SUMMER INTERNSHIP PROJECT REPORT “Improvement of OE Customer Delivery Performance in LIWAKS” By Siddhesh Bandekar Under the Guidance of Punam Gujrathi Manager BOSCH Limited, Nashik & Yogeet Sharma Senior Officer BOSCH Limited, Nashik Indian Institute of Planning and Management, Mumbai 2010-11 1
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Project Report: Improvement of OE Customer Delivery Performance in LIWAKS
Project Report based on my Summer Internship at BOSCH
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SUMMER INTERNSHIP PROJECT REPORT
“Improvement of OE Customer Delivery
Performance in LIWAKS”
By
Siddhesh Bandekar
Under the Guidance of
Punam GujrathiManager
BOSCH Limited, Nashik
&
Yogeet Sharma Senior Officer
BOSCH Limited, Nashik
Indian Institute of Planning and Management, Mumbai2010-11
1
To whom so ever it may concern
This is to certify that Mr. Siddhesh Bandekar, student of Indian Institute of Planning
and Management, Mumbai has successfully completed his Summer Internship Project under
our supervision. The title of the project is “Improvement of OE Customer Delivery
Performance in LIWAKS”.
The tenure of his project was from 13th April, 2010 to 27th May, 2010.
His performance and conduct has been satisfactory and up to our expectations.
…………………
Project Guide
Punam Gujrathi
Manager
BOSCH Limited, Nashik
…………………
Project Guide
Yogeet Sharma
Senior Officer
BOSCH Limited, Nashik
2
Acknowledgements
I would like to take this opportunity to express my gratitude to all those who have
guided and supported me in completing this project.
I would like to thank my project guide Mr. Punam Gujrathi for giving me the
opportunity to work with him and his team at NaP/CLP-1 and for his valuable advices. Also
special thanks to Mr. Dalbir Sengar, Mr. Yogeet Sharma and Mr. Tushar Kokude for guiding
me and for sharing their rich experience and knowledge with me. Without their guidance
this project would not have been possible.
I would also like to thank Mr. Digambar Shegaokar, Mr. Amol Ahire, Mr. Parag
Upkare and Mr. Abishek Pamecha for their support and cooperation.
Sincerely,
Siddhesh Bandekar
3
Table of contents
Sr. No. Topic Page no.
1 Bosch Group 5
2 Bosch Ideologies 16
3 Robert Bosch India Limited 20
4 Bosch NaP 27
5 Bosch NaP Supply Chain 32
6 Introduction to CLP 40
7 Functioning of software 43
8 Customer Delivery Performance Improvement 51
9 Recommendations and Suggestions 64
10 Glossary 66
4
Bosch Group
5
Bosch Group
The Bosch Group is a leading global supplier of technology and services. In the
areas of automotive and industrial technology, consumer goods, and building technology,
some 275,000 associates generated sales of 38.2 billion euros in fiscal 2009. The Bosch
Group comprises Robert Bosch GmbH and its more than 300 subsidiaries and regional
companies in over 60 countries. If its sales and service partners are included, then Bosch is
represented in roughly 150 countries. This worldwide development, manufacturing, and
sales network is the foundation for growth. Each year, Bosch spends more than 3.5 billion
Euros for research and development, and applies for some 3,800 patents worldwide. With
all its products and services, Bosch enhances the quality of life by providing solutions
which are both innovative and beneficial. The company was set up in Stuttgart in 1886 by
Robert Bosch (1861–1942) as “Workshop for Precision Mechanics and Electrical
Engineering.”
Ownership Structure of Bosch:
The special ownership structure of Robert Bosch GmbH guarantees the entrepreneurial
freedom of the Bosch Group, making it possible for the company to plan over the long
term and to undertake significant up-front investments in the safeguarding of its future.
Ninety-two percent of the share capital of Robert Bosch GmbH is held by Robert Bosch
Stiftung GmbH, a charitable foundation. The majority of voting rights are held by Robert
Bosch Industrietreuhand KG, an industrial trust. The entrepreneurial ownership functions
are carried out by the trust. The remaining shares are held by the Bosch family and by
Robert Bosch GmbH.
