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KIRLOSKAR INSTITUTE OF ADVANCED MANAGEMENT STUDIES, HARIHAR

INDUSTRIAL INTEGRATION REPORT

MANUFACTURING INDUSTRY: BOSCH LIMITED,INDIA BANGALORE PLANT , DIESEL UNIT SERVICE INDUSTRY : STOCK HOLDING CORPORATION OF INDIA LIMITED, BANGALORE MAIN BRANCH
Submitted to : Prof. E.Anand Submitted from : Nishanth Joseph Thomas Pankaj Kumar Bothra Jennifer Viola Rebba Ritesh Sood Shreya Srivastava
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(52) (53) (68) (69) (82)

Date of Submission: 14th Jan 2013 ACKNOWLEDGEMENTS


The satisfaction that the successful completion of the task would be incomplete without mentioning all those guidance and encouragements which crown the efforts with success. First and foremost we would thank the lord Almighty for His grace, mercy without which nothing would have been possible. We sincerely bow with reverence to the sanctum of KIAMS for giving us an opportunity to pursue our PGDM course. We are indebted to the Director, Dr. Gopal Iyengar, for facilitating a congenial academic environment in the college. We will be obliged to Mr.E.Anand who has given us the opportunity to make a report on Report on Larsen & Toubro-A Quantitative & Qualitative Analysis based on Crisil Framework. We would like to say thanks to each other for being patient while doing the group activity and avoiding any type of plagiarism. Last but not the least we would like to thank our parents and friends.

Table of Content
Sl No. Chapter Page Number

CHAPTER 1 OBJECTIVE OF THE VISIT

OBJECTIVE OF THE VISIT


The main objective of making an Industrial visit was to understand and know about the various management and structural process that are being practiced and carried out in the functioning of a manufacturing and services Industry such as how the various factors of production and other resources help in fulfilling the desired result of Demand and Supply. Before visiting the industrial units we were guided about the two important models named as CII Business Excellence Model & Balance Score Card through a workshop so as to understand there application in practicality in any organization in their day to day functioning as well as towards its end goals. To have an interface with the industry and their by understand the practical implicative side of Business Excellence Model in Manufacturing and Service Industry and there by assessing them on parameter of Balance Score Card. To develop an understanding of the roles and responsibilities of different departments in an organization and also their inter-relation amongst themselves. The visit was helpful because it developed our interest in some parts of business which we were unaware of.

BOSCH LIMITED

ABOUT BOSCH GROUP In 1886, Robert Bosch founded the Workshop for Precision Mechanics and Electrical Engineering in Stuttgart. This was the birth of today's globally active Robert Bosch GmbH. From the very beginning, the company's history has been characterized by innovative drive and social commitment. Bosch has celebrated its 125th anniversary in 2011. The company was set up in Stuttgart in 1886 by Robert Bosch (1861-1942) as a "Workshop for Precision Mechanics and Electrical Engineering." The special ownership structure of Robert Bosch GmbH guarantees the entrepreneurial freedom of the Bosch Group, making it possible for the company to plan over the long term and to undertake significant up-front investments in the safeguarding of its future. Ninety-two percent of the share capital of Robert Bosch GmbH is held by Robert Bosch Stiftung GmbH, a charitable foundation. The majority of voting rights are held by Robert Bosch Industrietreuhand KG, an industrial trust. The entrepreneurial ownership functions are carried out by the trust, which is constituted in the form of Board of Directors who are 12 in numbers. The remaining shares are held by the Bosch family and by Robert Bosch GmbH. The Bosch slogan 'Invented for Life' is part of its long tradition, through which it communicates the Group's core competencies and vision, that include technological leadership, modernity, dynamics, quality and customer orientation. The Bosch Group is a leading global supplier of technology and services. According to preliminary figures, more than 300,000 associates generated sales of 51.4 billion Euros in the areas of automotive and industrial technology, in the areas of automotive and industrial technology in fiscal 2011. The Bosch Group comprises Robert Bosch GmbH and its more than 350 subsidiaries and regional companies in over 60 countries. If its sales and service partners are included, then Bosch is represented in roughly 150 countries. This worldwide development, manufacturing, and sales network is the foundation for further growth. Bosch spent some 4 billion Euros for research and development in 2011 and applied for 4,126 patents worldwide. With all its products and services, Bosch enhances the quality of life by providing solutions which are both innovative and beneficial.

ABOUT BOSCH LIMITED

Bosch has been present in India for more than 90 years first through a representative office in Calcutta since 1922, and from 1951 through its subsidiary Bosch Limited (then Motor Industries Company Limited also known as MICO). Bosch is represented by six other group companies & a joint venture in India. Bosch Limited is an auto component manufacturer company. As of December 31, 2011, the Bosch Group held 71.18% stake in Bosch Limited. Bosch Limited manufactures and trades in three business sectors, such as Automotive Technology, Industrial Technology and Consumer Goods and Building Technology. The Companys manufacturing facilities are located at Bangalore, Naganathapura, Nashik, Jaipur and Goa.

