3 for the directions, suggestions and information provided which were of utmost importance for the successful completion of the project.

I would also like to express my heartfelt wishes to MICO, for making these 2 months a stepping-stone for my career. I convey my gratitude to all the staff members of ORG department for their kind cooperation through out my project.

Finally, I thank my dearest parents and friends for their continued support.

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PRINCIPALS CERTIFICATE

This is to certify that the organization study on MICO BOSCH and a project report on Competency Mapping has been prepared by Ms. S PRIYA bearing the registration no. 05XQCM6074 under the guidance and supervision of Mr. Ram Gopal, professor, MPBIM, Bangalore

PLACE: Bangalore DATE:

Dr. N S Mallavali (Principal)

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GUIDES CERTIFICATE

This is to certify that the organization study on MICO BOSCH and a project report on Competency Mapping prepared by Ms. S PRIYA bearing the registration no. 05XQCM6074 is a bonafide work done, carried under my guidance and supervision during the academic year 2005-07 in partial requirement for the award of MBA degree by Bangalore University. To the best of my knowledge this report has not formed the basis for the award of any other degree

PLACE: Bangalore DATE:

Mr. Ram Gopal (Professor)

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EXECUTIVE SUMMARY

Motor Industries Company Ltd. today stands as one of the worlds largest manufacturer of diesel fuel injection equipment. Access to international technology of Bosch, with a conscious commitment to quality of its more than 9500 employees has made MICO a company to be reckoned with in the entire automotive industry.

In the first part of this project, a thorough study on this organization has been made. Efforts have been undertaken to understand the vision, mission and objectives of organization along with learning about different departments and their functions.

In the second part of this project, the objective has been to develop a competency matrix for the various departments of MICO BOSCH. This was done in order to meet the requirements of ISO 9000/TS 16949 standards.

The study was conducted in two pilot areas- International Purchase India (IPI) department and Engineering Applications- R&D (EAP) Department.

The research being exploratory in nature, the data was collected based on the interviews with respondents, log book entries, expert panel discussions with top management executives who were well aware of the job and survey method (questionnaire booklet for EAP dept), and self behavior assessment

questionnaire for purchase dept.

The ratings were summarized, graphs were prepared and the averages were found out to arrive at the competencies required for the particular role/position and training needs identification.

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CONTENTS Particulars

Declaration Certificate (from organization) Certificate (from college) Acknowledgement Executive Summary

PART - A: ORGANIZATION STUDY

1. INTRODUCTION

1.1 1.2 1.3 1.4 1.5

Mission Vision Company goal Quality Certifications Overview of the company

2. INDUSTRY PROFILE

2.1 2.2 2.3 2.4

Introduction of Automobile Industry Facts Indian Automobile Sector Indian Industry Performance Market structure of the Industry

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MICO 3. COMPANY PROFILE

BOSCH

3.1 3.2 3.3 3.4 3.5 3.6

History and Milestones of the Company History of BOSCH Group Shared Values Strategies of the Company Key Result Areas and Activities of MICO-BOSCH Special Features of Company

4. PRODUCT PROFILE

4.1 4.2 4.3 4.4 4.5 4.6 4.7

Diesel Fuel Injection equipment Spark Plugs Auto-Electrical Automotive Accessories Industrial Equipment Packaging Machines Electric Power Tools

5. ORGANIZATION STRUCTURE

5.1 5.2 5.3 5.4 5.5 5.6 5.7 5.8

Levels in the company Organization Structure Range code with description Board of directors Man Power Planning Financial Statement Leadership Style Culture at the company

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BOSCH

6.1 6.2 6.3 6.4 6.5 6.6 6.7 6.8 6.9 6.10 6.11 6.12 6.13 6.14 6.15

Marketing department Production department Finance department Purchase department Research and development department Corporate department Plant engineering and maintenance Quality department Environmental protection department Planning department Corporate logistics and purchase Human resource development Information system department Legal counsel Exports department

7. SWOT ANALYSIS

8. SUGGESTIONS/RECOMMENDATIONS

9. BIBLIOGRAPHY

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MICO PART B: - COMPETENCY MAPPING for MICO BOSCH

BOSCH

1. INTRODUCTION

2. DESIGN OF THE STUDY a. Topic of the study b. Objectives of the study c. Scope of the study d. Operational definitions of concepts e. Methodology f. Sampling Plan g. Tools and techniques for collection of data h. Plan of analysis i. Limitations of study

3. ANALYSIS OF DATA

4. FINDINGS, CONCLUSION AND SUGGESTIONS.

5. BIBLIOGRAPHY

6. ANNEXURE

Annexure 1: Log Book

Annexure 2: Self- Behavior Assessment Questionnaire for IPI Dept.

Annexure 3: Expert Panel Rating Book.

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BOSCH

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MICO INTRODUCTION

BOSCH

1.1 MISSION: To delight the Customers through World-class products as well as a nationwide network of dedicated sales and service outlets. Its All-India network is well equipped to provide quick solutions, backed by mobile service workshops, excellent training in maintenance and availability of genuine spares

1.2 VISION: We, the employees of MICO-BOSCH, are motivated, informed, and creative and open minded. Our aim is to delight our Customers through World-class Products, Services and Solutions. Continuous improvement is our way of life and we will work professionally to Succeed.

1.3 COMPANY GOAL: At MICO, the Quality of the products and services tops all activities. Companys quality goal is always Zero defects or 100% Quality. This also applies to the quality of the work carried out in the Companys name by Companys trading partners and in their sales and service organizations. MICOs quest for quality has achieved the most prestigious quality certification for its manufacturing facilities. MICOs Bangalore, Nashik, Naganathapura and Jaipur plants are ISO/TS 16949 certified. The Machine Building, Packaging Machines, Power Tools and Car Audio Systems are covered under ISO 9001:2000. BeQIK is at the core of the Continuous Improvement Programme (CIP) at MICO. Designed by Bosch, this is our guideline as we endeavor to foster higher standards of QUALITY, INNOVATION and KEEPING CUSTOMER SATISFIED.

1.4 QUALITY CERTIFICATIONS MICO was awarded the QS 9000 certificate in 1997 for its 3 plants at Bangalore, Nashik and Naganathapura, and in 2000 for the Jaipur plant. With these certifications, the quality system for the complete range of its automotive

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products conforms to QS 9000 standards. MICO was also the first company in India to get this certificate, in 1997, for Diesel Fuel Injection Equipment, Spark Plugs, Auto Electricals and Glow Equipment. It is also the largest company in terms of turn over and the number of employees to achieve this distinction.

1.5 OVERVIEW OF THE COMPANY Founded in 1951, Motor Industries Company Ltd.(MICO), a group member of the Bosch Group, is a pioneer and acknowledged leader in DIESEL INJECTION EQUIPMENT AND SPARK PLUGS. Access to state of art technologies from Bosch and the zealous commitment to quality, had made MICO the countrys largest manufacturer of diesel fuel injection equipment and one among the largest in the world. In addition, MICO manufactures industrial equipment, autoelectrical, hydraulics for industrial and tractor applications, electric power tools, packaging machines and BLAUPUNKT car multi media systems. MICO enjoys monopoly in many of its projects, as it is in auto mobile ancillary industries. Its main clients are TELCO, ASHOK LEYLAND, MARUTHI UDYOG LTD AND MAHINDRA AND MAHINDRA. With its head office in Bangalore and high tech manufacturing facilities in its branches in Naganathapura (near Bangalore), Nashik and Jaipur, MICO manufactures diverse products.MICO has 800 outlets both in service and sales and have a firm and well established networks. Today MICO is the THIRD largest manufacturing centre outside Germany of the Bosch Group. BOSCH is one of the leading automotive companies in the world.MICO is the BOSCH in India(representative of Bosch products).MICO has 85%market share and its only competitors LUCAS and TVS.

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INDUSTRY PROFILE 2.1. INTRODUCTION Automobile Industry in India is still in its infancy but growing in a rapid pace. The opportunities in Automobile industry in India are attracting Big names with big purse and they are investing vigorously in infrastructure, design and development and marketing. Automobile industry in India is today poised for big leap. it contributes 17% of the total indirect taxes collected by the exchequer and is a driver of product and process technologies, and has become a excellent manufacturing base for global players because of its High machine tool capabilities. Extremely capable component industry. Most of the raw materials locally produced. Low cost manufacturing base. Highly skilled manpower. Special capability in supplying a large volume of automotive products.

2.2. FACTS-INDIAN AUTOMOBILE SECTOR India is the second largest two-wheeler manufacturer in the world. Second largest manufacturer in the world. Fifth largest commercial manufacturer in the world. Third largest car market in Asia, surpassing china in the progress.

2.3 INDIAN INDUSTRY PERFORMANCE: Key players in the industry Investments Output Exports

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MICO 2.4 MARKET STRUCTURE OF THE INDUSTRY:

BOSCH

Auto component manufactures supply to two kinds of buyers i.e., Original Equipment manufacturers (OEM) and the Replacement Market. At present Replacement Market forms around 65%of demand.OEMs account approximately 25%of the demand and exports accounts for the balance 10%.The replacement market structure on the basis of the product life and contribution of replacement sales to total sales. The replacement market in India is serviced by 5000 odd Small Scale Industry (SSI) auto component manufacturers and to a small extent organized by sector players. The replacement market is also serviced by reconditions, which buy worn out parts, recondition them and then sell at a very low price compared to new product. Sales of auto components are carried out through dealer network of components, authorized vehicles dealers and retailers. for

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MICO COMPANY PROFILE

BOSCH

3.1 HISTORY AND MILESTONES OF MOTOR INDUSTRIES CO.LTD

1951 1953 1954

Bangalore Plant of the company Construction of the first factory building at Bangalore Manufacture of spark plugs, single-cylinder diesel fuel injection pumps and nozzle holders

1955

Establishment manufacture of multi-cylinder diesel fuel injection pumps

1956 1972 1974 1981 1986 1989 1990 1991

Manufacture of elements and delivery valves Manufacture of nozzles and nozzle holders at Nashik Pilot Plant Production begins at Nashik Plant Manufacture of special purpose machines and tools. Manufacture of VE distributor pumps Manufacture of hydraulic products and auto-electrical Naganathapura plant inaugurated MICO becomes the Bosch Global Development Centre for single Cylinder diesel fuel injection pumps. MICO represents Bosch for important automotive after market products, Automotive workshop test equipment and hydraulics and pneumatics.

1992

Marketing of automotive accessories ISO 9001 Certification for all three plants

1993 1994 1995

Manufacture of Bosch electric power tools Manufacture of packaging machines MICO becomes the Bosch Global Development center for a range of Multi-cylinder diesel fuel injection pumps.

1996 1997

Blaupunkt car audio systems launched. QS 9000 Certification for Bangalore,Nashik and Naganathapura

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MICO Plants 1998 1999 20 millionth Single cylinder pump produced Jaipur Plant inaugurated. Manufacture of Blaupunkt car audio systems in India 2000 2001 MICO Application Center (mac) inaugurated

BOSCH

MICO, Bangalore has been adjudged as All-India Best Establishment for the 25th time. Naganathapura Plant manufactured one-millionth auto-electrical unit 50000 VE pumps produced at Jaipur Plant. QS 9000 Certification for Jaipur Plant

2002

25 millionth single cylinder pumps produced. Launch of indigenously developed marble and granite cutter. Launch of first Bosch Car Service outlet. MICO enters into Communication, Security and Imagining business. ISO 9001:2000 certification for industrial equipment, packing technology and power tools divisions. ISO 14001 (Environmental Management Systems) certification for Bangalore Plant.

2003 2004

Launch of Terra -25 packaging machine 25 millionth single cylinder pump produced. Launch of indigenously developed marble cutter. Launch of first Bosch Car Service outlet. MICO enters into Communication, Security and Imaging business. ISO 9001:2000 certification for industrial equipment, packing technology and power tools divisions. ISO 14001 (Environmental Management Systems) certification

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MICO 3.2 HISTORY OF BOSCH GROUP Bosch is one of Germanys largest industrial enterprises, with a significant international presence. .

BOSCH

At the beginning of 2003, a total workforce of some 224,000 was employed in the three business sectors Automotive Technology, Industrial Technology and Consumer Goods and Building technology. The company began as a Workshop for Precision Mechanics and Electrical Engineering , which the founder Robert BOSCH opened in Stuttgart in 1886.

All around the world, the name of BOSCH stands for competence, quality and reliability. Workshop For Precision Mechanics and Electrical Engineering that Robert BOSCH founded in Stuttgart in 1886, has grown in the course of more than one hundred years to become a true global player. Today there are a total of 216 subsidiaries, of which 34 are domestic and the remaining 184 are situated outside Germany.

From the work shop opened by the companys founder Robert BOSCH in Stuttgart in 1886, Bosch has grown into one of Germanys largest industrial enterprises. in 2001, the company posted sales of a approximately 34 billion Euros.

All around the world, the BOSCH name stands for competence and product diversity in the following sectors: Automotive equipments Power tools and accessories Thermos technology Household appliances Communication Automation and packaging machines

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MICO 3.3 SHARED VALUES:

BOSCH

The name of Robert BOSCH is closely associated with the automobile. Today Bosch is not only the name for automotive equipment but also for the whole range of product ranges; for public and private communications, as well as for radio technology traffic control engineering etc.Robert BOSCH Gmbh has been known world wide as an innovative company for many years.Bosch has the high standard of quality of its products and the sophisticated demands of the automotive industry. For BOSCH, excellence comes as standards.

It has always been unbearable thought to me that some one Could prove, on testing one of my products, that I produce Anything of inferior quality. I have therefore, always tries to let Only such works go out; that would stand any objective test, Work that was of very best quality.

I have always acted on the principle rather lose money than the Confidence of the customer. The integrity of my goods and my Given word always meant more to me than temporary gain.