6
Bosch Share of Equity
Robert Bosch GmbH , 1%
Bosch Family, 7%
Robert Bosch Stiftung
GmbH, 92%
Robert Bosch Stiftung GmbH Robert Bosch GmbH Bosch Family
Bosch Voting Rights
Bosch family , 7%
Robert Bosch Industrietreuhand KG, 93%
Robert Bosch Industrietreuhand KG Bosch family
Share of
equity
Voting
Rights
Robert Bosch Stiftung GmbH 92%
No Voting
Rights
Robert Bosch GmbH 1%
No Voting
Rights
Bosch Family 7%
7% Voting
Rights
Robert Bosch Industrietreuhand KG -
93% Voting
Rights
Financial Information:
200
8
200
9
7
Sales Revenue
45,1
27
38,1
74
Associates
281,
717
260,
687
Located In Germany
114,
360
111,
710
Located Outside Germany
167,
357
158,
977
Capital Expenditure
3,27
6
1,89
2
Research and Development
Cost
3,88
9
3,60
3
Profit Before Tax 942
-
1,19
7
Profit after Tax 372
-
1,21
4
Structure of Bosch Group
8
Automotive TechnologySales: 21.7 billion EurosShare of total sales: 57%
Industrial Technology
Sales: 5.1 billion EurosShare of total sales: 13%
Automotive
Technology
Gasoline Systems
Diesel Systems
Chassis Systems Brakes
Chassis Systems
Control
Electrical Drives
Starter Motors and
Generators
Car Multimedia
Automotive Electronics
Automotive
Aftermarket
Steering Systems (50%
Bosch-owned)
Industrial Technology
Drive and Control
Technology
Packaging Technology
Solar Energy
Consumer Goods and
Building Technology
Consumer Goods and
Building Technology
Power Tools
Thermotechnology
Household Appliances
(50% Bosch-owned)
Security Systems
Distribution of sales for 2009
BOSCH GroupSales: 38.2 billion Euros
Associates on Jan. 1 2010: 270,687
Consumer Goods & Building TechnologySales: 11.3 billion Euros
At the age of 25, Robert Bosch opens his “Workshop for Precision Mechanics and Electrical
Engineering” in Stuttgart
1898
First sales office outside Germany opens in the U.K.
1912
First manufacturing site in the U.S. opens
1913
Foundation of an independent apprentice training department, with an industrial
apprentices’ workshop
1919
Establishment of the in-house newspaper “Bosch-Zunder”
1921
Establishment of an after-sales organization: the first Bosch Service stations start work
1932
Acquisition of the natural gas-fired appliance manufacturer Junkers & Co GmbH
1933
Acquisition of Ideal-Werke fur drahtlose Telephonie AG (later Blaupunkt GmbH, now
Robert Bosch Car Multimedia GmbH)
1967
Bosch-Siemens Hausgerate GmbH joint venture set up (known since 1998 as BSH Bosch
und Siemens Hausgerate GmbH)
1995
Five joint ventures set up in China
1996
Acquisition of the brake operations of AlliedSignal Inc in the U.S. and Europe
1998
Opening of a test center and test rack in Boxberg, Germany
1999
11
Steering systems joint venture set up with ZF Friedrichshafen AG Acquisition of a majority
stake in the Japanese Zexel Corporation (known since 2000 as Bosch Automotive Systems
Corporation)
2001
Acquisition of Detection Systems Inc, Fairport, NY (USA) Industrial leadership of
Mannesmann Rexroth AG, and its merger with the Automation Technology division to
form Bosch Rexroth AG
2002
Acquisition of the subsidiary Communication, Security, & Imaging from Philips BV,
Eindhoven, Netherlands (Bosch Security Systems BV since 2003)
Establishment of a company pension scheme for Bosch associates
2003
Acquisition of Buderus AG, Wetzlar, Germany
2004
Opening of our engineering center in Abstatt, Germany
Acquisition of Sigpack, the Swiss packaging machinery manufacturer
2005
Acquisition of the Swedish company IVT Industrier AB, Tranas
Acquisition of majority holding in Oil Control Group SpA, Milan, Italy
Bosch-Zunder published worldwide \n eight languages
2006
Acquisition, together with Mann+Hummel, Ludwigsburg,
Germany, of the Purolator filters business from ArvinMeritor Inc, Detroit, MI (USA)
Acquisition of Telex Communications Holdings Inc, Minneapolis, MN (USA)
2007
12
Acquisition of the electrical heat pump manufacturer FHP Manufacturing Company, Fort
Lauderbnle, FL (USA) Assumption of industrial leadership of Pacifica Group Ltd,
Melbourne, Australia
Acquisition of Pharmatec GmbH, Dresden, Germany
2008
Acquisition of majority shareholdings in the photovoltaics manufacturer ersol Solar Energy
AG, Erfurt, Germany (now Bosch Solar Energy AG) and the abrasives systems
manufacturer sia Abrasives Holding AG, Frauenfeld, Switzerland
Joint venture for exhaust-gas turbochargers with Mahle GmbH, Stuttgart
Joint venture with Samsung SDI to develop and manufacture lithium-ion batteries for
vehicles
2009
Acquisition of majority shareholdings in the German companies aleo solar AG (Prenzlau