Robert Bosch Engineering and Business Solutions Ltd. - A 100% owned subsidiary of Robert Bosch GmbH, has been present in India since 1998. Today, it has emerged to become one of the largest Bosch development centers outside Germany. It provides end-to-end engineering and technology solutions for all the business sectors of automotive technology, industrial technology, consumer goods and building technology. It employees more than 4800 associates and is a ISO 9001:2000 certified and appraised at CMMI Level 5. Bosch Rexroth India Ltd.- that was established in 2001 (by acquiring majority stake in Rexroth established in 1975), is an expert in service for drive and control technologies.It employees nearly 600 skilled associates and serves in India through manufacturing unit established at Bangalore and Ahmedabad,5 sales offices and numerous sales and services partners across India. The company is ISO 9001:2000,ISO14001:2004,OHSAS 18001:1999 certified. It exports its services to various countries such as Singapore,Malaysia,China,etc . Bosch Chassis Systems India Ltd.(RBIC)- established in 2005, (by acquiring majority stake in Kalyani Brakes Ltd. established in 1982) is amongst the World class manufactures of Hydraulic Brake Systems meeting the stringent quality norms of many leading OEMs in India and international vehicle manufacturers. It employs around 2500 associates and is operational from place known as Chakan and corporate office at Pune. Bosch Automotive Electronics India Private Ltd(RBAI).-is a 100% subsidiary of Robert Bosch GmbH and is engaged in the manufacture of electronic control units(ECU). The company is based at Naganathapura in Bangalore. It serves to both domestic and International OE customers with the Diesel systems and Gasoline systems division.

Bosch Electrical Drives India Private Ltd.- It is based near Chennai and was formed in 2008 manufactures and sells electrical drives for various automotive applications such as window lift drive, wiper system, engine cooling fans etc. ETAS- It is a100% subsidiary of Robert Bosch GmbH.It provides comprehensive and integrated tools and tools solutions for the development and service of automotive electronic control units(ECUs).They develop innovations required for tomorrows vehicle technology. MHB Filter India Private Limited It is a JV for design, development and manufacturing of automotive filters and filter assemblies in India. ABOUT BOSCH LTD. INDIA, BANGALORE Founded in 1951, Bosch Limited is Indias largest auto component manufacturer and also one of the largest Indo German companies in India. The company generated net sales of Rs.8017.9 crores in 2011 with 12236 employees in India. Details below Automotive Technology Business divisions: Diesel and Gasoline Fuel Injection Systems, Car Multimedia Systems, Auto Electricals and Accessories, Starters and Motors Generators, Automotive Electronics, Energy and Body Systems. Industrial Technology Business divisions: Packaging Machines, Special Purpose Machines Consumer Goods and Building Technology Business divisions: Power Tools, Security Systems VISION: Creating Values Sharing Values. MISSION: Enabling the Bosch group by Maximizing value as an offshore partner in technology and business solutions through BeQIK (Be Better Be Bosch) focusing on : Value Capture Quality and Mature Processes Continuous Improvement and Innovation Leveraging Synergy and Talent

VALUES:
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1. 2. 3. 4. 5. 6. 7.

Future and Result Focus Responsibility Initiative and Determination Openness and Trust Fairness Reliability, Creditability and Legality Cultural Diversity