-Robert BOSCH (1861-1942)

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MICO 3.4 STRATEGIES OF THE COMPANY

BOSCH

Strategy is the choice of direction and the action the company adopts to achieve its objects in a competitive situation. A strategy explains what are the objectives of the organization and how the organization go about to achieve its objectives. Business strategies are important to company so as to achieve its objectives and goals in a competitive situation. The integrated vision and direction of the company, as well as the manner in which it derives, articulates, communicates and implements that vision and direction. Product strategy MICO is a brand known for its quality in automobile industry. It has been offering wide range of products of superior quality. It pushes its quality products with its well- establishes distributed networks to cater the needs of the customer. Distribution strategy MICO has a strong well- established distribution network spread across the country. This is considered to be one of the main advantages over its competitors. Promotional strategy Micos main promotional strategy is to reach out for the key customers like pump house mechanics, garage mechanics, etc. It offers discounts, commission, scratch cards, gifts and coupons, etc .from time to push their products over competitors. Empowerment. One of the strongest weapons in micos armory is the flexibility allowed to employees in making individual decisions. Every manager and sales person has the authority to take what ever steps he/she feels will make customers aware of the brand and increases the sales and consumption.Infact; it provides budgets to people within which to work .no questions are asked as to what they do. What are important to the parent company are the performance and the results.

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MICO 3.5 KEY RESULT AREAS AND ACTIVITES OF MICO BOSCH GROUP

BOSCH

Since its inception in 1951, the company has made significant strides in an area of high precision technologies and continues to remain a leader in India. Over the 52 years, MICO has grown by changing over to innovations in technologies and has identified itself to be a major player not only in the domestic market, but also internationally. While starting its business with spark plugs and fuel injection equipment, many new products have been added and expansion programs carried out at various phases to cater to the demand of Indian customers.

If one looks back, the investments, and the continuous development of human resources, have made MICO a world class organization. besides, MICO encouraged the suppler industry also to grow and reach the higher levels of compentencies.Thus the technological edge acquired by MICO, coupled with the advantage of being a member of the BOSCH group, as an excellent potential to better the place earned over 5 decades.

Thats MICO the force thats driving the Indian automotive industry.

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MICO 3.6 SPECIAL FEATURES OF THE COMPANY CIP-Continues Improvement Process-

BOSCH

CIP is the thought and action process that always questions the present systems processes and behavioral systems in all fields at all levels and improve them. Main objective of CIP is to maintain competitiveness through continuous improvement by involving all employees. They have this CIP because of increased competition and increased quality requirement.

Facilities offered to employees MICO Library MICO General Library MICO Technical Library Membership is opened to all employees at minimum fees of Rs.5 MICO Sports Club started in 1956 Provides recreation to employees and their family members

PRED-Performance Review Employee Development It is an annual feature of MICO where in employees performance is evaluated

Canteen Technical Director, Mr. E. Lang, started MICO canteen in 1959. The Canteen in Bangalore is a show piece of the factory and one of the best equipped in the country and it can accommodate 1200 person at a time. An advisory committee on which the employees have an equal representation with the nominees of the management guides the working of the canteen.

Medical Medical center works round the clock and also provides a 24 hours ambulance service. Most of the medicines dispensed here. The medical also liaisons with important hospitals, labs and senior medical consultants in the city.

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MICO MICO BOSCH PRODUCT RANGE

BOSCH

4.1 DIESEL FUEL INJECTION EQUIPMENT Fuel injection pumps single cylinder,multi-cylinder,distributor type Governers,injection timers and feed pumps Nozzles and nozzle holders Elements Delivery valves

4.2 SPARK PLUGS

4.3 AUTO-ELECTRICALS Starter motors Alternators

4.4 AUTOMOTIVE ACCESSORIES Halogen bulbs Fog lamps Stop and tail bulbs Miniature bulbs Festoon bulbs Two wheeler head lamp assembly Ignitions coils Voltage regulators Horns Diesel filters/filter inserts, (spin-on/bowl), lub oil filters, air filters, petrol filters, petrol injection filters.

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BOSCH Wrapped v- belts, cogged v- belts,poly v belts Clutch auto belts Clutch plates/cover assemblies Glow plugs, glow duration units, low indicators and glow resistors ARAL lubricants and coolants Shock absorbers Batteries BLAUPUNKT car audio systems Diesel fuel injection pipes Automotive relays Wiper blades Gear pumps

4.5 INDUSTRIAL EQUIPMENT

Special purposes machines Deburring machines Electro chemical machining(ECM),Thermal energy method(TEM) Measuring & inspection automats Assembly techniques

4.6 PACKAGING MACHINES

Vertical form fill and seal machines Pharmaceuticals packing machines Confectionary processing machines

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MICO 4.7 ELECTRIC POWER TOOLS Construction tools Wood working tools Specialty tools Cordless tools Metal working tools High frequency tools

BOSCH

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BOSCH

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MICO 5.1 LEVELS IN THE COMPANY

BOSCH

GM General Manager DGM deputy general manager DM divisional manager Gr.1 senior manager Gr.2 Manager Gr.3 deputy manager Gr.4 assistant manager Gr.5 senior engineer/senior officer/senior superintendent Gr.6 engineer/officer/ superintendent Gr.7 assistant engineer/assistant officer/foreman

5.2 ORGANIZATION STRUCTURE

MICO Organisation
Supervisory Board
Zim merer, Bohr, Hieronimus, Lakshm inarayan, Viswanathan, Parekh, Irani, Krueger

MICO/GL
L : Hieronimus SRD SAA EW/PL VT/PL SXE EB/PL * JaW/QAE SP/PL * RMB/QSG COM ST/PL
* Location NhW

LF : Lakshminarayan CEP QAL BanW/QSG NaW/QSG NhW/QSG

LK : Viswanathan CDT CEC CFN

BanW/TL BanW/KL NaW/TL JaW/TL RMB NaW/KL JaW/KL

CPR CTG AUD ISY SEC PJ-SAP DSO

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MICO 5.3 RANGE CODE DESCRIPTION

BOSCH

MICO Organization CODE L DESCRIPTION Spokesman for the GL; Marketing, Sales, Application, Research and Development SRD Automotive Equipment and Hydraulics: OE and Export Sales, Application, Research and Development SAA EW/PL PA/PL Sales: Automotive After-market, Aftermarket exports Power Tools Packaging Machinery: Product Group Geerinck, L Ravi, K Ravi, K (SPT)# #Additional responsibility SXE EB/PL SP/PL COM ST/PL LF Exports Energy Systems and Body Electronics Spark Plugs & Glow Equipment Corporate Communications Security Technology Manufacturing, Investment, Quality Management Corporate Engineering & Building Projects Corporate Quality Special Purpose Machines and Tool Room Navin Paul Kumar, S Ganapathy, C M Sanjay Chakravarty Dhiraj Wali Lakshminarayan, M Jochen Lanes Dr. NAME Hieronimus, A

CEP QAL RMB

Mohan K Ramakrishnan, M C Shashidhar, K G

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MICO BanW/T L Technical Plant Management; Manufacturing Responsibility centres: RDE, RPA, RPF JaW/TL Technical Plant Management; Manufacturing Responsibility centre : RVE NaW/TL Technical Plant Management; Manufacturing Responsibility centres: RNH, RNO BanW/Q SG BanW Plant - Quality Assurance for sourced items, manufactured and finished goods JaW/QA E JaW Plant - Quality Assurance for sourced items, manufactured and finished goods NaW/QS G NaW Plant - Quality Assurance for sourced items, manufactured and finished goods NhW/Q SG NhW Plant - Quality Assurance for sourced items, manufactured and finished goods RMB/Q SG RMB Plant - Quality Assurance for sourced items, manufactured and finished goods (including Packaging Machines) LK BanW/K L Commercial Matters, IP Co-ordination Commercial Plant Management - BanW Hofer, A Hofer, A Floerl, R Linek, K H

BOSCH

Aichholz, W

Knoener, K

Vijayaraghavan, K

Shridharan, G

Viswanathan, V K Lovekar, S B

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MICO CDT CEC CFN CTG CPR DSO AUD ISY JaW/KL NaW/KL PJ-SAP SEC Corporate Direct Taxation Central Excise, Import Licensing and Customs Corporate Finance Corporate Accounting/MIS/Controlling Corporate Personnel and Human Resources Data Security Officer Internal Commercial Audit Information Systems Commercial Plant Management - JaW Commercial Plant Management - NaW Project SAP Legal Counsel and Company Secretary

BOSCH Kulkarni, S R Rajendran, N Karthik, S Hegde, S M D V Nandakumar Venkata Narasimha, M R Srinivas Kumar, V S Chandrasekhar, D Krishna, A Bhattacharya, S Ashok Abraham Iyer, B S

5.4 BOARD OF DIRECTORS

DIRECTORS

Mr.H.Zimmerer, Chairman Dr.J.J Irani, Director Dr.B.Bohr, Director Dr.G.Krueger, director Mr. Parekh, Director managing Director Mr.M.Lakshminarayan, Joint Managing Director Mr.V.K.Viswanathan, Joint Managing Director

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MICO COMMITTEES

BOSCH

1. AUDIT COMMITTEE Mr. Parekh, chairman. Mr.H.Zimmerer Dr.J.J.Irani

2. Share holders/Investors/Grievance committee Mr.H.Zimmerer(chairman) Mr. Parekh Mr.V.K.Viswanathan Dr.A.Hieronimus

3. REMUNERATION COMMITTEE. Mr.H.Zimmerer Dr.J.J.Irani

4. BANKERS State bank of India Canara bank Citibank,N.A Deutsche Bank AG

5. Stock exchanges (where the shares of the company are listed) The stock exchange, Mumbai Phiroze jeejeebhoy towers Dalal Street, Mumbai 4000001 National stock exchange of India limited Exchange plaza, bandra kurla complex Mumbai-400051.

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5.5 MAN POWER PLANNING

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5.6 FINANCIAL STATEMENT :

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MICO 5.7 LEADERSHIP STYLE

BOSCH

Style refers to leadership style of the top management and the over all operating style of the organization. style impacts the norms that people follow and how they work and interact with each other and the customers. They leadership style depends upon the organization culture that is in practice.MICO has a participative kind of leadership. The decision taken in the top management may be with the coordination of the subordinate In the organization some of the decisions are taken with the mutual consultation of the top management and the middle level management. These decisions are through mutual exchange of knowledge and the experience of the employees. The top management consults their immediate subordinates in case of any important decision. Only top management takes some decisions which are strategic in nature The overall strategy of the company is taken in the board meeting of the company that includes all the Directors, General Managers. The regional level decisions are taken by the Regional Managers with the consultation of different Branch Managers. There is a good coordination between all the levels of management in making effective decisions, which will benefit the company as well as the employees in achieving their respective goals.

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MICO 5.8 CULTURE AT THE COMPANY The culture of the organization consists of two components:

BOSCH

Organization culture: The dominant values, beliefs and norms, which develop over time and become relatively enduring features of the organization life. Management style: It is more a matter of what managers do, then what they say, how do a companys manager spend their time? What are they focusing on? Symbolism-the creation and maintenance (or sometimes deconstruction) of meaning is a fundamental responsibility of managers.

The following aspects cauterize the company culture Open and transparent Free form of communication Cross-functional forums Employee involvement in decision making Performance linked assessment Mutual trust and respect Non-interference in internal matters

To perform different functions, different departments have been established. These departments are in charge of different functions and a manager will head the department. The manager is responsible for his department. The management at MICO is partially centralized and partially decentralized. Managers can decisions independently on certain matters, which needs immediate attention. But there are certain issues, which require prior permission of Executive Director or Board of Directors.

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6. FUNCTIONAL AREAS:

6.1 MARKETING DEPARTMENT Vision: to remain as the market leader in diesel fuel injection system and spark plugs in India. To build a strong BOSCH brand in Indian original equipment market. To be a major player in Auto-Electricals and Automotive Systems. The marketing department in MICO is headed by the sales and the automotive after market division (SAA) and sales original equipment (SNS). Status in the market: It has 800 outlets both in sales and services in India It has 4 sales houses in the 4 metros

Objectives: 1. To establish business contacts. 2. To assess the market. 3. To present market players and dominate brands in FIE. 4. To prepare a marketing plan.

AFTER MARKET DISTRIBUTION SYSTEM FACTORY

SALES HOUSE

SALES OFFICE

AUTHORIZED REPRESENTATION

RETAILERS/CUSTOMERS

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The marketing department at MICO is headed by the sales and automotive after market division (SAA) and sales original equipment (SOE). Status in market; it has 800 outlets both in sales and service. MICO has four sales houses in the four metros.

National sales manager Regional Manager North Area Managers Regional Manager East Area Managers Regional Manager West Area Managers Regional Manager South Area Managers
Territory Executives (Specific Area)

Territory Executives (Specific Area)

Territory Executives (Specific Area)

Territory Executives (Specific Area)

6.2 PRODUCTION DEPARTMENT. MICOS plants are located in 4 places Bangalore Nashik Naganathapura Jaipur Responsibility centres: RDE, RPA RDE: Elements & Delivery valves

1. Engineering and manufacturing material planning BanW & NhW Elements, delivery valves &new projects. 2. manufacturing element in barrels hard and assembly(FMG) component & final inspection

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MICO 3. manufacturing of delivery valves manufacturing- elements at NhW Engineering- elements and DV/(BanW + NhW)

BOSCH

4. Manufacturing and engineering (plungers) elements plungers, element barrel soft & heat treatment 5. manufacturing planning & procurement- elements &delivery valves 6. night shift supervision house keeping & special projects.

RPA: Inline pumps, gear pumps, feed pump and injection timer

1. Manufacturing responsibility for: assembly/ tightening, phasing/calibration & pre packing of inline pumps. Centralized repair& dismantling, subassembly, governor cover and housing timer. 2. Engineering responsibility for: assembly, calibration and pre-packing of inline pumps, governor sub assembly timer. 3. Manufacturing & engineering responsibility for: centralized repair & dismantling feed pumps, bearing flange & cover. 4. Manufacturing & engineering responsibility for: gear pumps, heat/surface treatment, gear-ring, control rod, components, roller tappet, pressed components. 5. Manufacturing & engineering responsibility for: pump housing, camshaft, governor cover & housing RSV flyweight components & assembly, misc. components, levers, tension lever and T- Bolt. 6. Central/coordination responsibility for: investments and defect cost. 7. Customer order planning/production, direct material procurement, spares & packing material, inventory/WIP Control: commissioning stores, online booking, pilot & trial order product release, spare parts planning.