and Oldenburg) and Johanna Solar Technology GmbH, Brandenburg
Acquisition of Freud SpA, Milan, Italy
2010
New manufacturing facility for eight-inch wafers goes into operation in Reutlingen,
Germany
Milestones in Product History:
1887
Construction of the first Bosch low-voltage magneto for stationary internal-combustion
engines
1897
First installation of an ignition device in a motor vehicle
1902
Delivery of the first spark plugs and the first high-voltage magneto ignition system
1927
13
Series production of Bosch fuel injection pumps for diesel engines
1928
First Bosch power tool
1933
Bosch refrigerator marks the start of household appliance manufacture
1951
Rollout of gasoline injection pumps for vehicle engines
1957
Production of car transistor radios
1958
The first Bosch washing machines are manufactured
1964
The Bosch dishwasher is launched
1967
Bosch Jetronic injection system goes into series production
1974
Introduction of the ARI traffic information system
1976
Production of lambda sensors
Development of the world’s first swivel-arm industrial robot
1978
Market launch of ABS, the world’s first series-produced antilock braking system
1979
Series production of Bosch Motronic (digital system to control gasoline enjection and
ignition)
1986
14
Series production of traction control system (TCS)
Market launch of electronic diesel control (EDC)
1989
Market launch of the Travelpilot navigation system
1995
Market launch of vehicle navigation systems with voice guidance to
destination
Introduction of the electronic stability program (ESPR)
1996
Series production of the VP44 high-pressure diesel injection pump
1997
Series production of the common-rail high-pressure
diesel direct injection system
2000
Series production of adaptive cruise control (ACC)
Series production of the DI Motronic asoline direct injection system
2002
First series application of electronic attery management (EBM)
Introduction of the Wallscanner instrument to locate invisible installations in walls)
2003
Series production of the third-generation common-rail system, with piezo inline injectors
Market launch of the Ixo, the first power tool with lithium-ion rechargeable battery
2004
Series production of the Denoxtronic fuel-metering system for exhaust-gas treatment in
commercial vehicles
2005
15
Deutscher Zukunftspreis 2005 (together with Siemens) for the development of piezo-
injection technology
Series production of the active night vision system for passenger cars
2006
Development of a gasoline direct injection system with piezo elements
2007
Introduction of the start-stop system
2008
Series production of the parking assistant
2009
50 million common-rail systems since 1997
First diesel passenger-car on the market equipped with Denoxtronic, the Bosch exhaust-
gas treatment system
2010
Rollout of the predictive emergency braking system
16
Bosch Ideologies
Bosch Ideologies
Bosch Vision
17
As a leading technology and services company, we take advantage of our global
opportunities for a strong and meaningful development. Our ambition is to enhance the
quality of life with solutions that are both innovative and beneficial. We focus on our core
competencies in automotive and industrial technologies as well as in products and
services for professional and private use. We strive for sustained economic success and a
leading market position in all that we do. Entrepreneurial freedom and financial
independence allow our actions to be guided by a long-term perspective. In the spirit of
our founder, we particularly demonstrate social and environmental responsibility –
wherever we do business. Our customers choose us for our innovative strength and
efficiency, for our reliability and quality of work. Our organizational structures, processes,
and leadership tools are clear and effective, and support the requirements of our various
businesses. We act according to common principles. We are strongly determined to jointly
achieve the goals we agree upon. As associates worldwide, we feel a special bond in our
values that we live day by day. The diversity of our cultures is a source of additional
strength. We experience our task as challenging, we are dedicated to our work, and we
are proud to be part of Bosch.
Bosch Values
The Bosch Values lay the foundation for our company’s behavior. They guide our actions
and tell us what is important to us and what we are committed to. Here as well, the main
objective is to enhance the company's competitiveness by clearly setting out the basic
values which each associate has committed to and puts into practice.