Milestones in Company and Product History

1886 Establishment of the company, opening of the Workshop for Precision Mechanics and Electrical Engineering in Stuttgart on November 15 1897 First successful application of the Bosch low-voltage magneto ignition device to a motor vehicle 1902 First high-voltage magneto system with Bosch spark plugs 1913 At the main factory in Stuttgart, establishment of an apprentice training department with a dedicated workshop for apprentices 1913 Bosch automotive lighting system an electrical lighting system for vehicles 1918 Gottlob Honold designs the armature in a circle, the new Bosch trademark. 1921 The first Bosch Car Service opens in Hamburg. 1927 Series production of Bosch fuel injection pumps and nozzles for diesel engines 1928 Launch of the Forfex hair trimmer, the first Bosch power tool; 1932 first power drill and Bosch hammer 1932 Acquisition of heating systems business of Junkers & Co. GmbH, Dessau, Germany 1932 Launch of Europes first series-produced car radio 1933 Launch of the Bosch refrigerator 1940 Official opening of the Robert Bosch Hospital 1951 Series production of gasoline injection for passenger cars 1963 Start of packaging machinery activities with acquisition of Erich Wetzel Verpackungsmaschinen GmbH 1964 Vermgensverwaltung Bosch (from 1969: Robert Bosch Stiftung GmbH) acquires majority stake in Robert Bosch GmbH. 1967 Foundation of Bosch-Siemens Hausgerte GmbH (known since 1998 as BSH Bosch und Siemens Hausgerte GmbH) 1967 Series production of the Jetronic electronic gasoline-injection system 1974 Launch of Boschs 3S program (safe, clean, economical) for product Development 1976 Series production of lambda sensor for three-way catalytic converter 1978 Series production of the ABS electronic antilock braking system 1979 Series production of the Motronic electronic engine management system 1986 Series production of the TCS traction control system 1989 Launch of the TravelPilot IDS, first autonomous vehicle navigation system in
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Europe 1991 Series production of Motronic with controller area network (CAN) 1995 Series production of the MEMS micromechanical sensor 1995 Series production of the worlds first ESP electronic stability program 1997 Series production of the common-rail high- pressure diesel injection system. 2000 Series production of the DI Motronic gasoline direct injection system 2001 Industrial leadership of Mannesmann Rexroth AG, and its merger with the Automation Technology division to form Bosch Rexroth AG 2003 Launch of the Ixo cordless drill/driver with lithium-ion rechargeable battery 2005 Series production of Night Vision driver assistance system 2005 Bosch Limited applies EFQM models to its Bangalore Plant 2008 Acquisition of the solar cell manufacturer ersol Solar Energy AG (now Bosch Solar Energy AG) 2008 Acquisition of Innovations Software Technology GmbH in Immenstaad, Germany (as of January 1, 2011: Bosch Software Innovations GmbH) 2009 Bosch Limited gets the award of CII Exim Bank Business Excellence Award. 2010 Series production of the parallel full hybrid drive for passenger cars 2010 Series production of the predictive emergency braking system 2010 Series production of lithium-ion battery cells for vehicles at SB LiMotive in Ulsan, South Korea 2011 Series production of drive components for e-bikes in Mondeville, France 2012 Bosch Limited won Golden Peacock Award from Govt. of India , it is Considered on of the highest prestigious award in the Manufacturing sector

BOSCH BUSINESS EXCELLENCE MODEL


Bosch group since its very beginning has been highly focused on quality and believes in bringing in changes in market through its continuous Innovation. Robert Bosch GmbH is one of the founder member and company to implement EFQM(European Foundation for Quality Management) Model to its units. It has started to apply same in its Bangalore plant since 2005 and there by received award in year 2009 for same CII Exim Bank Business Excellence Award. Let us know understand the application of this model on given parameter according to our group understanding and findings through this visit to the plant.

Enablers:
1) Leadership : 71.18% of the Bosch Limited in India is held by Bosch group of Germany, where as 92% of the Bosch group German company is held by Robert
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Bosch stifting GmbH which is a non profit organization. The intent has been clear since inception that it should be a autonomous, highly professional & ethics and value driven company. Bosch leaders in India are highly qualified and carry vast knowledge in terms of their working experience as well as specialization of work they perform. Mr.Duernholz is considered to be one of the pioneers in the field of Diesel technology with his vast experience of more than 30 years. Recently ,there has been change in the leadership in terms of change of Managing Director effective from 1st Jan 2013,Dr.Steffen Berns who is doctorate in Mechanical engineering and has been part of R&D at Bosch earlier too. In a recently held Fortunes Magazines first survey on Indias most admired companies, Bosch has ranked 11th,also in talent management and leadership in the entire automotive industry in India ,it was ranked #1. Bosch management is transparent in terms of its operational functioning. Regular meetings are carried out at all levels of management with assigned level of span of control so as to which falls under the respective unit to insure that management as well as associates are able to communicate their vision, goals, targets properly down the line and associates also can synchronize their requirements with management needs so as to keep motivation level high.Through this mode management also try to ensure to get regular feedback of their works,or if any problem in case they are facing. There are complain box as well as suggestion box placed in each department so as to keep complete transparency in terms of working. In case if any wants to complain of sought of thing he may do so thru this mode where by management will cary out thourgh search on the matter so as to get the final output. Management may calls both party for resolutions. Through Suggestion box management try to develop ownership interest in its associates and also promote innovation . Bosch Management is forward planning in their planning. They have already laid down a comprehensive long term plan till the year 2020.The same is documented as VISION 2020 and distributed among different departments of Bosch so as to develop the synchronization to the organization needs. They have set out target of `180Billion as Turnover by the year 2020. The expected growth rate, market condition and other factor has already been assessed and analyzed for deciding upon the strategic plan for the company so as to set out short and long term targets. Bosch looks in bringing together the benefits for all its stakeholders as it allows them to work on their designated organizational VISION - we grow profitably with innovative solutions for our customers with a commitment towards our society and environment. Bosch has a transparency and no corruption policy. Employee can complain about anyone on their ethical conduct. The Diesel System of Bosch at Bangalore uses competency mapping to check on the leadership .Time to Time required training is given to leaders to improve their leadership skills.
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To control change processes centrally and strengthen core processes worldwide, Bosch aligns its various management systems under the Groupwide umbrella of the Bosch Business System (BBS). We do this because we want to shape changes successfully at Bosch and always see them in their overall context. The BBS and its subsystems follow this holistic approach by taking into account the complex relationships and interactions during change activities, especially in terms of the demands placed on executives and associates.