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MICO 6.3 FINANCE DEPARTMENT

BOSCH

The finance department at MICO located at the main administration office which looks after the planning and controlling of the finance of all the plants, sales houses and offices. MICO is cash rich. Hence, the major challenges lie in investment of surplus funds. MICO thus went for buyback of shares twice for this reason. The financial accounts are taken care at both the corporate levels as well as at the plant level. Each plant has its own financial system. The commercial head, i.e., the joint managing director takes care of the finance at the plant level.

Territory Executives (Specific Area)

COMMERCIAL HEAD (SFA, CTG, CFN, CDT, CFC,

TECHNICAL HEAD

PLANT ACCOUNTS

SFA Sales Houses Accounting CTG Corporate Accounting CFN Corporate Finance (investment, treasury, trusts, bank transaction etc) CDN Direct taxes CEC customs, Central Excise, Sales tax & so on ICA Internal Audit CPR personnel Related Issues

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MICO

BOSCH

At the plant level, a plan is made, where the actual cash flow is calculated for the coming month & a fair estimate for the next two months is given to the corporate. Each plant has to account for its transactions. One major function of the PAC is costing. In MICO even the current assets are also depreciated. The budgeting process is done for the next 3 years. The coming year is called as the plan period. While the next two years after that is called as the forecast period. Today the major responsibility for MICO is at the plant level. Its major function is to identify the problems at the plant level.

Significant Accounting Policies a) Accounting basis and convention The Accounts have been prepared to comply in all materials aspects with GAAP in India, Accounting Standards issued by the Institute off chartered Accountants of India and the relevant provisions of the companies Act 1956. b) Sales Sale of goods is recognised on dispatch of goods to customers and is recorded net of trade discounts. c) Fixed Assets Fixed assets are stated at cost of acquisition or construction less depreciation. d) Investments Current investments are stated at lower of costs and net realizable value. Long term Investments are stated at cost. e) Depreciation Depreciation on fixed assets is provided using the Written down value method based on the useful life as estimated by the management. f) Inventories Inventories are valued at lower cost and realized value. Cost is ascertained on weighted average basis. In case on WIP and finished goods,

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MICO

BOSCH

appropriate overheads are included. Obsolete/slow moving inventories are adequately provided for. g) Retirement benefits The company has various schemes of retirement benefits such as provident, superannuation and gratuity funds duly recognized by IncomeTax authorities. The companys contributions to these funds are charged to the P/L account. h) Research & Development R & D costs (other than cost of fixed assets acquired) are charged as expenses in the year in which they are incurred. i) Foreign currency transactions Transactions in foreign currencies are recorded at exchange rates prevailing on the respective dates of the relevant transactions. Exchange gains or losses are recognized in the P/L account, except for exchange differences on translation of foreign currency liabilities contracted for acquisition of fixed assets, which are adjusted to the cost of the relevant assets. j) Leases Assets acquired under finance leases are capitalized at the lower of the fair value of the leased assets at the inception of the lease term and the present value of minimum lease payments. k) Income Tax Provision is made for income tax annually based on the tax liability computed after considering tax allowances and exemptions.

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MICO 6.4 PURCHASE DEPARTMENT

BOSCH

Vision: It is the endeavor of our highly motivated technically and commercially competent associates to establish suppliers of world- class quality at competitive prices and optimum delivery our external and internal customers by exploiting market potential to the fullest. The purchase dept works closely with the production dept, materials and the finance dept. the major areas for which purchase have to be made are: steels, castings, forgings, turned and machined parts, sintered components, fasteners, springs, bearings, assemblies, sub-assemblies, packing materials, logistic services and capital goods. Canteen and all other purchases like stationary, etc. The procurement value is 30% of total turnover. Quality system requirement of MICO suppliers Any organization, which intends to be MICOs approved source, has to fulfill certain quality system requirements: All existing MICO suppliers have to be QS 9000(ISO 9000 in case of small suppliers) certified by end of year 2002. In addition to this, the suppliers have to get an A rating in MICOs Quality Management System Audit (based on VDA volume 6). Quality management system audit VDA volume 6 parts 1 is based on ISO 9001 and ISO 9004-1 QMS audit ranking: Audit scores 90 to 100 80 to less than 90 60 to less than 80 Less than 60 % Ranking A AB B C Meaning Full Compliance Mainly Compliant Conditionally compliant Not complaint

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MICO 6.5 RESEARCH AND DEVELOPMENT DEPARTMENT

BOSCH

Research & Development dept is spread over an area of approximately 10000 sq mt including the application centre which has over 250 qualified and experienced engineers and technicians and facilities/infrastructure cater to the needs of the Automotive industry The primary goal of R & D is simple to develop and upgrade technology and products that will meet customer needs.MICO adopt different directions to develop technologies to meet the needs of the trainees. MICOs close and constant interaction with BOSCH Group help it to keep pace with the latest developments in international quality.

Specific areas in which R & D is carried out

Fuel Injection Equipment (Diesel): -Continued development of Diesel Fuel Injection Equipment to meet Euro 2 norms for utility and commercial vehicles -Design and indigenous development of Electronic control units (ECU) to govern Exhaust Gas Re circulation (EGR) of diesel engines to meet Euro 2 norms -Design of new Single Cylinder High-pressure Pumps for the export market to meet future off-highway emission norms for export customers -Development of Euro 3 compliant diesel engines for commercial vehicles Mechanical VE Pumps with an additional cold start device to meet stringent emission norms Common Rail Diesel Fuel Injection Systems for Indian customers to comply with future emission

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MICO Auto Electricals:

BOSCH

Design of a new generation compact and light weight DF type starter for passenger cars Development of: Gear reduction Starters for multi-utility vehicles and light commercial vehicles Size and weight reduced direst drive-Starters with serviceable solenoid for tractors A new generation passenger cars High efficiency Alternators for motor cycles for overseas markets Small Alternators with increased output to withstand dust and water splash for tractors 28v Alternators for heavy commercial vehicles compact GCM 1 type Alternator for

Spark Plugs: Design and development of Spark Plugs with features like quick heat geometry, twin earth electrodes for 2 and 3 wheeler applications Establishment of facilities for testing 2 wheeler engines essential for evaluation and development of 2 wheeler Spark Plugs with features and concepts Establishment of a Spark Plug resistor endurance testing facility to cater to market requirements

Electric Power Tools: Development and production of a Marble Cutter with superior features for the Indian market with low investments and high level of outsourcing from local vendors

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MICO New business:

BOSCH

Application of Anti-lock Braking Systems (ABS) for passenger cars in India Development of specific high pressure Fuel Injection Pumps

Micos role involves: Design and development of new products from concept to manufacturing Manufacturing and testing of proto samples Reliability testing Product Quality improvements and rationalization Technical co-ordination with other manufacturing location in respect of Quality and Warranty

MAC - MICO Application Centre: MAC offers solution to vehicle and engine manufacturers in the application of electronic diesel control and petrol injection systems. It is the ideal choice for the manufacturers in upgrading their vehicles. It is equipped with technological advanced facilities. It has cost the company Rs 40 crores.

6.6 CORPORATE COMMUNICATIONS DEPARTMENT Overall responsibility for internal and external corporate communications: Conceptualizing, planning and supervision of advertising, internal journals Kannada and English, campaigns, corporate and other publications, videography, industrial/general photography, exhibitions, calendars,

company functions, corporate complimentary, etc. Recommended selection of agencies for advertising and allied services Press relations and issue of press releases Drafting and editing corporate publications ,speeches, translations, etc Institutional image budgeting and control, sourcing and ordering, processing of all advertising estimates (SAA, RMB, SPT, CPR, SEC, and PLP areas).

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MICO

BOSCH Study/survey and make proposals for company donations , public interest

projects Consultancy in sales promotion advertising, exhibitions, events campaigns. Factory visits and Packaging-preparation of artworks, custody and control Preparation messages,etc of general layouts/artworks for certificates ,awards,

Advertising: Goodwill Advertising: Appeals received from various organizations are processed as per the OMP procedure for release of advertisements. Agency Advertising: Press Advertising: If any department wants to release any information to the press, the material should be sent to CAP for preparing a draft and getting clearance from spokesperson.

6.7 PLANT ENGINEERING, MAINTENANCE AND TECHNICAL DEPARTMENT

Plant Engineering, Maintenance and Technical Functions Civil, Mechanical, Electrical, Electronics, Instrumentation and Utility services including transport, process development, industrial engineering ,maintenance of estates etc for Bangalore projects are all under Mr.Rajanna S., there are around 300 employees working under him. Each sub department is given the responsibility of a certain amount of maintenance tasks. Functions include the following: Air-conditioning systems and Utility services at Bangalore plant. Maintenance of infrastructure like generators,compressors,UPS, air-conditioning etc. Civil activities in factory, auxillary, office buildings, and estates etc. Management of vehicles, internal transport and taxis. Maintenance of Ambulance and Fire tenders.

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MICO Maintenance of test equipment/electronic

BOSCH instrumentation on

machines/equipment. Upgrading of test equipment. Spare parts planning and procurement. Periodical Inspection of Electronic Instruments. Maintenance of test equipment/electronic instrumentation on

machines/equipment. Ensuring discipline, safety and house keeping. Maintenance of Mechanical Test equipment. Repairs and Calibration of Mechanical Instruments .Maintenance of Time keeping and weighing systems etc.

SAFETY FUNCTIONS (SAF)

1 Environmental Engineering: Management Representative for the planning, developing and implementation of EMS (ISO 14001 certification) for the main complex including RMB and MAC. Co-ordinate in the planning and maintenance of Pollution Control Equipment.

2 Safety: Co-ordination in [planning, execution and maintenance of Safety equipments. Corporate activities related to safety matters at RMB and MAC .Advising the management regarding safety policy.

3 Fire protection: Co-ordinate in the planning, execution and maintenance of fire fighting equipment at main complex, RMB and MAC. Assist the co-ordinate in maintenance of fire fighting equipments.

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MICO 6.8 QUALITY DEPARTMENT (QAL)

BOSCH

MICOs quest for quality has achieved the most prestigious quality certifications for its manufacturing facilities.MICOs Bangalore, Naganthapura and Nashik plants are QS 9000 certified. The Machine Building, Power Tools and Hydraulic Divisions are covered under ISO 9001. BeQIK is at the core of the continuous Improvement Programme (CIP) at MICO.Designed by Bosch, this is the guideline as MICO endeavors to foster higher standards of QUALITY, INNOVATION and KEEPING CUSTOMER SATISFIED.

Quality principles of MICO: 1. We want satisfied customers. That is why the highest quality of our products and service is one of our major corporate objectives. This also applies to the quality of the work carried out in our name by our trading partners and in their sales and service organizations. 2. The customer is the judge of our quality. His or her verdict on our products and service is decisive. 3. Our quality goal is always zero defects or 100% quality 4. Not only do our customers assess the quality of our products, but also the quality of our services. Deliveries must be on time. 5. Enquiries, offers, samples and complaints must all be dealt with promptly and thoroughly. It is imperative that agreed deadlines be met. 6. Each and every employee in the company contributes towards achieving our quality goals. It is, therefore, the responsibility of every employee from Apprentice to Member of the Board to ensure that their work is of the highest standard .Anyone who identifies a problem which may jeopardize quality, but does not have the authority to remedy himself must report the matter immediately to his superior. 7. All work must be without defects from the very beginning. This not only improves quality, but also reduces costs. Quality increases cost effectiveness.

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MICO

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8. Not only defects must be eliminated, but also their causes. Prevention of defects has priority over the elimination. 9. The quality of our products also depends upon the quality from our superiors, and supports them in adhering to our mutual quality goals. 10. Even when painstaking care has been taken, defects can occasionally happen. This is why we have introduced numerous proven methods and procedures to identify defects at an early stage. There must be rigorously and consistently applied. 11. Ensuring that our quality goals are achieved is an important management duty. When assessing the performance of our employees, particular emphasis is placed on the quality of their work. 12. Our quality directives are compulsory. Further customer requirements must be fulfilled.

QAL Organization:

1. Corporate Quality-Audit & co-ordination Quality Assurance Plant Audits Co-Ordination, Q-Building, Q promotion/training, field complaints, defect costs. 2. Secretarial functions, support in preparation, quality related MIS papers, slides etc. 3. Corporate coordination within MICO plants QA activity of Trade Goods, Release inspection. Supplier audit of trade goods suppliers. 4. QA activity of trade Goods, Release inspection. 5. Defect Cost, Co-ordinating corporate Q-statistics .Q Training. Corporate co-ordination SPC, Six sigma, MSA.

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MICO 6.9 ENVIRONMENTAL PROTECTION DEPARTMENT (EPR)

BOSCH

Environmental Protection is one of the companys corporate principles. Product quality, Economic efficiency and Environmental Protection are given equal importance. The companys basic approach towards environmental protection is: Conserve natural resources. Find substitutes and minimize the usage of hazardous substances. Minimize the potential impacts on the environment. Environmental protection department

1. Environmental

protection

as

corporate

principle:

continuous

Improvement Regard for environmental protection is one of micos basic corporate principles. Mico considers product quality, economic efficency and environmental protection as equal objectives. 2. Reduction of environmental impacts Environmental protection concerns all process and modes of behavior in the corporation. Moreover, this includes the economical consumption of resources as well as the avoidance of accidents and the minimization of their effects. 3. Sense of responsibility of employees: Environmental protection is the concern of every employee. Creating and promoting a sense of responsibility for the environment among all employees is the part of the management task. 4. Continuous Improvement: by the way of a continuous improvement process MICO attempts to control and minimize the potential impacts of the overall company activities on the environment. 5. Legally: Laws and regulations on environment protection must be strictly observed. 6. Environmental Technology: MICO applies the best possible technology to protect the environment, taking into account economic aspects.

