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Robert Bosch GmbH 2012. All rights reserved, also regarding any

disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights.

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Diesel Systems / Chassis Systems Control

The

Bosch approach

to Process

Management

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Management Processes

Core

Processes

(Value

Adding

Processes)

Strategic Management ChangeManagement

Product

Engineering Process (PEP)

Procurement Production Delivery

Order Fulfillment

Process

Cus

tom

er

Cus

tom

er

Production

EngineeringProductDevelopment

Support ProcessesHuman

ResourcesManagement

PurchasingControllingand Finance

Health Safetyand

Environment

IT Coordination and

Organisation

TechnicalFunctions

Plant Protectionand Security

QualityManagement and Methods

BarP

Process Model:

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Order Fulfillment Process:

BPS approach

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TargetsBest In Class

PrinciplesEight general rules, that

describe the BPS philosophy

ToolsEmpowerment in order to

execute the principles

Initial State

Ideal status

• 0 failure• One Piece

Flow• in sequence•

according

to demand

• 100% added

value

” True North”

The

Bosch Production

System:

BPS our success for Lean Production

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BPS Elements for empowering

Value Stream

Design

TPM

Q-

ToolsPoka

YokeKaizen-

WorkshopQuick Change

Over

Consumption Control

Lean

Line Design Ship

to Line

6S

Point CIP

Flow

Oriented

Lay

Out Leveling Cyclical

Material Flow ...

BPS Principles

as Guide LinePerfect

Quality Process

Orientation

Flexibility Pull System

The

Bosch Production

System:

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2010200920082007

• Integration BPS-CIP

• CIP on shop floor

• Linea Gialla

• VSD Vision• CIP in al

direct areas• Cyclical

Material Flow

Training onshop floor:• Working

According to Standard

• Shop-floor Manage- ment Cycle

• Pull-system stabilisation

• Ship to Line roll-out

• Reinforce bottom-up processes

Training onshop floor:• Planners• Quick

Change Over

• System CIP to Point CIP

• Lean Admin Review

• Training blue collar: System CIP to Point CIP, Leveling

BarP

BPS success story:

2011

TPM

CyclicalMaterial Flow

Reinforce5S

Training program for all leaders and workers

Leaders as Mentor

From

System CIP to Point CIP

2006

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TPM/5S

VisualisationDefinierte

-

ä ne

Gemeinsame

Aufr ä

Aktionen an

Wochenenden

Since 2006: Pull System through TPM

TPM to stabilize the OEE of all bottleneck processes

Value StreamDesign

TPM

Q-Tools

PokaYoke

Kaizen-Workshop

Quick Change Over

Consumption Control

Lean Line Design Ship to Line

6S

Point CIP

Flow OrientedLay Out Leveling Cyclical

Material Flow ...

Perfect Quality Process Orientation


TPM

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2010200920082007



• Linea Gialla



Material Flow








Change Over




BarP

BPS success story:

2006 2011

TPM


Reinforce5S


Leaders as Mentor

From


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Since 2007: Flexibility through Material Flow

Frequency transportation allows continuous stock reduction

Batch size for transport = 1600 Batch size for transport = 120

Value StreamDesign

TPM

Q-Tools

PokaYoke

Kaizen-Workshop

Quick Change Over

Consumption Control


6S

Point CIP


Material Flow ...



Cyclical

Material Flow

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2010200920082007



• Linea Gialla



Material Flow








Change Over




2011

TPM


Reinforce5S


Leaders as Mentor

From


BarP

BPS success story:

2006

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Since 2008: Transparency through 5S + Safety = 6S

6S as must

for

BPS

Value StreamDesign

TPM

Q-Tools

PokaYoke

Kaizen-Workshop

Quick Change Over

Consumption Control


6S

Point CIP


Material Flow ...