2) STRATEGY : Long-term success in this dynamic and volatile environment requires a balance between creating and securing value for all stakeholders. The strategy it pursue to achieve it, takes it lead from the overriding objectives of strong and meaningful development on one hand and continued financial independence on the other. Application of EFQM principles in practice to the in BOSCH led to improvements not only in leadership aspects but also strategy management. Business Excellence is facilitating the organization to align all its functions towards the Company's vision and mission strategically. This management concept places a strong emphasis on meeting all stakeholders' expectations. They develop innovative and beneficial solutions that improve the quality of life, and aim to achieve or enhance a leading market position in all our areas of activity.
i) Corporate strategy: Implying Business Score Card, EFQM & RADAR

techniques is a part of Bosch Corporate Strategy so as to bring in more efficiency and effectiveness in its performance of its functioning a) Boschs economic strategy corresponds to the common aim of the Bosch Group for innovation, independence and integrity. The main focus of Boschs activity is to maintain the innovative force which is based on the knowledge and competence of experienced employees. The aim is to be among the worlds market leaders and to be a major player in all of the companys business sector. The strategy to obtain this goal is on one hand strong marketing of new products and on the other hand ongoing investment in Research and Development to innovate continuously. The emphasis on innovation is underlined by the huge number of associates, working in Research and Development departments. Efficient sales and customer service also plays a key role in Boschs corporate strategies. It strives to innovate and create value for them by understanding and anticipating their needs and expectations. c) Promoting high level of Integrity among its associates and leader is an important part of Boschs corporate strategies. The company stands for its ethics, values, and promoting team spirit and to strengthen integrity with the concern for long term performance. 1 ii) Business strategy:
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Bosch brand is known all over the world and people associate quality,

innovation, reliability and financial strength with it.I n India nearly 85-90% of market share in diesel engine,etc.,is with Bosch. Its business related policies, plans, objectives and processes are developed and deployed as a stakeholders focused strategy for the entire organization. The Bosch Group's long-term strategy is geared toward the basic global trends a strong global presence, focused diversification, and exceptional innovative strength. Boschs future business strategy is supporting growth and reducing cost. Bosch follow Bosch Production system(BPS) to strike the balance between innovation leadership and cost leadership This is a lean manufacturing concept which ensures that the production processes are simple and transparent, thus saving them from excessive production costs. Bosch has also invested in new development centres at low cost locations. As part of CSR Strategy as well as business strategy ,Bosch Bangalore plant is being planned to shift approx 30km from its current location as because current plant is in middle of the city and it pose a huge difficulties in logistics and operational effectiveness. To remain competitive and to meet the challenge in its environment Bosch directing its effort to reduce costs, continuous improve processes in all areas and intensively utilize resources. New market development- Development of solar panels & use of Solar Electricity to electrify the entire Bosch Bangalore plant has provided the company an option to reduce its cost effectively. For the development of solar panel, Bosch has began manufacturing photovoltaic cells by acquiring a company named Ersol. Exceptional innovative strength: They focus on innovative strength on technology that is Invented for life. This allows them to see significant economic opportunities arising in areas involving ecological needs, since these needs require more, not less, technology. Focused diversification We will continue to improve the balance in our sales structure in the individual areas. This means taking advantage of all opportunities for growth in automotive technology and, at the same time, growing by above-average rates in consumer goods, building technology, and industrial technology. Our focus in this respect will be on areas of business that fit our technological competence. This is what we call focused diversification. Identify and respond to megatrends in the different parts of the world Addressing the current needs of driving and environmental safety and fuel economy, Boschs product philosophy for more than 30 years has been the 3 S - Sicher, Sauber, Sparsam (Safe, Clean, Economical). Pursuing this philosophy has led to the technological advances mentioned above. Strategically align purchasing on a global basis-Bosch has amplified purchasing volume in low cost locations.

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Think Global ,but do not forget local requirements- Bosch has been adapting itself to the environment where in it had entered till now to the needs of the consumer in that locality.