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MICO

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7. Environmental Management: MICO has an environmental management system in place, which subjects to continuous development. It includes an organization with clearly assigned responsibilities and defined delegation of tasks. 8. Contracts: MICO involves contracts and suppliers in the environmental protection measure. 9. Public relations: the company cultivates a co-operative relationship with authorities and an open dialogue with employees and the public. 10. Environmental control: MICO regularly reviews the compliance of these principles to ensure the effectiveness of its environmental management system. the subject to assessment.

6.10 PLANNING DEPARTMENT. Vision: Strive to be best in class in purchasing and be fair, open and accessible. Timely supply of tools / Consumables to meet world class standards. PPI is responsible for planning, inventory control, procurement, vendor development, and price Negotiations and stores Management of indirect Materials. The PPI dept in MICO comprises of nearly 45 crores of indirect materials.

6.11 CORPORATE LOGISTICS AND PURCHASE (CLP) Vision: To establish suppliers of world-class quality at competition prices and optimum delivery performance and thereby exploiting market potential to the fullest.

CLP Department tasks cover: Coordination with RB on purchasing Purchasing procedure Purchasing activity as defined in the organization.

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MICO 6.12 HUMAN RESOURCE DEPARTMENT

BOSCH

HR MISSION To develop a talent pool with the competence to take the challenges of the present and the future. To facilitate improvements in quality and quantity of individual contribution and provide a congenial work environment.

STRATEGIC OBJECTIVES: To shift from a supply side role to move a more pro-active role. To align all HRM activities towards cost containment and performance management across the organization.

Priorities: 1. Consolidate competency of HRM personnel. 2. Improve HRM perspective of the business and the different functions by building closer rapport with other functions. 3. Provide consultancy support on Human Issues in department/organization Building.

HRM functions briefly include the following: Performance Review and Employee Development discussion (PRED) The Performance Review and Employee Development Discussion (PRED) are central to MICOs approach to managing people by fostering a participative relationship between managers and employees. The PRED provides for yearly discussions aimed at involving the employees further in the business as a whole and at setting the employees objectives for the coming year in line with the Company objectives. In doing so the approach consciously takes into account employees ideas and expectations and explores realistic ways of supporting and training the employees in their agreed objectives. The PRED approach is based on 3 underlying principles:

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1. Objective Review and Setting 2. Evaluation of Review Points 3. Employee Development Discussion

Service Today, customers are more demanding than ever. They demand the very best at all times. Thats why at MICO ,the focus is on customer delight . A wide network of Authorized Representatives is present in order to meke sure that the customers get value-for-money and outstanding after-sales service.ARs are trained to provide friendly and quality service to the customers.Genuine parts are readily available at all ARs.Thus ensuring that customers get the required spare parts in the shortest possible time. To educate dealers and customers on the complexity of our products, MICO offers comprehensive courses tailored to suit specific requirements. These courses are generally held at MICO Service Training Centres in Bangalore, Mumbai, Delhi, Chennai and Kolkata.Upon request, they are also held at our AR points.

Training The customer today is educated, informed and discreet in his choices. He demands nothing but the very best. Which is why, manufacturers and marketers are striving for total customer satisfaction the key to brand loyalty and a long lasting relationship. To achieve this, every organization has to make a paradigm shift from being just a troubleshooter to a total-service provider. Towards realizing this objective,MICO has revised the service training courses.With a wellbalanced mix of theiry and practicals, courses are enriched with a variety of features.

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MICO Today MICO organizes

BOSCH

Vehicle Oriented Courses for MICO and AR service personnel, Seminars on automotive accessories, On the spot training at MICO sales offices, Seminars for OE customers, Courses on Diesel Fuel Injection and Auto electrical

Added to all this, MICO also plans to introduce new courses on Bosch Fuel Injection Equipment and will intensify on-the-spot training to strengthen technical skills at grass roots level. Designed as a melting pot experience, the training programme is the ideal platform to upgrade technology skills, learn workshop organization and master the fine art of customer relationship management.

6.13 INFORMATION SYSTEM DEPARTMENT Objectives Implementation / Enhancement and Management of Information Systems and Communications infrastructure to support MICOS business needs in a cost effective and timely manner while ensuring Bosch /QI guidelines. Includes the following:

1. Promoting the use of Information systems / Communications Infrastructure for MICOS business advantage. Key performance measures and MIS: inventory, coverage, orders fulfillment, effective usage. Improved Communications and Information Sharing : MS EXCHANGE , Video, Conferencing, Intranet(mico/web)/Internet Training 2. Planning and Implementating appropriate IT strategies for MICO.

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MICO

BOSCH Hardware , software, local area network(LAN) and wide area network (wan) communications PRMS to sap R/3 migration ,EDI/E-Commerce

3.

Planning and management of support from RBIN and other service

providers. 4. Ensuring internal customer satisfaction for IS/ Communications support (User response, system availability/ uptime, functionality) 5. 6. Coordination of support from Bosch /QI and IP costs reporting. Budgetary planning and control.

6.14 LEGAL COUNSEL AND COMPANY SECRETARY (sec) Responsibilities of various sub department: Sub dept 1. Shares, shareholder service (incl. related legal matters, shareholders relations/ complaints, factory visits, etc), Dividends, Donations, computerization in SEC range. Coordination with ISY, Annual report, Demat/ Remat of shares. Off market transactions, MIS, SEC website updating, RB holding, statutory registers / records /returns, Preparation /vetting of Guarantees Commercial Papers and other instruments,CommonSeal,Electronic record keeping,etc

Sub dept 2. Board Meetings, Directors Report, Chairmans Speech, Corporate Governance, Buy Back,GL appointment and remuneration ,Trademarks, Copyrights ,Patents ,Designs,etc.Qurterly/haif yearly results, Technical

Collaborations, Development Agreements ,Licenses, Weights and Measures, Consumer complaints,Budget,Legal support to ISY,MIS,etc

Sub dept 3. Insurance Coverage and Claims Evaluation of risks and cover,Underwriting,Special rating, Premium bills, Business Plan,Budget,etc.Monitoring of all claims for settlement,Hospitalisation,Motor and Overseas Mediclaim,MIS report, Insurance record keeping,etc.

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MICO

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MICO

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SWOT ANALYSIS

STRENGTHS MICO has an excellent Brand Image among Wholesalers, Retailers, Mechanics and other people related to the Automobile Industry. Excellent distribution network throughout the country. Very good market share. O E to many vehicles. Absolutely no complaints on the Quality of MICO products. Monopoly in a wide range of products like Spark plugs, Fuel injection pumps, Nozzles, Filters etc. Access to advanced Technology through the German company , BOSCH. Large number of competent AND WILLING Work Force , consulting the backbone of MICO.

WEAKNESSES Lack of Promotions and Advertisements. Improper Customer complaint feedback mechanisms. Faulty replacement procedure. No marketing push/aggressiveness. Dissatisfaction among the retailers on account of smaller margins. Poor communication MICO vis--vis Authorized distributors compared to the other players in the market. Poor after sales service support.

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MICO

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OPPORTUNITIES

The Indian Automobile segment is being flushed with a whole new range OF Automobiles, giving a lot of opportunity for auto ancillary companies like MICO to be tied up with the Automobile companies for Original Equipment supply and after sales service. Increased demand for Trade Goods. Sharing of advanced technology with Bosch. Specialized distribution network. Increase in Market share through sale of Bosch products range. THREATS New and stronger competitors entering the Market. Brand image being slowly diluted due to venturing into too many products. Brand awareness declining on account of lack of promotional and advertising support. O E products of other Brands posing a threat to the Trade Goods. Existence of spurious products.

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MICO

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MICO LEARNING EXPERIENCE

BOSCH

After conducting a detailed organizational study at MICO, I can say that this is a purely customer driven company. It is a market leader in the country having a strong customer base and leadership in manufacturing of automotive Spark Plugs and Diesel Fuel Injection Equipment in India. What makes MICO different from its competitors? It is the special MICO touch- a feeling for customers needs and a prompt, appropriate response to them. A large percentage of products are in fact specials which have been tailor made to suit specific requirements of customers, because for MICO CUSTOMER IS THE KING Although the human resources are grouped into various levels of responsibility, the company follows anopen door policy to encourage free interpersonal interaction, which I believe is the real strength of any organization. MICO provides a highly Quality conscious environment that Fosters teamwork Encourages innovation Rewards enthusiasm and hard work It is truly a dream company for aspiring MBAs; MICO welcomes people with energy, optimism, professional competence and the ability to work as a team.

World class quality, inspired innovation, entrepreneurial leadership and high professionalism has made MICO a company to be reckoned with any where in the world and force that will continue to drive the Indian automotive industry through the new millennium

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PART B COMPETENCY MAPPING

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Introduction The broad concept of competency could be will understood by the frequently quoted adage: people get hired for what they know, but fired for how they behave! So to survive the corporate world, one must know how to behave in work place. Then alone, they can execute their tasks effectively. Any underlying characteristic required for performing a given task, activity or role successfully can be considered as competency. Competency comprises of knowledge, skill, learning and attitude required to carry out the given task effectively. They aim at linking the human resource systems of the organization to its purpose. It tries to chart out the differences between the core competencies of an organization and the individual competencies of an employee Competency mapping is a very vast concept. It can be used for various aspects like recruitment, training and development, performance management, succession planning etc. Competency model can be considered to be valid, only if its is constantly reviewed and updated with respect to role/position. This is to cope with emerging new business trends. Critical competencies with respect to the role/position keep changing with changes with technology. Competency helps the individual by: * It helps individual to understand their own competencies and Development areas * Identifying skills requirements for career progression Organization benefits from profiling by: * Having an inventory of human capital * Having an efficient an structured process for training and development * Being able to rapidly assemble project teams with known expertise.

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MICO a. Topic of the study

BOSCH

Conducting competency mapping process for MICO BOSCH to meet the requirements of ISO 9001/ TS 16949 standards. b. Objectives of the study To carry out the competency mapping process in the IPI department of MICO BOSCH in order to meet the requirements of ISO 9001/TS 16949 standards. Identifying the department for pilot project. Carrying out Job Description and Job Specification Identifying core and role specific competencies Defining competency level of proficiency Identifying training needs Analysis and interpretation

c. Scope of the study The study was carried out in the International Purchase Department (IPI) department (pilot area) of MICO BOSCH. The competencies vary from department to department for various roles/positions The study tries to find out what are the various competencies required for the particular role/positions and also the extent to which the competencies are required for that role/position. By this study, employees would know, what is the desired level of excellence to be achieved with respect to their role/position. d. Operational definition of concepts Most people have talents, which they are not applying in their current job. They have the potential to apply their existing talents more effectively, given the opportunity. Rejecting or failing to acknowledge the skills of its existing work force can drastically affect the growth of he organization. Organization achievement is never the product of one individuals efforts. The effect of teams has been known since the days of the Roman Empire To be truly strategic, an organization needs to develop a vision of where it is going, and to have shared and tangible goals to be achieved

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BOSCH along the road to organizational success. Success can be attained only when the organizational have the ability to assess the competencies currently available and strive to achieve the desired level of excellence. According to Spencer & Spencer (authors of Competence at Work), a competency is an underlying characteristic of an individual that is casually related to criterion referenced effective and/or superior performance in a job or situation.

Underlying characteristic means the competency is a fairly deep and enduring part of a persons personality and can predict behavior in a wide variety of situations and job tasks. Casually related means that the competency causes or predicts behavior and performance. Criterion related means that the competency actually predicts who does something well or poorly, as measured on a specific criterion or standard. Eg: sales volume for sales people. What makes people behave in a particular way? In business environment, many behaviors occur daily. Some of these behaviors affect business directly (can be positive or negative). By understanding what drives human behavior, we can create the conditions necessary to encourage the desired behavior. (Based on information extracted from the book competency based HRM by Ganesh Shermon) The ABC model is an instrument which helps us to understand the forces that drive human behavior. These principles could be applied to reward system, organization change etc.

Antecedent

Behavior

Consequence

Intent

Action

Outcome

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BOSCH Antecedent: it is something that occurs before a certain behavior.

For instance, going to cinema hall is an antecedent. People go to cinema halls to watch movies. Here, going cinema hall is something that occurs before a certain behavior (watching movie) Behavior: behavior is the center of universe. We all behave in a manner, by which we feel comfortable or just necessary. Without behavior, no production can be effectively conducted. In business, there are so many behaviors going on. It could b punctuality, maintaining safety in the work place, maintaining quality in the work place etc. Behavior is observable. Managers can see if employees are really concentrating on their job. So, behavior can be observed, corrected, appraised & managed. Consequence: consequences are the powerful instrument for mangers to use. Most of the managers focus only on Antecedents and Behaviors. Consequences are not frequently used, or are used in the wrong way. If manager tells what worker needs to do, it is antecedent strategy. When the worker is praised for the correct performance of the task, a consequence strategy is applied. Note: behavior without intent doesnt define a competency. For instance, a manager going through company document files. You cannot say, if any competency is being demonstrated unless you know why the manager is going through company files. It may be because he/she needs to know the past performance of the company & try planning for the future, or it could be just to while the time from his/her routine work.

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MICO ICE BERG MODEL

BOSCH

VISIBLE
SKILL KNOWLEDGE

HIDDEN

SELF-CONCEPT TRAITS MOTIVES

THE ICE BERG MODEL

The diagram above is the ice berg model. What iceberg model tries to convey is that, the people competencies and those that deal with personal attributes and characteristics are subtle and hidden deep inside. These aspects of human behavior are hidden not just to others, but also to self. Now, lets understand the concepts mentioned in the ice berg model. Ice berg model is divided into two regions:

Visible region Hidden region

Visible region which is noticeable to he outside world. It includes skill and knowledge

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BOSCH KNOWLEDGE: Knowledge is the information a person has in specific content areas. E.g. Line manager knowing the concepts of TQM, 5-S etc SKILL: The ability to perform a certain physical or mental task. E.g. Ability of workman in the shop floor to manufacture 5000 units (physical task); ability of computer

programmer to organize certain lines of code in a logical sequence (mental task) SELF CONCEPT: A persons attitude, values or self image. E.g. A manager who apologizes to his employees, if he/she has committed a mistake that has affected the employees. This shows that the manager has openness to accept mistakes & has willingness to learn. TRAITS: Physical characteristics and consistent

responses to situations or information E.g. One of the trait competencies for successful managers would be ability to work under stress & not to demonstrate your stress to others. Similarly, reaction time and good eye sight are physical trait competencies of combat pilots. MOTIVES: The things a person consistently thinks about or wants that cause action. Motives drive and select behavior towards certain actions or goals away from others. E.g. Junior sales executive being passionate about his job & wants to get promoted to the post of senior sales executive within a span of 5-6 yrs.Now, that would be his motive.