6S

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2010200920082007



• Linea Gialla



Material Flow








Change Over




2011

TPM


Reinforce5S


Leaders as Mentor

From


2006

BarP

BPS success story:

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Since 2009: Associate Involvement -

empowering the entire organization

Training, involvement and motivation as success factor

Trai

ning

Top

Dow

nTraining B

ottom U

p

PM

VSMgr

Department Manager

Groupleader

Teamkoordinater, Planer, Teamleader

Workers

Training for Managers

Shopfloor

Management Cycle

Leveling and Pull

Training for Planer

Shopfloor

Management Cycle

Standards for TeCo

and Tele

Standards at Shopfloor

for workers

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2010200920082007



• Linea Gialla



Material Flow








Change Over




2011

TPM


Reinforce5S


Leaders as Mentor

From


BarP

BPS success story:

2006

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Since 2009: Associate Involvement Management as Mentor in

daily work

I Know

it

I do it

I Lead

it

I teach

it

Management

Associate

Target

Man

agem

ent T

op D

own:

-Dev

elop

men

t of t

he V

isio

n-T

arge

t set

ting

-Rel

ease

of r

esou

rces

Managem

ent Bottom

Up:

-Support em

ployees to find solutions

-M

entor -M

entee

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2010200920082007



• Linea Gialla



Material Flow








Change Over




2011

TPM


Reinforce5S


Leaders as Mentor

From


BarP

BPS success story:

2006

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Leaders drive with Speed the Improvement Process

4 System CIP Workshops per year

Duration 2 days

Participants:

PM (PT, PC), VSMgrs

Department Managers, Group Leaders, Planners

First line shop floor manager (Foremen)

External Fresh Eye

Content of the System CIP LIVE Workshop:

Customer Requirements 30’ Plenum

Business Requirements, current/target state 30’ VSMgrs

“Go to Gemba”LIVE, VSM/Bubble Diagram 180’ 7 Workgroups

Development VSD/Bubble Diagram 180’ 7 Workgroups

Definition of projects including KPIs

and Tree 120’ 7 Workgroups

Roadmap 180’ 7 Workgroups

Release of projects by PM (PT,PC), VSMgrs 90’ Plenum

Since

2010: Continous

Improvement

through„From

System CIP to Point CIP“

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Positive experience:

A Production System is a change of mindset:

If you decide to do it, no doubt

JUST DO IT

The Production System isn‘t a Sprint, it is a Marathon

Leaders: I can lead it

Involve the whole organization

Start consequently with 6S

No Production System without 6S

Deployment and Training through the entire organization

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Support Processes:

Lean Administration approach

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BarP

Lean Administration –

VS visualization:

20

Flusso

di

informazioniVSM = modello

“swimlanes”

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2013201220112010

• Lean Administrati on starts

• Basic training for managers

• Training for Lean experts

• All the main processes are mapped (VSM)

• Training for Lean referents

• Redesign of several key processes (VSD)

2014

Roll-out

Process

mapping

VSDiA

2009

BarP

Lean Administration:

• Organization• Strategy• Vision• WS• Training

Redefinedapproach • Point CIP at

office 100% installed

• Competence level 4 for managers

CIP running • Improvement

process managed at lowest level (employees, planers)

• higher level assures a role of mentor

High maturity level

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Since 2012 –

Redefined approach:

Revised strategy and long term vision

New department fully dedicated to Lean Administration

Structured VSDiA

projects to assure :

Reasonable duration (4 to 8 months)

Adequate and stable results

Put the basis for Lean Administration success story

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2013201220112010

• Lean Administrati on starts

• Basic training for managers

• Training for Lean experts

• All the main processes are mapped (VSM)

2014

Roll-out

Process

mapping

VSDiA

2009

BarP

Lean Administration:

• Organization• Strategy• Vision• WS• Training

Redefinedapproach • Point CIP at

office 100% installed

• Competence level 4 for managers

CIP running

High maturity level

• Training for Lean referents

• Redesign of several key processes (VSD)

• Improvement process managed at lowest level (employees, planers)

• higher level assures a role of mentor

DECIMO SALONE D'IMPRESA Carmine Vox

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Transcript of DECIMO SALONE D'IMPRESA Carmine Vox