Values act as a compass in times of change, and provide appropriate orientation. They also
point the direction which cultural change within the company is meant to take. The values
are designed to help shape cooperation among associates and to lay the foundation stone
for the necessary strong economic development of the company. This means increasing
performance ability by providing orientation and trust, increasing speed by reducing
bureaucracy and controls, strengthening the identification of associates with an
international and culturally diverse company.
18
Bosch values are as follows:
Future and Result Focus
Responsibility
Initiative and Determination
Openness and Trust
Fairness
Reliability, Credibility, and Legality
Cultural Diversity
Bosch Mission
The BeQIK mission gives us bearings as we move toward our future goal. It reveals the
focal points of our actions. Our objective is to continuously improve our internal
processes. In this, CIP is the brand for the continuous improvement process at Bosch.
BeQIK stands for greater speed in everything that we do, and it stands for Quality (Q),
Innovation (I) and Customer Orientation (K). This principle will ensure the ability to
generate the profits needed to secure our growth and economic success, which
themselves are the guarantee of the company’s long-term survival.
19
BOSCH Core Competencies
For well over a century our company has built upon a unique mix of interrelated core
competencies - a mix from which we derive our competitive advantage, and which also
forms the basis for the future development of our company.
Strategic far-sightedness
Our many years of experience allow us to recognize technical and business trends in a
timely way, to set clear and compelling objectives, and to ensure that they are attained
systematically. Our objectives and actions always follow a clear long-term strategy, both
for our business field portfolio and for the global. This rigorous pursuit of long-term
objectives is based on a systematic business policy intended to preserve our
entrepreneurial freedom and financial independence at all times.
Innovative strength
The germ cell of our company and driving force behind our development is our
determination to use our own creative ideas to generate new technological solutions that
deliver a high level of customer utility. The ability to do this stems from the high
qualifications and motivation of our associates and our close cooperation with customers
who are at the cutting edge of technology. This includes the readiness to invest significant
resources in our own basic research, as well as in projects whose market success will only
be attained in the long term.
Efficient processes
As a mature industrial company, we have extensive experience of processes on all levels
of value creation, from development and production to sales. Our strengths also include
our deep-rooted drive and capacity for continuous improvement (CIP), which we use to
20
continuously increase our efficiency in achieving the best return on investment. In global
competition, this allows us to perform a balancing act between functional differentiation
of our products on the one hand and cost leadership in commodity products on the other.
Quality and reliability
Since its inception, our company has earned a reputation for providing products and
services of the highest quality and reliability. Robert Bosch’s statement that “quality is our
most valued asset” has remained an unwavering guideline for our business policies. Its
successful implementation is the reason for the excellent image of the Bosch brand. Our
customers put their trust in our ability to deliver high quality, even as products and
systems become more complex. This trust is based on our strength in implementing
necessary improvements in a fundamental and lasting way.
Global Presence
The company has its roots in Germany, but has also always had a strong international orientation. In the areas in which we do business, hardly any other companies have such a broad global presence. Our global production and development sites work together as a very closely-knit network. This network and our global experience put us in an excellent position to exploit opportunities in current and future growth regions of the world.
Human resources development
The progress of our company is supported by systematic and consistent human resources
work. This work ensures that our associates receive the best possible preparation for
future requirements. Our internal associate training system makes a great contribution
here. To help to bring this knowledge to fruition we also rely on an intact corporate
culture. Such a culture helps in a special way to promote commitment to attaining crucial
corporate objectives and to integrate the various global cultures to form a unified Bosch
identity.
Bosch Business System (BBS)
21
To be able to implement our Bosch Vision, we need to continuously develop and to
manage change. This requires a systematic methodology that shows us in concrete terms
where we need to re-invent ourselves, and how well we are mastering these shifts and
structural changes in practice. BBS is our response to the need for a systematic
methodology for our company.
It is built upon a uniform, clear, and simple structure that is oriented toward the core and
support processes of our company. We understand core processes to be the three value-
creating processes from the market to the customer. BBS contains specific subsystems for
each of these core processes and for management and support processes.