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MICO Competence versus Competency:

BOSCH

A competency is something that describes how a job might be done excellently. A competence only describes what has to be done not how. E.g. duties of sales manager would be to manage the sales office & its staff, prepare quotations & sales order processing. These are competencies. The competencies for sales manager which determine excellence in his/her role would include problem solving and judgement, commercial awareness, interpersonal skills etc.

Interface between Competence & Competency

Competence Skill basedbasedHard Competences Competency Behavior basedbasedSoft Behaviors

Standard Attained What is measured

Manner of behavior How the standard is acheived

What has been achieved Vs How was it achieved

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MICO Why do the companies have to emphasize on competencies?

BOSCH

This is the very common question which pops up in ones mind. Almost all organizations select the candidates based on the surface knowledge and skill competencies. One personnel director of a company has very nicely described: You can teach a turkey to climb a tree, but it is easier to hire a squirrel. Similarly, company will always prefer hiring candidate, who is amicable, for the post of a receptionist. There is no point in hiring a candidate who has 5-8 yrs of experience as receptionist, but grumbles and shouts at customers. These kind of decision will have a greater impact on business. In complex jobs, competencies are relatively more important in predicting superior performance than are task-related skills, intelligence or credentials. In higher level technical, marketing, professional and managerial jobs, almost everyone has an I.Q. of 120 or above and an advanced degree from good universities. What distinguishes superior performers in these jobs is motivation, interpersonal skills, political skills, all of which are competencies. It follows that competency studies are the most cost-effective way to staff these positions. According to Psychologist William James, the first rule for scientists should be that A difference which makes no difference is no difference. A characteristic or credential that makes no difference in performance is not a competency and should not be used to evaluate people.

For instance, it doesnt really matter if a financial accountant is creative. That really doesnt show any difference in her job. What really matters is, her problem solving and analytical reasoning skills and she has to be evaluated based on that.

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MICO HISTORY OF COMPETENCIES

BOSCH

A team of educationists (based on article by TV Rao) lead by Benjamin Bloom in USA in mid-fifties laid the foundation for identifying educational objectives and there by defining the knowledge, attitudes and skills needed to be developed in education. The task force lead by Bloom took several years to make an exhaustive classification of the educational objectives that are grouped under the cognitive domain. The famous Harvard psychologist, David McClelland has pioneered the competency movement across the world. Some of his classic books include Talent and Society, Achievement motive,The Achieving Society, Motivating Economic Achievement andPower the Inner Experience. These books brought out several new dimensions of competencies. The turning point for competency movement was the article published in American Psychologist in 1973 by McClelland, wherein he presented data, that traditional achievement and intelligence scores may not be able to predict job success. What is required is to profile the exact competencies required to perform a given job effectively and measure them using a variety of tests. This article combined with the work done by Douglas Brey and his associates at AT&T in US, where in they presented evidence that competencies can be predicted to some, has laid foundation for popularization of the competency movement. Later, McBer, a consulting firm founded by David McClelland and his associate Berlew have specialized in mapping the competencies of entrepreneurs and managers across the world. They even developed a new and yet simple methodology called Behavioral Event Interviews (BEI) to map the competencies.

COMPETENCY MAPPING: It is the process of identification of competencies required to perform successfully a given job or role or a set of tasks at a given point time It consists of breaking a given role or a job into its constituent tasks or activities and identifying the competencies (conceptual knowledge, skills & Attitudes) needed to perform the same successfully.

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MICO COMPETENCY ASSESSMENT:

BOSCH

It is the assessment of the extent to which a given individual or set of individuals or set of individuals possess these competencies required by a given role or set of roles or level of roles. (based on information extracted from the book Competency mapping by Pandu Naik & Siraj Ur Rahman) Assessment centers use multiple methods to assess the competencies of a given individual or a group of individuals. The methods includepsychometric tests, simulation exercise, presentations, in-basket exercises, interviews, role-plays, group discussions etc.

Types of competencies: First type of classification: Threshold competency: Essential competencies required to perform a job at minimum level of proficiency. Differentiating competency: distinguish superior from average performers. Both are identified within the context of specific organization & job. Second type of classification: Technical competency: necessary for performing a particular type or level of work. Managerial competency: required to plan, organize, motivate & utilize various resources. Behavioral competency: required to motivate, utilize & develop human resources.

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MICO Steps involved in competency mapping process:

BOSCH

Identifying the Department. for pilot project

Job Description & Job Specification

Identification of Core & Role specific Competencies

e. Analysis and Interpretation f.

Identifying training needs

Defining the competency level of proficiency

e. Methodology

Competency Identification for a Job.

Step1 : Select a job

Step2 : Write a job Description.

Step3 : Write a Job Specification.

Step4 : Identify the competencies for doing the above Job.

Step5 : Write definitions for the competencies

Step6 : Determine the competency proficiency Levels

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MICO

BOSCH

STEP 1:- IPI dept selected Population size Sample selected 6 6

STEP 2:- Job description A job is the role and responsibility that needs to be fulfilled by all employees according to the designation they are in. A job can be classified as been done individually, weekly or monthly by an individual or a group

The following 5 heading describes the job being done in the IPN dept 1- Follow up on:Suppliers Projects Customers Quality maintenance and Q reviews Mails Delivery performance 2- Review of:Reports Targets Business plans Strategy Projects 3- Updation of:Customer visits Mag targets Slides and new topics Cock pit chart MPBIM 81

MICO 4- Activities like:Market research Discussion with IPA teams EVA checking Monitoring(like inspection schedules) 5S Dispatch of parts from ware house ISO coordination Preparation of CT1 forms Team building 5- Others:Getting labels printed Knowledge enhancement Team outing, partying Marketing within Bosch world Cleaning workstation.

BOSCH

Step 3- Job specification Job Summary: Ordering, follow up and procurement of various items, Coordination with Various internal customers / Suppliers, Periodical statements, Price negotiations, Supply Chain

Procurement / maintain Mico Bosch Quality standards.

Management, Material Planning, Inventory Control, Vendor Development, Import substitution, Cost Control, Project based support services, planning & coordination with Production execution team, competitive pricing and marketing support services, Sub-contracting for assembling , Focus on Imports of components, Periodical updation of the data in the system, Passing the bill for the payments, etc.

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MICO

BOSCH

Routine Activity: Study / Coordinate with various departments for the requirement of the items to be procured. Based on the inputs received finalise the technical requirement, Commercial requirements, Terms and conditions, etc. Coordinate with various Bosch location / Bosch supplier for the supply of the requirement. Visit / discuss / communicate by mail/fax/etc. with various Bosch location / Supplier and

establish the supplier as per Mico Bosch procedure. If the supplier meets the requirements of Mico Bosch, induct the supplier by creating the Vendor code as per procedure. Receive purchase indents from Internal Customer. Based on Purchase Indent, check for the details like quantity requirement, quality specifications, Vendor, etc. Prepare and release the PO. Ensure details like Vendors code, quantity etc. & get the PO approved by the concerned department Heads. (Ref.: OMP guide line for the Approvals). After releasing the PO, periodically follow up with the suppliers for the supply of the requirement. & maintaining the due dates. After the dispatch of items, Receive the documents like Dispatch copy, Bill of lading, order confirmation, Catalogues, etc. Check for the details of the consignment with the PO. If any deviation, coordinate with the concerned and rectify the error.

Coordinate with the LOG department for the clearance of the item. If required coordinate with C & F agents, Government agencies, Customs departments, etc. For the clearance of the items from the customs. On receipt of the item update the details in the system as per the procedure.

Periodical / Occasional Activity: Prepare weekly / monthly statement of PO order released / items received / bills cleared for the payments. Prepare the statements of pending orders for release, pending payments, etc. Ort out / settle if any discrepancy in the list of items received like Shortages / Rejections. Check for the PO conditions and act

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MICO accordingly for any shortages / Repairs.

BOSCH Communicate to the supplier for any

changes in the drawings, Change s in the requirements, etc.

Core Competency : Knowledge and understanding of the Companies various products, Values, Vision, etc. Ability to understand Companies Key Business area, Business Strategy Understand Internal Customer requirements, follow up with supplier & Meeting long term customer need Identify potential Supplier, Problem solving & Decision making using various tools, Contracting strategies, Competitive Purchasing and negotiation Addressing Internal Customer / Supplier complaints Ability to work with various product Team, Adaptability of various work culture (Intercultural), work under critical conditions, etc. Various quality tools, ISO systems and procedures

Role specific Competency: Ability to identify different Vendors Educating the supplier about the company profile, Values, Insist suppliers for the related trainings Educate quality tools, Conduct CIP, LS at supplier end Communication with supplier / Internal Customer Leaderships quality Knowledge of ISO,QS standards

General Knowledge of using MS window, MS out look, Advanced XL SAP tools for the Purchase Module

Education B.E (Mechanical) + P G dip. In matl management Commercial Graduates + PG dip in matl management

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MICO Step 4:- Competency identification

BOSCH

Competencies can be identified into;o Core Competency o Role Competency

CORE COMPETENCY: Business Literacy Customer Orientation Communication Problem solving and judgment Financial acumen Team Work Self Management Organization Awareness Time Management Goal Setting

ROLE COMPETNCY: Technical Knowledge Computer Skills Leadership Vendor identification and development Negotiation skills Crisis management Pro active approach Understanding Handling cultural differences

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MICO

BOSCH

Step 5:-Defining Competencies

Sl. No 1

Competency

Skill

Attitude Customer Orientation Self Management Team Work

Values

Knowledge Business Literacy Financial Acumen Organisation Awareness

Communication Core Competency Problem Solving

Goal Setting Time Management

3 Negotiation Skill

Leadership

Vendor Development Crisis

Technical Knowledge Computer Knowledge Handling Cultural difference

2 Role Specific 3

Management Pro active Approach Understanding

Communication Ability to exchange of information, Messages by oral / in writing to Our various vendors / Internal / external customers. Using various means of Communicating devices like e-mail, telephone, Video Conference for sending and receiving messages. Problem Solving Ability to face different problem & analyze actual conditions and fix the problem if the causes of a problem are not known, carry out root cause analysis find the causes, analyze the information, form concepts, identify corrective actions to a achieve the goals, plans, ends and desires MPBIM 86

MICO Team Work:

BOSCH

Apart from technical proficiency, a wide variety of social skills are desirable for successful teamwork, including: Listening Questioning team. - To others ideas & allowing them to express their ideas - Ask questions, interact, and discuss the objectives of the

Respecting Sharing Participating

- To treat others with respect and to support their ideas. - to share information, knowledge with the team to create - Encourage all to participate in the team. an environment of teamwork.

Self-management: Adopt Self-management methods, skills, and strategies by which individuals can effectively direct their own activities toward the achievement of objectives, and includes goal setting, planning, scheduling, task tracking, self-evaluation, self-intervention, self-development, etc. Leadership Ability of an individual to influence, motivate, and enable others to contribute Towards the effectiveness and success of the organizations by maintaining skeptical attitude & developing confidence in one's own decision-making abilities Customer Orientation : It is the set of believes that says that customer needs and satisfaction are the priority of an organization. It focuses on dynamic interactions between the organization & customer as well as competitors in the market and its internal stake holders. Organizational awareness: Awareness of Bosch Values, Bosch Leadership guidelines, Quality tools, etc. Formal and informal channels of communication and decision-making channels.

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MICO STEP 6 Determination of competency proficiency level

BOSCH

Beginner level demonstrates very little of the desired behaviour. Cannot execute the task without supervision, needs to be trained.

Developing level demonstrates the behaviour infrequently & inconsistently when expected. Trained and are able to work with supervision.

Intermediate level demonstrates behaviours consistently & appropriately. Trained and are able to work independently.

Advanced level demonstrates finer aspects of behaviour & varies behaviour as when required, trained & can work without supervision, but cannot train others

Expert level- can be considered as role- model & can coach others in developing the competency.

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MICO Data collection methods used

BOSCH

1. Interviews (primary data collection)-Its carried out for better understanding of business activities.

2. Job task analysis(primary data collection)-A log book was circulated to every respondent in IPI dept.log books are nothing but work diaries, in which, respondent is required to enter the task activities carried out by them. The respondents were asked to fill in the details foe a period of two weeks. (Please refer annexure 1 for the format of log book).

3. Expert panel(primary data collection)-A team of 3 executives, who were considered to be subject matter experts(SME) identifying had a brain storming with session respect for to

critical

competencies

job/position. These SMEs where selected by the ORG dept on the basis of there impeccable performance record in the companythe panel had a meeting for the second time, where in they assessed to what extent the competencies are required with respect to various positions in the IPI department (please refer annexure 3 for expert panel rating book )

4. Going through job description files (secondary data collection) These files give details about the profile of the job and the activities which would necessarily be carried out in the job

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MICO g. Sampling plan

BOSCH

Population size: Sample size :

6 6

The various positions in IPI department include:

Senior manager (number of persons:1) Deputy manager (number of persons:1) Assistant manager (number of persons:2) Technical graduate trainee (number of persons:1) Clerical trainee (number of persons:1)

h. Tools and techniques for data collection

For IPI department, primary data collection was from

log books (please refer annexure 1) and expert panel

However before circulating log books to employees,

they were interviewed. This was done to understand the business activities of IPI department

Secondary data collection was through job description

files and companys intranet

By making use of behavioral indicators ,self

assessment questionnaire (please refer annexure 2) was developed

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MICO i. Plan of analysis

BOSCH

Based on the log book entries, tasks which are

challenging to perform are taken into consideration(please refer question 4 of SectionA in Annexure 1)

Respondents opinion on prioritizing tasks from highly

important to least important would me taken into consideration(please refer question 6 of sectionA in Annexure 1)

Once the competencies are identified as core and role

specific ones & the extent to which they are required for the particular role/position is obtained from the panelists(this

Graphs are plotted based on this information.

j. Limitation of Study

The findings and inferences drawn out of the study reflect only the existing trends of the Company. The duration time given to fill in the log books was short this was due to time constraint. Competency model, if not constantly reviewed, would not meet the future requirements. The accuracy and authencticity of the observations made & the inferences drawn, largely depend upon the corresponding information supplied by the concerned company authorities.