3) People: Placing the Right man at Right place and possibly at right time is very crucial for the success of our company. -Robert Bosch. Bosch philosophy has always been to promote trust, creativity, innovative thinking and to crate space for the employees to think and act independently. In India the Bosch Group employee strength is 25,190 associates, whereas alone Bosch employees 12,232 of its total assocites. The basic frameworks of human resource development in Bosch are as follows: Training existing employees towards meeting challenges arising from development or up-gradation of technology. Training and developing the younger generation of apprentices/engineers who are the future skilled technicians/managers and increase their knowledge base. Company is making considerable investments in the training and upgrading of associates skills and in state-of-art engineering infrastructure. Bosch in India has been able to live up to the global image of being one on the most admired employers. In Fortune magazines first survey on Indias most admired companies held this year, Bosch was ranked number 11. In talent management and leadership in the entire auto industry, Bosch in India was ranked number 1. These rankings are a testimony to the opportunities and the experience that Bosch in India guarantees its associates. The popular Junior Managers Program, the Technical Managers Training program and the Indo-German Training program are all part of this same focus.For identification, selection and grooming of high potential talent there are specific programs like the junior to middle associate development program and the middle to senior management evaluation and development seminar. Last year, out of the 315 associates identified as high potential, 286 underwent rigorous assessment procedures. The Junior Managers Program (JMP) is the most-prestigious program run by Bosch for mid-level managers. It is aimed at nurturing MBAs from the Top 20 B-Schools who are likely to be tomorrows Bosch executives for accelerated international careers. Challenging projects, responsibilities, a global network as well as intensive on and off- the job training help the associates prepare for senior management responsibilities early in their career. This 24-month rotational program, modeled after a training program in Germany, has produced many top executives over the past 30 years, including the Chairman of the Board, Franz Fehrenbach. In all, 54 associates have been selected for the JMP program since 2008.
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The Technical Managers Training program is especially targeted at

associates hired from top-ranking engineering colleges. It aims to strike the right balance of theoretical and practical subject matter ensuring optimum 'real- world' application for various workshop needs. At Bosch, it is believed that a technician who has the ability to diagnose problems quickly and accurately increases the efficiency of the workshop, gives greater customer satisfaction and in turn results in greater profit. Fitting the right person to the right job is the key to success here. Apprentices straight of matriculation are recruited and trained at vocational centre famously referred to as the Bosch Vocational Centre. While the first year at the centre focuses on familiarizing the student to the course, the second year focuses on job-oriented training and industrial exposure. At the end of the second year, students are trained in different areas of specialization and in-plant training for acquiring advanced skills. Heavy emphasis is laid on "multi-skilling" with emphasis on accuracy and high quality - this is the first step towards creating a future "Technocrat. On an average Bosch in India hires around 150 graduate apprentices a year. At the end of the course they are mostly absorbed on the payrolls of the company. By hiring them young, Bosch is able to mould them and infuse in them the Bosch culture as well as the habit of delivering and maintaining high quality standards. These training sessions are derived and developed from corporate competence standards and are termed as Global Corporate standard trainings and are applicable to Bosch associates worldwide. Every year, Bosch Limited aims to train 25 associates under this project. A mandatory day-long training program for blue collared associates, titled Working According to Standards,trains around eight associates in production and related support areas. The program focuses on prioritizing to resolve production issues, understanding process confirmation and line balancing among others. Continuous Improvement Programme (CIP): A methodical approach of CIP was adopted by Bosch through involvement of leaders, known as LeaderCIP. It is a structured improvement process that works with the goal of excellence in controlling everyday work, thereby increasing the value contribution. Bosch Vocational Centre (BVC): With 50 years of experience in training &development, the Bosch Vocational Centre has been instrumental in identifying and tapping an individuals' potential. It has been successful in extracting greater efficiency and maximizing employee contribution towards achievement of organizational goals. Quality Circle: In Bosch, every department has at least one quality circle team which consist of a group of employees who voluntarily become a part of the team and choose a problem of their department. Discussion happens on a weekly basis and they work on the problem and its improvement. The House of Orientation sets out how organization see their associates future development, the principles of their approach, and the capabilities
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that they have and want to exploit for continued success in the future. It also contains information on the standards and values that motivate them in their daily striving for success and improvement. House of Orientation. will help all associates to understand and live the corporate culture a culture that offers orientation, reinforces cohesiveness, and creates identification. The House of Orientation comprises the following modules: These values are: 1. Future and Result Focus 2. Responsibility 3. Initiative and Determination 4. Openness and Trust 5. Fairness 6. Reliability, Credibility and Legality 7. Cultural Diversity The House of Orientation helps all associates of the Bosch Group to better understand the changes in the company, to play their part in shaping those changes, and in this way to ensure the long-term competitiveness, focuses on product creation and related activities. Best-practice processes and qualified associates allow Bosch to attain excellence in product creation and best-in class products. 4) Partnership and resources: External partnership: Bosch maintains a list of regular suppliers. In case of emergency requirement they also approach temporary suppliers. Currently, during manufacturing process a few of the supplies are taken as random sample and tested upon for quality assurance check and other parameters. In the future, Bosch wants to eliminate this process of testing of sample supplies as it involves cost and time. They want their suppliers to be added to a list of prioritized and preferred suppliers whose quality will be guaranteed. And there by check cost of the same will be reduced. Bosch wants to develop trust between all the stakeholders and the company. It keeps the stakeholders regularly informed on the developments in the company and in the industry. Customers are also a part of the stakeholders of the company. To create a brand image of the company and to create a long term relationship with the customers Bosch takes a variety of initiatives. They are: i. Participating in fairs. ii. Organizing seminars. iii. Print newsletters which are to be sent to the entire customer group (companies). iv. They organize tech-day at OEMs in which company conducts free check-up of cars, etc. they inform the user on the ways to best utilize the car and how to make it last longer. This action of their helps create a good brand image and recognition for the company.