Bosch Business System
22
Robert Bosch India Limited
BOSCH Limited in India
Robert Bosch India Limited (RBIN)
23
Bosch in India called as RBIN is one of the largest Indo German company in the
country having turnover of 30 billion INR. (approx.550 million €). The major products of
RBIN are Fuel Injection Equipments (for Diesel engines), Auto electrical, Power Tools, SPM,
Household appliances and so on. The company got established in 1951 and is a leader in
the Indian Automotive component manufacturing Industry.
Bosch Limited Corporate Office in Bangalore, India
RBIN has four plants in India, located at Bangalore in south, Nashik in west and Jaipur in
Nort west India. Customers includes all Indian Auto majors like TATA Motors, Mahindra &
Mahindra, Ashok Leyland, Force Motor India, Indian Railways, Defence Ministry of India
and many more. Not only national, but our exports to FORD, GM, DAWEOO, HYUNDAI,
FIAT, NISSAN, DUETZ , LOMBARDINI is proving our prominent presence in the
International market. In addition to the four auto component manufacturing plants in
India, Bosch REXROTH in Ahmedabad, Kalyani Brakes in Pune and Robert Bosch India ( for
IT & Soft Ware) Bangalore also represent the BOSCH Group of Germany in India.
RBIN is India’s largest auto component manufacturer. RBIN employs about 18,030
associates, and in business year 2008 generated net sales of 45,416 million INR. Bosch
holds close to 70% stake in RBIN. Operations began in 1951 as a two-person team in
Chennai. Activities were importing and marketing Bosch automotive products. In 1954, the
company set up a manufacturing plant for spark plugs for petrol engines, and fuel
24
injection equipment for diesel engines at Bangalore. It is a pioneer and leader in the Indian
automotive segment for the last 56 years.
BOSCH Limited in India
In India, Bosch is a leading supplier of technology and services, and has a strong presence
in the country at numerous locations in diverse industry segments - both automotive and
non-automotive. Bosch has grown over the years to 11 manufacturing sites and 4
development centers. RBIN manufactures and trades in all the three business sectors of
Bosch. It has a strong nationwide service network which spans across 1,000 towns and
cities with over 4,000 authorized centers to ensure widespread availability of both
products and services.
25
RBIN is the largest auto component manufacturer and one of the largest Indo-German
companies in India. From the year Bosch entered India it has focused on state-of-the-art
technology and continued commitment to world-class quality. RBIN is the country’s
largest manufacturer of diesel fuel injection equipment and one of the largest in the
world.
It manufactures and trades products as diverse as diesel and gasoline fuel injection
systems, auto-electrical, industrial equipment, special purpose machines, packaging
machines, electric power tools and security systems. The major products of RBIN are Fuel
Injection Equipments (for Diesel engines), Auto electrical, Power Tools, SPM, household
appliances and so on. The Company has developed excellent R&D and manufacturing
capabilities, a strong customer base and its market leadership is testimony to the high
quality of technology. As Bosch focuses on developing technology hubs in Asia, RBIN is
gearing up to meet these challenges.Bosch was awarded as “Auto component
manufacturer” in 2005. Its customers includes all Indian Auto majors like TATA Motors,
Mahindra & Mahindra, Ashok Leyland, Force Motor India, Volvo-Eicher, Escorts Ltd,
Kirloskar Oil Engines, Indian Railways, Defence Ministry of India and many more. It exports
to international customers like Mercedes Benz, John Deere, Peugeot, Daimler Chrysler,
Increase in delivery Performance of F002C7Z142, F002C8Z880
Decrease in delivery performance of F002C7Z112,F002C7Z140, F002C8Z859, F002C8Z864, F002C8Z880, F002C8Z885
Increase in delivery performance of F002C7Z112, F002C7Z140, F002C7Z207, F002C8Z852, F002C8Z864
Decrease in delivery performance of F002C7Z140, F002C7Z142, F002C7Z880, F002C7Z885
Decrease in delivery Performance of F002C7Z42, F002C8Z880
Increase in delivery Performance of F002C7Z112, F002C8Z852 F002C8Z880
Problems with the parts:
The values were getting displayed in the customer demand column EVA, but not in the customer
request row in APO. There was an I-doc error occurring in many cases.
The values in the planning column were initially not matching the values in the confirmation row
in SAP in some cases. The parts were initially showing an overall low delivery performance
fulfillment.
Solution to the problems:
The master data in EVA was updated regularly. The old schedule agreements cleaned and
closed. By triggering the IDOC generated we managed to establish proper information
flow for the parts.