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MICO

BOSCH

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MICO

BOSCH

Sample size: 6 Percentage who responded: 100% The data so collected through primary and sources were analysed & interpreted. o Core and role specific competencies identified were further classified o The ratings acquired by the experts were tabulated. o Average scores were found out & matched with the proficiency levels. o Ratings acquired, proficiency levels and the persons role/position was considered for the identification of training needs.

IPN DEPT CORE COMPETENCIES

S NO. DESCRIPTION

DY SR.MR MR

AT MR TGT CL.TR

RATED BY:- A- Manager, B- Deputy manager, C- Senior manager BUSINESS LITERACY Ability to understand and influence key 1A 1B 1C Avg 2A 2B 2C Avg Seeking global knowledge business objectives 5 5 5 5 4 5 4 4.33 4 4 4 4 3 5 4 4.00 4 4 4 4 3 5 4 3 1 3 2.5 1 1 1 1 2 1

4.00 2.00 1.00

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MICO Understanding and implementing 3A 3B 3C Avg Ability to understand competitor's 4A 4B 4C Avg AVG SCORES OF BUSINESS LITERACY 4.75 CUSTOMER ORIENTATION Ability to articulate customer's needs 1A 1B 1C Avg Follow up with cust for answering 2A 2B 2C Avg Conducting cust satisfaction survey and 3A 3B 3C Avg Ability to establish trust and rapport with 4A the customer 4 3 3 knowing cust perception 2 2 4 2.67 2 4 4 3.33 2 4 4 queries or new product updation 1 3 3 2.33 2 4 5 3.67 2 4 5 and concerns 4 5 5 4.67 4 4 4 4.00 4 4 4 3.83 business strategies 5 5 5 5.00 3 4 3 3.33 3 4 3 company's vision n business values 4 5 5 4.67 3 5 4 4.00 3 5 4

BOSCH

2 3 3

1 1 2

4.00 2.67 1.33

2 3 2

1 1 1

3.33 2.33 1.00

3.83 2.38 1.08

4.00 3.00 2.00

3.67 3.00 2.00

3.33 3.00 1.50

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MICO 4B 4C Avg Meeting long term customer 5A 5B 5C Avg AVG SCORES OF CUSTOMER ORIENTATION 3.80 3.87 requirements 4 5 5 4.67 3 5 4 4.00 3 3 4 5 5 4.67 5 5 4.33 5 5

BOSCH

4.33 3.50 3.00

3.33 2.50 1.00

3.73 4.80 1.90

PROBLEM SOLVING AND JUDGEMENT Ability to assess options and 1A 1B 1C Avg Ability to take effective & timely 2A 2B 2C decisions to meet the desired results 5 5 4 4.67 AVG SCORES OF PROBLEM SOLVING AND JUDGEMENT 4.50 4.00 3.50 3.25 1.00 4 5 4 4.33 4 3 4 4 1 3 implications,in order to identify a sol. 4 5 4 4.33 3 4 4 3.67 3 3 4 4 1 2 1

3.33 3.00 1.00

3.67 3.50 1.00

COMMUNICATION Ability to convey Bosch cust schedules 1A 1B 1C Avg 2A Listening to and understanding & requirements to suppliers 3 3 3 3.00 4 3 4 4 3.67 4 3 5 4 4 4 3 1

4.00 3.50 2.50 4 3 1

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MICO customer queries,suggestions 2B 2C Avg 3A 3B 3C Avg 4A 4B 4C Avg 5A 5B 5C Avg Follow up on suppliers for payments for 6A 6B 6C Avg Follow-up with other departments(like 7A 7B 7C Avg Technical discussions through video or 8A 8B 8C tele-conferencing 4 5 5 3 4 5 3 3 5 QMM,CTG,CFA,SCP,CEX etc) 3 1 2 2.00 3 3 3 3.00 3 5 3 dispatches 3 1 2 2.00 3 3 3 3.00 3 5 3 Approaching new potential suppliers Refining inter-personal selling strategies Addressing the supplier complaints 3 5 4.00 5 2 4 3.67 5 5 4 4.67 4 2 3 3 4 4 4.00 4 3 4 3.67 3 3 3 3.00 3 5 4 4 5 4

BOSCH

4.33 3.50 1.00 4 5 4 4 1 3 1

4.33 3.50 1.00 3 2 3 3 1 2 1

2.67 2.50 1.00 3 5 4 4 3 2.5 1 1 2 1

3 5 4

1 5 1

3.67 4.00 2.33

3 5 3

1 5 3

3.67 3.67 3.00

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MICO Avg Preparation of effective reports(using 9A 9B 9C Avg 10A Ability to conduct negotiations 10B 10C Avg Customer visit and supplier visit co 11A ordination 11B 11C Avg AVG SCORES OF COMMUNICATION 4 4 4 4.00 3.55 4 5 4 4.33 3.36 4 4 4 graphs,slides etc) 5 2 3 3.33 4 5 5 4.67 4 3 4 3.67 4 5 5 4.67 4 5 4 4.67 4.00

BOSCH 3.67 3.00 1.00

3 5 3

2 5 4

4.33 3.67 3.67 4 3 5 4 1 3

4.00 3.50 1.00

4.00 3.00 1.00 3.55 3.30 1.68

FINANCIAL ACUMEN 1A 1B 1C Avg Ability to create,analyse & manage 2A 2B 2C Avg Understanding business related 3A 3B financial policies & procedures 4 5 3 4 3 4 3 1 opportunities within asgd projects 5 3 3 3.67 4 5 4 4.33 4 5 4 4 1 2 1 Ability to carry out cost-benefit analysis 4 5 4 4.33 4 4 3 3.67 4 3 3 3 1 3

3.33 3.00 1.00

4.33 3.00 1.00

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MICO 3C Avg 4A 4B 4C Avg AVG SCORES OF FINANCIAL ACUMEN TEAM WORK Ability to work cooperatively & 1A 1B 1C Avg Ability to work well in culturally 2A 2B 2C Avg Possessing the tact & skill to deal with 3A 3B 3C Avg AVG SCORES OF TEAM WORK ADAPTABILITY 1A 1B 1C Avg Personal willingness to adapt to change 4 5 4 4.33 4 5 4 4.33 4 5 4 people 5 5 4 4.67 4.22 4 5 4 4.33 4.11 4 5 4 diversified teams 4 5 4 4.33 3 4 4 3.67 3 4 4 productively in teams to achieve results 4 3 4 3.67 4 5 4 4.33 4 5 4 4.25 3.84 Ability to carry out budget control 4 4.33 5 5 4 4.67 4 3.67 4 3 4 3.67 4

BOSCH 3 1

3.67 3.00 1.00 4 3 4 3 1 3 2

3.67 3.00 1.50

3.75 3.00 1.13

3 5 4

1 5 4

4.33 4.00 3.33

3.67 3.00 2.50

4.33 3.00 1.50 4.11 3.33 2.44

4.33 3.50 2.50

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MICO Ability to effectively work in different 2A 2B 2C Avg Ability to work effectively under stressful 3A 3B 3C Avg AVG SCORES OF ADAPTABILITY 4.5 4.28 conditions 4 5 3 5 4 4 4 3 5 4 4 4 environments 3 5 4 4.00 3 4 4 3.67 3 4 4

BOSCH

3.67 3.50 2.00

4 3.5

4 2.5

3.5 2.33

RESOURCE MANAGEMENT Mnagaing internal resources to achieve 1A 1B 1C Avg Mananaging external resources to 2A 2B 2C Avg AVG SCORES OF RESOURCE MANAGEMENT 4.67 SELF MANAGEMENT Managing & continually improving own 1A 1B 1C Avg performance 4 5 4 4.33 3 5 4 4.00 3 5 4 3 3 2 1 3.40 3.40 3.00 1.88 achieve organizational goals 5 5 4 4.67 4 3 3 3.33 4 3 3 3 2 3 2 organizational goals 5 5 4 4.67 4 3 4 3.67 4 3 4 3 1 3 2

3.67 3.00 1.50

3.33 3.00 2.00

4.00 2.50 2.00

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MICO 2B 2C 2C Avg Ability to demonstrate corporate social 3A 3B 3C Avg AVG SCORES OF SELF MANAGEMENT TOTAL AVG SCORES OF CORE COMPETENCIES ROLE SPECIFIC COMPETENCIES VENDOR IDENTIFICATION 1A 1B 1C Avg 2A 2B 2C Avg Establish decision making criteria to 3A 3B 3C Avg Educating suppliers of company's 4A quality requirements 4 4 4 select suppliers & sub- suppliers 4 5 4 4.33 4 3 4 3.67 4 2 4 Understanding of IPO business modules Having functional commodity knowledge 5 5 3 4.33 4 5 4 4.33 4 5 4 4.33 4 5 4 4.33 4 5 4 4.2 3.77 3.78 3.55 responsibility &commitment to society 3 1 4 2.67 3 1 3 2.33 Time management 4 5 4 4.33 4 5 4 4.33 4 5 4

BOSCH 3 2

4.33 3.50 3.00

3 2.00 1 3 1 3

1 1 2

2.33 2.00 1.33

3.55 2.67 2.11

3.71 3.25 1.73

4.33 3.50 1.50 4 5 4 4 1 3 1

4.33 3.50 1.00

3.33 3.50 1.00

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MICO 4B 4C Avg AVG SCORES OF VENDOR IDENTIFICATION 4.08 VENDOR DEVELOPMENT Insisting suppliers to attend training 1A 1B 1C Avg Encouraging suppliers to come up with 2A 2B 2C Avg 3A 3B 3C Avg 4A 4B 4C Avg 5A 5B 5C Avg AVG SCORES OF VENDOR DEVELOPMENT 3.53 1.33 Involvement of sub-suppliers Conducting CIP at supplier end Monitoring performance indicators innovative ideas 4 3 4 3.67 5 5 4 4.67 4 2 3 3.00 4 2 3 3.00 3 5 4 4.00 4 4 4 4.00 3 3 4 3.33 3 3 4 3.33 3 5 4 prog on quality tools,product awareness 4 3 3 3.33 3 5 4 4.00 3 5 4 4.16 3 3 3.33 5 4 4.33 5 4

BOSCH

4.33 3.50 1.00

4.08 3.50 1.13

4.00 3.00 1.00

4.00 3.00 1.00 4 5 3 2 1 3 1

4.00 2.50 1.00 3 5 4 3 1 3 1

4.00 3.00 1.00 3 5 4 3 1 3 1

4.00 3.00 1.00

4.00 2.90 1.00

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MICO ADHERENCE TO QUALITY Understanding & implementation of 1A 1B 1C Avg Understanding &implementation of 5 S 2A 2B 2C Avg 3A 3B 3C Avg Market potential analysis for 4A 4B 4C Avg 5A 5B 5C Avg AVG SCORES OF ADHERENCE TO QUALITY 3.73 LEADERSHIP Ability to define goals & motivate team 1A 1B behind thes goals 5 5 4 4 4 2 3.80 Quality review of commodity commodities 5 5 4 4.67 4 4 4 4.00 4 5 4 4.33 4 4 3 3.67 4 2 4 Inventory management in the work place. 4 5 4 4.33 4 2 2 2.67 4 5 4 4.33 4 3 3 3.33 4 5 4 quality concepts and tools 4 2 3 3.00 3 3 4 3.33 3 5 4

BOSCH

4.00 3.00 1.00

4.33 3.50 2.50 4 5 3 2 1 3 1

4.00 2.50 1.00

3.33 3.00 1.00 4 5 3 2 1 3 1

4.00 2.50 1.00

3.92 2.90 1.30

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MICO 1C Avg 2A 2B 2C Avg 3A 3B 3C Avg AVG SCORES OF LEADERSHIP TOTAL AVG SCORES OF ROLE SPECIFIC COMPETENCIES 4 3.24 Positively influencing people & events Ability to delegate tasks effectively 4 4.67 5 5 4 4.67 5 5 4 4.67 4.67 3 3.67 4 4 2 3.33 4 4 4 4.00 3.67 3

BOSCH 2 1

3.00 2.50 1.00 4 2 2 1 1 3 1

2.67 2.00 1.00 4 2 4 2 1 3 1

3.33 2.50 1.00 3 2.33 1

3.75 2.91 1.11

COMBINED SCORES OF CORE AND ROLE SPECIFIC COMPETENCIES 4.1 3.51 3.73 3.1 1.4

RATING SCALES BETWEEN 1- 1.5- Beginner(B) 1.5-2.5-Developing(D) 2.5-3.5-Intermediate(I) 3.5-4.5-Advanced(A) 4.5 and above-Expert(E)

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MICO GRAPH 1
R a t i n g S c a l e f o r M id d l e M a n a g e m e n t - S k il l 5 4 3 2 1 0 C o m m u n i c a t io n N e g o t ia t i o n S k i ll p r o b le m s o lv in g

BOSCH

GRAPH 2
Rating Scale for Middle Management Knowledge
3.9 3.8 3.7 3.6 3.5 3.4 3.3
Business Lit Financial acumen Org. awareness Knowledge Comp. prov.