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v. In case of complains they follow the eight D format. In which conduct a detailed analysis on the complain and the problem. The problem is solved within two weeks time maximum. This time may vary depending on the severity of the problem. Internal resources: I. All the employees be it the labour or the management all are considered a partner to the firm. II. The employees are given a safe environment to work in. They in fact have a vision of hospital clean inside and garden green outside. This shows the quality of employee satisfaction they want to achieve. III. . Ergonomic principles are used to get maximum efficiency. IV. By using solar power in cooking they have been able to create a pollution free environment. V. Safety is a major constituent at Bosch. Safety of employees is given maximum concentration. In each department one could find a stretcher, fire extinguisher etc. the plant is made in such a manner as to have the least harmful effect. All employees have been given with required safety equipments. VI.The employees are explained the vision goals of the company to better motive the employees to take part in the process. VII.The layout of the manufacturing unit is currently a mixture of straight line layout and process layout. This leads incurring of excessive cost. The company has plans to change that to a mixture of straight line and U shaped format of manufacturing.

5) Process, Product and services: I. The company has a fixed process for all of its practices. These processes are regularly upgraded to suit market demand and change in trend. II. CIP stands for continuous improvement process or KAIZEN Concept in Japanese term. This is used to achieve manufacturing excellence. The labourers working at Bosch currently are used to the current process of manufacturing. To change their perspective and get them accustomed to the new process. Example: the company earlier used to manufacture one product on one day and another product on another day. With increasing number of customers they shifted to a manufacturing process which produced all kinds of product on same day. This helped Bosch in satisfying the demand of the multiple-customers and also reduced finished goods stock.

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III. The machinery used is continuously improved upon. Obsolete machines are upgraded for their spare parts department. Older machines are upgraded to newer technology thus implementing cutting purchasing cost. IV. The end products of the company are changed according to market demand. Like, the diesel system which is currently the largest market for Bosch was thought to be obsolete to such an extent that the company people themselves thought that the product will lose its demand in the near future. But with its innovation tactics it was able to surpass that stage and now the company has maximum share in the diesel systems market. Company has brought such innovation to diesel engine that its life can be extend to approx 100years. V. RADAR- It is a system used by Bosch for assessing structurally rational decision making process. Key result to be achieved is analyzed. The relevance and usability of the result is identified by analyzing the scope, integrity and segmentation. The performance is analyzed by studying the trend, targets, comparisons, causes. After deciding the key result the approach is analyzed. The approach should be sound and integrated. After the approach is decided it is implemented systematically this is known as Deployment. At last assessment is done using measurement tools and through refinement is done improvement and innovation in practices. 6) Customer Results Bosch has huge client base domestically as well internationally. Thus Bosch has always focused on quality of its products for its customers. To achieve high customer results Bosch also provide quality after sales service to the customers. Customers are regularly intimated by the company regarding any major product development or technology adopted by the company thru different means of communication. VI. Bosch considers customers as one of the major valued asset of the company and thus try to maintain life long relationship with them. 7) People results: People form the base for any organization. For any successful organization it is necessary to have an effective work force. To test the effectiveness of people bosch uses a variety of methods. Every leader is assessed and given position on the basis of competency mapping done for him/her. Bosch has an internal training centre, which identifies training needs based on performance evaluation system. Internal training is for soft skills development. Technical training is given to the personnels requiring technical know-how.

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Semi yearly assessment is given to all employees, in which effectiveness of training is assessed. Lay off is considered only in the most extreme of cases. The people are divided into types of performers based on performance. The lower performers are selected for training and the exceptional performers are given appreciation by ways of incentives, recognition etc. Employees are sent to foreign countries to be trained in acquiring better techniques.

8) Society Results: Social commitment is an essential principle underlying the corporate policy guidelines of the Company. Responsibility towards Society and Environment is guided by Bosch values, principles of social responsibility, work safety and environment protection. I. The Bosch principles of social responsibility include - human rights, equal opportunities, employment of handicapped people, free choice of jobs, rights of children, relations with associate representatives and their institutions, fair working conditions, occupational health and safety, clean and safe environment with social engagement. II. Besides the welfare initiatives within the factory premises, the Company is also promoting the interests of underprivileged and impaired sections of society through monetary contributions for the social work carried out by charitable organizations, old age homes and schools, and participates in women empowerment programs bodies. III. To sustain cultural values, the Company supports cultural activities through its fine arts club. IV. During the times of natural calamities like floods, cyclone, tsunami, 1 earthquake etc., the Company actively supports the affected people through 2 Voluntary participation and donations.
V. The Health & Hygiene, Environment Education, Community Development and Vocational Training strategies are deployed through social responsibility models that are communicated across the Plant through posters, visual board