Value Stream for Nozzle Holder Assembly
63
35.86% Fulfillment(With Parameters)
60 % Fulfillment (With Parameters)
Deadline: October 2010
Delivery Fulfillment Percentage for April
Deadline: August 2010
80% Fulfillment(With Parameters)
PDCA for Nozzle Holder Assembly
Checklist for software tools
Trend
Target Month
Area Apr-10
%
36.8830.3148.7080.00
J an Feb Mar Apr May J un J ul Aug Sep Oct Nov Dec
1 CLP5 30%
2 CLP5 20%
3 CLP5 20%
4 CLP5 10%
5 CLP5 20%
Overall status:
Legend : Should Start Actual Started Status:
End Ended Green In target
Milestone Compl. Milestone Yellow Upto 10,0% under target
Realization Realized Red >10% under target
Check the flow in EVA is as per calloffs and tolerance parameters
Maintain actual calloffs dates in EVA and APO.
2010 Target
PDCA
ResponsibilityNr. Major actions planned
LIWAKS OE _IN PERFORMANCE
Proceeding: NaP
May average
Average : 2009
April average
Distribution list : Resp….. Lo: NaP/CLP
Status
Correction of master data in EVA and APO
2010Contribution to
objective T-EUR
Check whether the customer tolerance parameter for each customer is set properly.
Ensure that flow from EVA to APO is proper.
30.31
48.736.88
39.3 32.76224.17
21.33
10
20
30
40
50
60
70
80
90
100
2009 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2010
64
APO
Checklist:Checking flow of informationOnly one agreement per customerMaster Data
EVA
One of the most important factors in the process of improving delivery performance is to
have accurate information about the delivery performance of the parts. This is necessary
so that the problems and the potential for improvement can be spotted accurately
In all software tools certain factors have to be checked in order to get accurate data. They
are shown below:
P47LI
WAKS
Checklist:• Dates• Customer Master• Order
Checklist:• Price Data• Mast Checklist:
• Tolerance• Part no. established• Customer no. established• Packing index/ Warehouse Index (i.e. Lager index)
65
Summary
Starting Situation
The information displayed in LIWAKS was not accurate. The delivery performance was poor and needed to be increased. A team was formed for LIWAKS implementation and increasing customer delivery performance using LIWAKS in which I joined as a member.
Observations
We started with 14 parts and found that few of them had no flow of information and some of them were giving 100% delivery performance in spite of failing. Almost all the parts schedule and confirmation in EVA were out of order. The tool was not implemented completely.
Steps Taken
We updated the master data in EVA, we found that old schedule agreements were open with junk orders so we cleaned them up and closed them. By triggering the I-DOC generated we managed to establish proper information flow for the parts.
Current Situation
All the parts have accurate flow. LIWAKS calculation has become more realistic. Now the focus is purely on improving the performance and making the concerned department (production, stores, quality etc.) aware of the effects on LIWAKS by their working. The Performance is about 50% now and the team is also looking forward to implement it to its Bangalore & Jaipur plant.
66
Recommendations and Suggestions
Recommendations and Suggestions
67
Keeping in view the study made of the Original Equipment delivery performance for the
pilot part nos. in LIWAKS, following recommendations and suggestions could be offered:
Recommendations for improving delivery performance
1. Correct the master data in EVA and APO
2. Maintain actual call offs dates in EVA and APO.
3. Ensure that flow from EVA to APO is proper.
4. Check whether the customer tolerance parameter for each customer is set
properly.
5. Check the flow in EVA is as per call offs and tolerance parameters
Recommendations for Sustaining improved delivery performance
1. Maintain Close Customer Coordination
2. Update EVA Data regularly
3. Get the customer requirements and plans in advance
Future Outlook
1. Checking delivery performance of suppliers and rate them accordingly:
We currently measure ourselves to customer, in same manner we can judge our
suppliers, and how are they performing with us
2. Customer interface to EVA:
Currently we are manually inputting the schedule given by customer, by using the
some electronic interface, Customer can directly input the schedule in EVA
68
Glossary
69
Abbreviations:
RBIN
Robert Bosch India
RBKR
Robert Bosch Korea
OE
Original Equipment
CRI
Common Rail Injector
CKD
Completely Knocked Down Components
VPZ
Planned Sales Volume
LIWAKS
Supply fulfillment /call-off pattern warning and monitoring system