GRAPH 3
5 4 3 2 1 0

Rating Scale for Senior Management - Values

un de rs ta nd in g

Se t

oa ct iv e

GRAPH 4
Rating Scale for Senior Management Attitude
5 4 3 2 1 0
Team Work Self Management Customer Orientation Leadership

MPBIM

ve nd or de v

gt

Ti m e

oa l

ris is

gt C

Pr

104

MICO

BOSCH

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MICO Findings and conclusions:-

BOSCH

Training requirements of the SENIOR MANAGER Program Code Core competencies 1 2 3 4 5 6 7 8 Personal development prog on customer focus Personal development prog on developing a cust centric culture Skills development prog on written business communication Skills development prog on transaction analysis Effective communication skills Skill development prog on time management Skill development prog on personality development Programs on stress management,yoga,counselling etc Role competencies Functional prog on supply chain management Quality prog like Six Sigma awareness Personal development program Personal development program Seven habits program Prog on risk sovling ability Prog help enhance negotiation skills PRMS SAP Awareness MSOFFICE/OUTLOOK/POWERPOINT/ACCESS/ PROJECT Advanced MS-EXCEL TC0203 TC0237 TC0201/TC0201E/TC0201C/ TC0227/TC0228 TC0262 CM0755 TM0755 TM0214 TM0206 TM0213 TM0204 TM0264A

1 2 3 4 5 6 7 8 9 10 11

TK0211 TT0306A TM0211 TM0221A TM0252

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MICO Training requirements of the DEPUTY MANAGER Program Core competencies Personal development prog on developing a cust centric culture SHANIN Methods Skills development prog on written business communication Skills development prog on transaction analysis Effective communication skills Skill development prog on time management Skill development prog on personality development Prog on effective utilisation of resources Prog on waste reduction techniques Programs helping better understanding of the organizations vision,mission and strategies Programs on stress management,yoga,counselling etc Role specific competencies 1 2 3 4 5 6 7 8 9 10 11 Functional prog on supply chain management Quality prog like Six Sigma awareness Personal development program Personal development program Seven habits program Prog on risk sovling ability Prog help enhance negotiation skills PRMS SAP Awareness MSOFFICE/OUTLOOK/POWERPOINT/ACCESS/ PROJECT Advanced MS-EXCEL TC0203 TC0237 TK0211 TT0306A TM0211 TM0221A TM0252 Code

BOSCH

1 2 3 4 5 6 7 8 9 10 11

TM0755 TT0343 TM0214 TM0206 TM0213 TM0204 TM0264A

TC0201/TC0201E/TC0 201C/TC0227/TC0228 TC0262

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MICO Training requirements of the ASSISTANT MANAGER Program Core competencies 1 2 3 4 5 6 7 8 9 10 11 12 Personal development prog on developing a cust centric culture Six sigma SHANIN Methods Skills development prog on written business communication Skills development prog on transaction analysis Effective communication skills Skill development prog on time management Skill development prog on personality development Prog on effective utilisation of resources Prog on waste reduction techniques Programs helping better understanding of the organizations vision,mission and strategies Programs on stress management,yoga,counselling etc Role specific competencies Functional prog on supply chain management Quality prog like Six Sigma awareness Personal development program Personal development program Seven habits program Prog on risk sovling ability Prog help enhance negotiation skills PRMS SAP Awareness MS-OFFICE/OUTLOOK/ POWERPOINT/ACCESS/PROJECT Advanced MS-EXCEL TM0755 TT0306A/TT0151 TT0343 TM0214 TM0206 TM0213 TM0204 TM0264A Code

BOSCH

1 2 3 4 5 6 7 8 9 10 11

TK0211 TT0306A TM0211 TM0221A TM0252

TC0203 TC0237 TC0201/TC0201E/TC0201 C/TC0227/TC0228 TC0262

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MICO Training requirements of the TGT Program Core competencies Personal development prog on customer focus Personal development prog on developing a cust centric culture Six sigma SHANIN Methods Skills development prog on written business communication Effective communication skills Personal development for building effectiveness,team 1 Personal development prog for building effective team 2 Skill development prog on time management Skill development prog on personality development Prog on effective utilisation of resources Prog on waste reduction techniques Programs helping better understanding of the organizations vision,mission and strategies Programs on stress management,yoga,counselling etc Role specific competencies Quality prog like Six Sigma awareness Personal development program Personal development program PRMS SAP Awareness Code

BOSCH

CM0755 TM0755 TT0306A/TT0151 TT0343 TM0214 TM0213 TM0221 TM0221B TM0204 TM0264A

TT0306A TM0211 TM0221A TC0203

TC0237 TC0201/TC0201E/TC MS0201C/TC0227/TC022 OFFICE/OUTLOOK/POWERPOINT/ACCESS/PROJECT 8 Advanced MS-EXCEL TC0262

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MICO Training requirements of the CLERICAL TRAINEE Program Core competencies 1 2 1 1 3 1 2 1 2 1 2 1 1 Personal development prog on customer focus Personal development prog on developing a cust centric culture Six sigma Skills development prog on written business communication Effective communication skills Personal development for building effectiveness,team 1 Personal development prog for building effective team 2 Skill development prog on time management Skill development prog on personality development Prog on effective utilisation of resources Prog on waste reduction techniques Programs helping better understanding of the organizations vision,mission and strategies Programs on stress management,yoga,counselling etc Role specific competencies 1 C 1 F 1 2 3 Quality prog like Six Sigma awareness Personal development program Personal development program PRMS SAP Awareness MSOFFICE/OUTLOOK/POWERPOINT/ACCESS/ PROJECT Advanced MS-EXCEL

BOSCH

Code CM0755 TM0755 TT0306A/TT0151 TM0214 TM0213 TM0221 TM0221B TM0204 TM0264A

TT0306A

TM0211 TC0203 TC0237 TC0201/TC0201E/TC0201C/TC 0227/TC0228 TC0262

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MICO TRAINING MATRIX FOR THE IPI DEPT Training codes SM DM AM

BOSCH

Training programs For Core Competencies/R atings acquired PERSONAL DEVELOPMENT PROG on cust focus on developing cust centric culture on team building SKILL DEVELOPMENT PROG on written communication on transaction analysis Time management Personality development SHANIN METHODS SIX SIGMA PROGRAMMES ON Communication skills Effective utilization of resources Waste reduction

TGT

CT

4.2

3.77

3.71

3.25

1.73

CM0755 TM0755 TM0221/T M0221B

TM0214 TM0206 TM0204 TM0264A TT0343 TT0306A/T T0151

TM0213

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MICO For Role specific competencies/R atings acquired PROGRAMMES ON Supply chain management Risk solving ability Enhancing negotiation skills Six sigma awareness Seven habits Personality development INFORMATION TECHNOLOGY PROG PRMS SAP MSOFFICE/OUTLO OK/POWERPOIN T/ACCESS/PROJ ECT Advanced MSEXCEL Training needs decided on the basis of ratings acquired(on the scale of 5) and position in the organization 1-1.5=Beginner 1.52.5=Developing 2.53.5=Intermediate 3.54.5=Advanced 4.5 and above=Expert

BOSCH

3.24

3.75

2.91

1.11

TK0211 TT0306A TM0252 TM0211/TM 0221A

TC0203 TCO237 TC0201/TC0 201E/TC020 1C/TC0227/ TC0228

TC0262

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MICO

BOSCH

Suggestions:

Validation of the competency model is very essential. For IPI dept,

analysts can select an other sample(say CLP dept) and check if competencies identified, are valid. Validation process can be carried out either by BEI method or direct observation.

Usage of different data collection methods is recommended. It is always better to review the competency model.
Competencies must meet the future requirements. Conducting more visionary interviews would be helpful.

For expert panel meetings, its better to bring in subject matter

experts from outside the company(but has served the company in the past)

For competency assessment, 360-degree appraisal is

recommended. For getting customers ratings, it is better to approach companys long term customers (customers who have business relationship with the company for quite a long time).new clients may not be in a position to do proper assessment, as they hardly know about the companys business activities.

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MICO

BOSCH

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MICO REFERENCES:Books

BOSCH

Lyle M Spencer & Signe. M. Spencer, Competence at Work, john Wiley & sons, USA,1993 Pandu Naik & Siraj Ur Rahman,Competency Mapping,First Edition,IHRD publication, Bangalore,2005 Ganesh Shermon,Competency based HRM, Second Edition,Tata McGraw-Hill Publication Company Ltd.,New Delhi,2004 Margaret Dale, Developing Management Skills (the art of HRD-set of nine volumes),First Edition, Crest Publishing House, New Delhi,1999. Margaret Dale and Paul Lles,Assessing Management Skills, First Edition, Jaico Publishing House ,Mumbai,1995 Robert E.Quinn, Sue R.Faerman Michael P.Thompson,Michael R. McGrath, Becoming a Master Manager,Third Edition, Wiley International Edition,2003. Websites

www.shrm.org www.e-hresources.com www.irisolutions.com www.qedconsulting.co.uk/soe/competency-competency.html www.seekful.com www.Allbusiness.com www.google.com Power point presentations (available on companys intranet) Competency mapping: process by Narayan Nair Competency management: by Sheela Charles Training need analysis: by Siraj Rahman, Director, IHRD MPBIM 115

MICO

BOSCH

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MICO

BOSCH

ANNEXURE 1

MICO BOSCH, Adugodi, Bangalore India

COMPETENCY MAPPING FOR MICO BOSCH

Log Book

Name : Designation

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MICO Dear Respondent,

BOSCH

Your response is very much essential We are presenting you this Log book. A Log Book is nothing but a work diary or a work sheet which lists out the tasks/ activities performed by an individual. Please read the information section given below before filling in the details. We would be making use of these details for our research work on Competency Mapping (CM). Thanks for your co-operation,

-Regards, CM - Research team (ORG Department, MICO BOSCH)

INFORMATION SECTION :

Competency : Observable behaviors that are a combination of knowledge, skills, abilities, traits, values, motives and other

characteristics that contribute to success in performance of a task / work assignment. They are underlying characteristic required to successfully perform a task/work Knowledge : Information a person has in specific content areas. It is acquired from various sources like books, websites, listening to others, television, newspapers, magazines etc. Skills : It is the ability to perform a physical or mental task. Ex : Skill to convince another person to buy a product Competency has hidden behaviors like attitudes, values, motives, traits, selfconcept

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MICO

BOSCH

Competency Mapping is a process of identification of the competencies required to perform successfully a given job or role or set of tasks at a given point of time Competencies can be technical and behavioral Log Book is essential in carrying out Job task analysis

Job task analysis essentially deals with identifying and prescribing knowledge and skills required for the effective performance of the job

Kindly note the difference between Job and put together make a Job

Task. Tasks are

small units of work performed to accomplish an objective. All tasks

For instance, we know that secretarys job would comprise of various tasks like taking notes, attending phone calls etc.

This Log Book has two sections SECTION A and SECTION B SECTION A is basically Job Profile, wherein, you are requested to fill in the details of the tasks which are usually performed over daily/weekly/monthly basis, as indicated

SECTION B is more of a work-diary, wherein you are requested to fill in the details of day-to-day activities carried out

Questions are self-explanatory. But in case of any clarification, kindly revert to us on Phone (Extn : 2261) or mail to : venkatasami.babu@in.bosch.com

You are requested to maintain this log book from 1.8.2006 to 5.8.2006 . We would be collecting it from you on 5.8.2006

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MICO SECTION A SECTION A : JOB PROFILE 1. a) Kindly list out the tasks which you perform individually on a daily basis

BOSCH

Sl. No.

Tasks which I carry out individually almost every day are

4.

5.

6.

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MICO

BOSCH

b) Kindly list out the tasks which you perform in teams on a daily basis

Sl. No.

Tasks which I carry out in groups/teams almost every day are

1.

2.

3.

4.

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MICO 2. a) Kindly list out the tasks which you perform on weekly basis (individually)

BOSCH

Sl. No.

Tasks which I carry out every week individually are

1.

2.

3.

4.

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MICO 2.

BOSCH

b) Kindly list out the tasks which you carry out in teams/groups on a weekly basis

Sl. No.

Tasks which I carry out in groups/teams every week are

1.

2.

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MICO 3. Kindly list out the tasks which you perform individually on monthly basis

BOSCH

Sl. No.

Tasks which I carry out every month individually are

1.

2.

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MICO 3.

BOSCH

b) Kindly list out the tasks which you perform in groups/ teams on monthly basis

Sl. No.

Tasks which I carry out every month in groups/teams are

1.

2.

3.

4.

5.

6.

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MICO

BOSCH 4. Kindly list out the tasks related to your job which you think

are challenging to perform

Sl. No.

Tasks which I feel challenging to perform are

1.

2.

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MICO

BOSCH

5. Kindly list out the tasks related to your job which you think are not complicated/easy to execute

Sl. No.

Tasks which I feel are not complicated/easy to execute are

1.

2.

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MICO

BOSCH

6. Kindly list out the tasks related to your job which you feel are highly important to that which are less important

Sl. No.

I prioritize my tasks as follows Highly important

1.

2.

3.

4.

5.

6.

7.

8.

Less important

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MICO SECTION B SECTION B : LOG BOOK Details of the tasks executed daily ( day-to-day activities)

BOSCH

Date : ----

Day : ------

Sl. No. Tasks performed by me today Timings From To

1.

2.

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MICO Date : ---Day : ------

BOSCH

Sl. No. Tasks performed by me today Timings From To

1.

2.

3.

4.

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MICO

BOSCH

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MICO Annexure 2

BOSCH

Rather lose money than trust

QUESTIONNAIRE BOOKLET for COMPETENCY ASSESSMENT

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MICO

BOSCH

Dear Rater, Here is a Questionnaire Booklet, where-in you are required to choose an appropriate answer from the multiple choices given. Kindly note that, your feedback is very much essential for carrying out the Competency Mapping process. Confidentiality of all information provided, will be ensured.