handouts and guides. The aid in generating large number of volunteers willing to do their best towards the betterment of the society. It is involved with various program in regard to environment and tree protection in Bangalore city. VI. The Plant supported differently abled people through the organization called 'Ability in disability Foundation (AID)' and provided raw material to the organization that in turn assembles components for the Company. The Company recruited around 35differently abled people for light jobs like component packaging inside the Plant. VII. Manasi a social service initiative by the women employees of Bangalore Plant were honoured with appreciation award for CSR activities by the corporate Diesel Systems. IX. The 'Clean Air' campaign was conducted for students in colleges & schools, auto, cab, and busdrivers and general public in order to bring about
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awareness on environment pollution and various measures to reduce the same. X. The Plant has adopted Dubewadi Village in association with Kalpataru Foundation, Dubewadi, Trimbakeshwar taluk, which is 50 kms away from the Plant. 9) Key Results: Indicators:

The company looks at two levels of results based on its prefixed targets: Short term results and Long term results. Long term goal like attaining a turnover of Rs 180 billion by 2020 was identified. So short term goal was set at increasing turnover by Rs 30 billion. It follows two supportive strategies viz., BPS leadership trainings and New BPS Assessment model help align value stream culture with business Key performance Indicators (KPIs) for assessment to the organization To achieve total quality management the company trains 25 people every year on assessment. These people are trained on how to assess the work of others. These people are also sent to other company to assess them. Bosch Bangalore because of its cost cutting strategy has become a head quarter for diesel system all over the world. Bosch also conducts internal assessment to continuously analyze itself and its performance.

Measures:

BOSCH BALANCE SCORE CARD


I. FINANCIAL PERSPECTIVE

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SUSTAINED SHAREHOLDER VALUE

No. of Members 24,078

No. of Shares Held - 31,398,900

PRODUCTIVITY STRATEGY IMPROVE COST STRUCTURE : Particulars Sales Of which Exports PBT PAT 2011(`) 79294.70 10344.10 15739.90 11225.60 2010(`) 66305.00 8460.70 12027.90 8589.00

All Figure in ` (Million) 2009(`) 47498.00 5855.00 7934.00 5906.00

Bosch Limited nearly 85% of sales alone come from Diesel Unit i.e Engines and auto ancillary unit. KEY LEAD INDICATOR :Return on Capital Employed (%) 29.5 %( 2011) vs. 27.10% Inventory Turnover Ratio (in Days) 37(2011) vs. 46(2010) Debtor Turnover Ratio (in Days) 36(2011) vs. 38(2010) Current Ratio 2.01(2011 vs. 2.02(2010) No. of Days in Working Capital (Days) 92(2011) vs. 93(2010)

OPEARATING INCOME 2011(` Crores) 8017.90 2010 (` Crores) 6698.93

Particulars Operating Income

EXPENDITURES
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1.

During the year Bosch has made `80.4 Crores of Revenue

expenditure on R&D. The percentage of cost of material consumed as against sales for the year 2011 has gone up by 177 basis points to 56.0% as against 54.3% of the previous year 2010. The increase in percentage is mainly due to depreciation in rupee and increasing input prices during the year basically on steel, alloys and other materials. 3. Personnel cost as a percentage of sales for the year 2011 stood at 11.3%, which has come down by 80 basis points in comparison to 12.1% of previous year 2010. Sales per employee have improved by 12.9% from TINR 5,836 in the previous year 2010 to TINR 6,588 for the current year 2011. 4. The EPS (Basic and Diluted) of the Company for the year 2011 has increased impressively by 30.7% to a record INR 358 per share from INR 274 per share in the previous year 2010. 5. In Current year company had made 8.3% of Sales as Capex in various facilites of India.
2.

II.

CUSTOMER PERSPECTIVE

1. Price: (a) Bosch generally deals with two kind of Customer for its products One by directly serving to OEMs eg. Such as Tata , Mahindra , Maruti, Bajaj, Honda, etc, as there this business is mainly of B to B type and secondly serving to distributor or dealers for continuous sale of its spare parts and other accessorial material. (b) There products are mainly Single Cylinder Injection Pumps(Series of PF-such as PF 51,PHEK,Common Rail System(CRS), Multi cylinder Inline Injection pump(PE Series, A pump and fuel injection pump, Sensors,ECU(Electronic Control Units). Thus price depends upon the lot size of the order and customers specification about the product, otherwise in general the price of Bosch parts are uniform in nature. 2. Quality: (a) The company follows TQM and EFQM and RADAR model, which allow them to keep a check on quality inspection system which they apply along their production process and make the necessary changes immediately if required instead , hence they have achieved 0% rejection of the order. Rejection % = no. of orders rejected/ total no of orders *This is zero for the company. (b) Bosch also follow BBS module where by it have different sub-parts for each Departments effectivity :