Thanks, Kind Regards,

ORG Department (MICO BOSCH, Bangalore) Instructions : Please tick-mark ( ) or shaden ( appropriate If you come across questions, which you are not sure of, kindly ignore them Kindly submit the filled questionnaire booklet by 03.07.2006 Significance of ratings : Strongly Agree : I completely agree with the statement Agree : I am not 100% sure, but to greater extent I agree with the statement Neutral : Sometimes I agree & sometimes I disagree with the statement Disagree : I am not 100% sure, but to greater extent, I disagree with the statement Strongly disagree : I completely disagree with the statement ) the options, whichever you find

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MICO QUESTIONNAIRE :

BOSCH

1. I understand companys vision, values & implement the same in business processes o Strongly agree o Agree o Neutral o Disagree o Strongly disagree 2. I take some time off, from my routine activites & try to understand competitiors business processes o Strongly agree o Agree o Neutral o Disagree o Strongly disagree 3. I do not browse on the net or read business magazines to seek global business knowledge. I think its just a waste of time. o Strongly agree o Agree o Neutral o Disagree o Strongly disagree 4. I have the ability to understand & influence key business objectives & strategies o Strongly agree o Agree o Neutral

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MICO o Disagree o Strongly disagree

BOSCH

5. If our companys product is updated or a new one is released in the market, the first thing I do, is call up & inform the customer or ask my sub-ordinates to do so. o Strongly agree o Agree o Neutral o Disagree o Strongly disagree 6. I dont believe that Company must follow up with the customers, once the product is released. Once you have sold the product, your job is done. o Strongly agree o Agree o Neutral o Disagree o Strongly disagree 7. I think doing a Customer satisfaction survey or trying to analyse their perception is a waste of time o Strongly agree o Agree o Neutral o Disagree o Strongly disagree 8. I have the ability to understand customers needs and concerns o Strongly agree o Agree

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MICO o Neutral o Disagree o Strongly disagree

BOSCH

9. I believe that every Company must meet with Customers long-term requirements o Strongly agree o Agree o Neutral o Disagree o Strongly disagree 10. When I come across a problem, I just dont run away or ignore it, but deal with it & try my best to solve it o Strongly agree o Agree o Neutral o Disagree o Strongly disagree 11. I spend time, thinking how things can be developed, improved or changed o Strongly agree o Agree o Neutral o Disagree o Strongly disagree 12. Usually I prefer solving problems using traditional, accepted techniques rather than new innovative approaches o Strongly agree

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MICO o Agree o Neutral o Disagree o Strongly disagree 13. When the need arises, I dont step up & take decisions. I feel hesitant to do so. o Strongly agree o Agree o Neutral o Disagree o Strongly disagree

BOSCH

14. I am not aware of & I dont bother do look into companys financial policies & procedures o Strongly agree o Agree o Neutral o Disagree o Strongly disagree 15. Given a chance, I have the ability to carry-out cost-benefit analysis o Strongly agree o Agree o Neutral o Disagree o Strongly disagree 16. I dont look at the Budget while executing my project o Strongly agree o Agree

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MICO o Neutral o Disagree o Strongly disagree 17. I prefer working alone than in a team o Strongly agree o Agree o Neutral o Disagree o Strongly disagree

BOSCH

18. While in a team, I discuss with others about how we can work together to achieve the targets o Strongly agree o Agree o Neutral o Disagree o Strongly disagree 19. People must agree to what I say. I just dont like if people disagree with my ideas. I find it difficult to see things from their point of view. o Strongly agree o Agree o Neutral o Disagree o Strongly disagree 20. I find it difficult to work in culturally diversified group. o Strongly agree o Agree o Neutral

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MICO o Disagree o Strongly disagree

BOSCH

21. If my colleague has hectic work, I would personally go and offer help. I dont mind in sharing his work-load. o Strongly agree o Agree o Neutral o Disagree o Strongly disagree 22. When we all are facing crisis situation, I step up and try to motivate my team members and advise them to remain optimistic o Strongly agree o Agree o Neutral o Disagree o Strongly disagree 23. I am flexible to changes in todays business scenario o Strongly agree o Agree o Neutral o Disagree o Strongly disagree 24. Whenever my mistake is pointed out, I find it difficult to admit and rectify it. o Strongly agree o Agree o Neutral

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MICO o Disagree o Strongly disagree

BOSCH

25. I can work efficiently for long hours irrespective of hectic schedules o Strongly agree o Agree o Neutral o Disagree o Strongly disagree 26. I lose my confidence when I face unexpected problems during my work o Strongly agree o Agree o Neutral o Disagree o Strongly disagree 27. I panic when there is too much work-load or if I am shifted to a completely new work environment o Strongly agree o Agree o Neutral o Disagree o Strongly disagree 28. I am too much involved in my routine work, I have no time to focus on improving my performance continuously o Strongly agree o Agree o Neutral

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MICO o Disagree o Strongly disagree 29. I prefer allocating time to each task which I perform o Strongly agree o Agree o Neutral o Disagree o Strongly disagree

BOSCH

29. I finish my work on time and I am successful in meeting the deadlines o Strongly agree o Agree o Neutral o Disagree o Strongly disagree 30. I am usually late for my appointments and meetings o Strongly agree o Agree o Neutral o Disagree o Strongly disagree 31. I normally switch from one task to another task, before even completing the previous task o Strongly agree o Agree o Neutral o Disagree o Strongly disagree

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MICO

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32. I have the ability to select suppliers & sub-suppliers, who match our Companys requirements o Strongly agree o Agree o Neutral o Disagree o Strongly disagree 33. I have thorough knowledge about Direct & Warehouse Exports o Strongly agree o Agree o Neutral o Disagree o Strongly disagree 34. I have the functional commodity knowledge (about various commodities) o Strongly agree o Agree o Neutral o Disagree o Strongly disagree 35. I actively listen to my customers in order to understand their queries or requirements or suggestions o Strongly agree o Agree o Neutral o Disagree o Strongly disagree

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MICO

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36. During my presentations, I feel that my audience are not understanding what I am trying to say. o Strongly agree o Agree o Neutral o Disagree o Strongly disagree 37. I try to design my presentations, based on the intellectual level of my audience o Strongly agree o Agree o Neutral o Disagree o Strongly disagree 38. I succeed in putting across my ideas effectively during my presentations and speeches o Strongly agree o Agree o Neutral o Disagree o Strongly disagree 39. If I receive any kind of complaint from my supplier, I follow-up Immediately, by sending an e-mail or making a call o Strongly agree o Agree o Neutral o Disagree

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MICO o Strongly disagree

BOSCH

40. I find it difficult to carry out discussions through tele-conference or video-conference

o Strongly agree o Agree o Neutral o Disagree o Strongly disagree 41. If my supplier has not made the payment or dispatched parts on time, I respond to it by sending him an arrogant e-mail or shout at him over phone o Strongly agree o Agree o Neutral o Disagree o Strongly disagree 42. I insist the suppliers to take up training programs to improve their efficiency o Strongly agree o Agree o Neutral o Disagree o Strongly disagree 43. I encourage the suppliers to come-up with innovative ideas for improving business processes o Strongly agree

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MICO o Agree o Neutral o Disagree o Strongly disagree 44. I feel performance monitoring is a waste of time. o Strongly agree o Agree o Neutral o Disagree o Strongly disagree

BOSCH

45. I think conducting CIP at supplier-end can improve our business activities o Strongly agree o Agree o Neutral o Disagree o Strongly disagree 46. I insist on making use of Quality concepts and tools throughout the project life-cycle o Strongly agree o Agree o Neutral o Disagree o Strongly disagree 47. I believe that cleanliness is next to Godliness. So I always keep my office cabin neat & tidy o Strongly agree

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MICO o Agree o Neutral o Disagree o Strongly disagree

BOSCH

47. My desk is usually with piles of papers, when I finish my work for the day o Strongly agree o Agree o Neutral o Disagree o Strongly disagree 48. I get rid of unwanted files & papers & store only what is required o Strongly agree o Agree o Neutral o Disagree o Strongly disagree 49. I feel reviewing each & every commodity for quality is simply a waste of time o Strongly agree o Agree o Neutral o Disagree o Strongly disagree 50. I cannot direct people and tell them to perform certain tasks o Strongly agree o Agree

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MICO o Neutral o Disagree o Strongly disagree

BOSCH

51. I cannot tell my team about what are our goals and objectives because it is not clear to me o Strongly agree o Agree o Neutral o Disagree o Strongly disagree 52. When someone in my team does not meet the expectations, I keep telling him / her that he / she is fit for nothing. I dont care to motivate such people o Strongly agree o Agree o Neutral o Disagree o Strongly disagree 53. I feel that my team respects me and looks up to me as a role model o Strongly agree o Agree o Neutral o Disagree o Strongly disagree

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MICO Annexure 3

BOSCH

EXPERT PANEL RATING BOOK

Your business partners satisfaction is more important than short-term profit.

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MICO

BOSCH (Please fill-in the details only after the Brain-storming session)

INTERNATIONAL PURCHASE INDIA (IPI), MICO BOSCH, Bangalore. Total strength of the Department : 6

Senior Manager

(1)

Deputy Manager ( 1 ) Assistant Manager ( 2 ) Technical Graduate Trainee ( 1 ) Clerical Trainee ( 1 ) After the analysis of Log Books, we have analyzed a list of competencies. Please put ( ) mark, if you think the identified competency is required for the job

Else, put ( ) mark, if you think the identified competency is not required for the job

Please enter the other critical competencies & their definitions which are not in the list, but identified during brainstorming session

Kindly give your individual opinion while giving the ratings MPBIM 149

MICO (Confidentiality of information is ensured)

BOSCH

Please furnish the following details :

Name

: ------------------------------------------------------------------

Designation : ------------------------------------------------------------------

Department : -------------------------------------------------------------------

Significance of Ratings :

1 : Beginner

level - demonstrates very little of the desired behavior

2 : Developing level - demonstrates the behavior infrequently & inconsistently when expected

3 : Intermediate level - demonstrates behaviors consistently & appropriately

4 : Advanced level - demonstrates finer aspects of behavior & varies behavior as and when required

5:

Expert

level - can be considered as role-model & can coach others in developing the competency

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MICO

BOSCH

Competencies identified for the Purchase Department :

Sl. No.

COMPETENCIES

Required / Not Required

Core Competencies 1. 2. 3. 4. Business Literacy Customer Orientation Communication Problem Solving & Judgment Financial Acumen Team Work Adaptability Self- Management Role Specific Competencies Vendor Identification Vendor Development Adherence to Quality Leadership

5. 6. 7. 8.

1. 2. 3. 4.

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MICO Additional Competencies identified during Brain-storming session :

BOSCH

Sl. No.

Competencies

Extent to which it is required 5 4 3 2 1

1.

2.

3.

4.

5.

6.

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MICO

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To identify the extent to which Competencies are required with respect to position :

Example :

Sl. No .

Questions

Manager

Secretary

1.

Ability to delegate tasks Articulatin g clients needs Fixing up appointme nts

2.

3.

PANEL RATINGS

Sl. No. 1.

Behavioral SM. Indicators depicting competencies Ability to understand and influence key business objectives Seeking global knowledge Understanding & implementing companys vision & values in business Ability to understand

DM.

AM

TGT

CT

2. 3.

4.

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MICO competitors business strategies (local & global level) 5. Ability to articulate customers needs & concerns Follow up with customers for answering queries or new product updation Conducting customer satisfaction survey and knowing customer perception Ability to establish trust & rapport with the customers Meeting long term customer Requirements Ability to assess options & implications, in order to identify a solution Ability to assess options & implications, in order to identify a solution Ability to take effective and timely decisions to meet the desired results Ability to convey Bosch customer schedules & requirements to suppliers

BOSCH

6.

7.

8.

9.

10.

11.

12.

13.

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MICO 14. Listening to and understanding customer queries, suggestions Addressing the supplier complaints Refining interpersonal selling strategies Approaching new potential suppliers Follow-up on suppliers for payments or dispatches Follow-up with other Departments (like QMM, CTG, CFA, SCP, CEX, Warehouse, Logistics etc.) Technical discussions through tele-conferencing or video-conferencing Preparation of effective Reports (using graphs, slides etc.) Ability to conduct Negotiations Customer visit and supplier visit co-ordination Ability to assess options & implications, in order to identify a solution Ability to take effective & timely decisions to meet the desired results

BOSCH

15. 16.

17. 18.

19.

20.

21.

22. 23.

24.

25.

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MICO 26. Ability to carry out cost-benefit analysis Ability to create, analyze & manage opportunities within assigned project Understanding business related financial policies & procedures Ability to carry out Budget control Ability to work cooperatively & productively in teams to achieve results Ability to work well in culturally diversified teams Possessing the tact & skill to deal with people Personal willingness to adapt to change Ability to effectively work in different environments Ability to work effectively under stressful conditions Managing internal resources to achieve organizational goals Managing external resources to achieve organizational goals Managing & continually improving own Performance

BOSCH

27.

28.

29.

30.

31.

32.

33.

34.

35.

36.

37.

38.

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MICO 39. 40. Time Management Ability to demonstrate Corporate Social Responsibility & commitment to society Having functional commodity knowledge (Electrical, Electronic, Mechanical, Electromechanical, Castings, Rubber parts, Sheet metal, Turned parts, Subassemblies, Plastic parts etc.) Understanding of IPO Business Modules Establish decision making criteria to select suppliers & sub-suppliers Educating suppliers of companys quality requirements Insisting suppliers to attend training programs on Quality tools, Product awareness Encouraging suppliers to come up with innovative ideas Monitoring performance Indicators Conducting CIP at supplier end

BOSCH

41.

42.

43.

44.

45.

46.

47.

48.

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MICO 49. 50. Involvement of sub-suppliers Understanding & implementation of Quality concepts and tools (like Pokayoke, Six Sigma, FMEA, SPC, PPAP, APQP, QSP, Gauge R&R etc) through out the project life-cycle Understanding & implementation of 5-S in the work place Inventory Management Market potential analysis for commodities Quality review of commodities Ability to define goals & motivate team behind these goals Ability to delegate tasks effectively Positively influencing people & events

BOSCH

51.

52. 53.

54. 55.

56. 57.

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