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The Bosch Product Engineering System (BES) : focuses on product creation and related activities. Best-practice processes and qualified associates allow us to attain excellence in product creation and best-in-class products. The Bosch Production System (BPS) : is a systematic approach to adjusting and restructuring value creating processes up to delivery to our customers. The focus of BPS is on the avoidance of waste in production and its contributory business processes. The Bosch Sales and Marketing System (BSS) : starts from the requirements made of Sales and Marketing by the market. The defined goal of BSS is to achieve sales excellence. Bosch Human Resources System (BHS) : a management and support system, is the global change initiative in Human Resources. It provides both a framework and direction for strategic and operational HR work. Its goal is to achieve systematic control and optimization of HR processes and organization worldwide. 1 3. Partnership: They consider all stakeholders as their partners and it had not entered into any legal partnership with any of its customers. 1 4. Brand: CRISIL has rated it as AAA. 2

III. Internal perspective:


1 1. Process landscape: Raw Material new order) Value Addition Company works on lean excellence. Core process- customer management process ( new business, Delivery

1 2 3 4 5 6

1. At service level company goes for post delivery process. 2. MSD- improvement on continuous basis. InfoTech in facility management. 3. FCM- faculty management process, linked to management. 4. For delivery Process Company works under integrated process. 5.On the basis of order company keep on changing its production level. 6.Company works on principal of Continuous Improvement Process.

2. Quality:

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Company works on continuous improvement principal and thus had formed a a quality circle, in which employees share problems and other tools of cause and effect relationship with respect to problem solving. Meetings are conducted on regular basis. Company classifies the problems as: A- Problems which can be solved by employees B- Problems involving management C- Problems which require investment There teams have won various awards

Company also works on cellular facility layout (u- shaped) which has helped them to improve their lead time for inventory. 3. CUSTOMER MANAGEMENT PROCESS:Company considers all its suppliers as partners. It focuses mainly on the large suppliers for building up the strong network ofrelationship. 4. INNOVATION: Company has innovated emplastic i.e. use of plastic instead of aluminum in certain components of the auto ancillary component 5. LEARNING AND GROWTH PERSPECTIVE: (a) EMPLOYEE COMPETENCY- Company provides on the job training once in year to its employees. And after 6 months it checks for training effectiveness. (b) TECHNOLOGY: 1. Common rail fuel injector pumps, 2. PF51 diesel efficient pump for NANO.

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CHAPTER 4 STOCK HOLDING CORPORATION OF INDIA LIMITED(SHCIL)

ABOUT SHCIL:
Stock Holding Corporation of India Ltd. (SHCIL) was incorporated as a Public Limited Company in 1986. Flagged off at the initiative of the Government of
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India, SHCIL enjoys an enviable parentage that very few organizations can boast of, including leading Indian Financial Institutions and the Insurance majors. It has been jointly promoted by IDBI Bank, ICICI, IFCI Ltd., SU-UTI, LIC, GIC, NIA, NIC, UIC, and TOICL, all leaders in their fields of business. It is headed by luminaries from its promoter institutions who constitute its Board of Directors and take policy decisions pertinent to the affairs of the corporation. It began by offering custodial and post trading services, and later on added depository services and other services to its portfolio over a period of time. SHCIL has established itself in India as a one-stop solution provider in the Financial Services domain. It is also the only organization authorized by GOI for issuing E-stamping. SHCIL, apart from being the countrys premier Custodian and Depository Participant, SHCIL is also the largest Professional Clearing Member; backed by an immense capacity to process volumes with precision. It also provides Derivatives clearing, PF fund accounting, SGL constituent account services, distribution of mutual funds and other capital market instruments, besides distribution of life and non-life insurance policies.Other offerings added to the bouquet are online net trading, loan against shares, Western Union Money Transfer & E-stamping. VISION : To become one stop shop for all financial services. MISSION : To be a world class technology driven and client focused market leader in financial and technical services OBJECTIVES:

To retain the No. 1 position in the DP industry by being ahead of all other DP service providers with the innovative use of technology. To provide justified service to every rupee the client pays. To ensure security and convenience of transaction to its clients at reasonable price. To channel technology to make convenient products for financial market that give quantum benefits to investors, corporate houses and brokers. To move with speed and ease, diversifying into new areas, considerably on others and sharpening its focus and paradigms. To evolve a new strategy to emerge as a broad based financial powerhouse in the years to come.
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To find ways to make information and reporting system more effective for the institutional clients.

VALUES: Safety & Efficiency of Operations is a hallmark of SHCIL. Professionalism & Integrity. Customer First . Relationship building . Commitment to Quality irrespective of asset size!

MILESTONES : 1. Citation and Medal from Smithsonian Institute, Washington D.C, U.S.A. for " Visionary and Innovative use of Technology in Finance, Insurance and Real Estate". First South Asian Corporate to receive this. 2. Computer Society of India Award for best IT usage in the Country.
3. Their software processes have been assessed at SEI CMM Level 3.

4. Accepted industry leader and pioneer in Custodial Systems.

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SHCIL BUSINESS EXCELLENCE MODEL


1. LEADERSHIP :

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