Knowledge Base

  • People at the heart of the Company strategy

    EFQM
    16 February 2015

    Bosch Bari Plant

    2014 EFQM Excellence Award Winner

    People at BarP are and feel to be at the heart of the Company strategy. This leads to an impressive pride of being part of BarP and is actively sustained by a structured and comprehensive set of communication tools aimed at providing all associates with the news and information related to their job, the Plant , the environment of Bosch Group and that of the relevant stakeholders.

  • Bosch Lean Administration Approach

    EFQM
    13 February 2015

    Bosch Bari Plant

    2014 EFQM Excellence Award Winner

    The consequent implementation of the Bosch Production System (BPS) and Lean Administration tools like Value Stream Design in Indirect Areas (VSDiA) have delivered major improvements on productivity over the last years.

  • Bosch's Interpretation of Lean Manufacturing

    EFQM
    12 February 2015

    Bosch Bari Plant

    2014 EFQM Excellence Award Winner

    Within Bosch the interpretation of Lean Manufacturing is called Bosch Production System (BPS) which is implemented in BarP through a holistic approach called “System CIP”. Value Stream Design and Value Stream Mapping are the main tools to identify improvement opportunities in the supply chain.

  • The application of lean principles to flexible working

    EFQM
    4 November 2013

    BMW Plant Regensburg - Germany

    2013 EFQM Prize Winner in "Managing with Agility" and "Sustaining Outstanding Results"

    Plant Regensburg is clearly committed to continuous improvement, the application of lean principles and innovative approaches to flexible working. This has resulted in Plant Regensburg achieving a high level of production flexibility (one of the three strategic drivers) without entailing excessive costs. Production flexibility is of great value to BMW, as it seeks to offer more car variants with less cost and less lead time in an increasingly changeable marketplace.

  • The inspirational approaches of the Plant Director and his Team

    EFQM
    4 November 2013

    BMW Plant Regensburg - Germany

    2013 EFQM Prize Winner in "Managing with Agility" and "Sustaining Outstanding Results"

    The inspirational approaches of the Plant Director and his Team, together with a systematic method of managing and improving leadership within the business, have resulted in sustained positive trends on most indicators since 2009, despite the difficult economic climate. These principled and successful approaches have resulted in Plant Regensburg becoming a proud, high performing and flexible plant within the BMW group.

  • GC Europe, Belgium - EFQM Finalist 2013

    EFQM
    23 October 2013

    EFQM Excellence Award Finalist 2013

    GCE has been able to increase or sustain good performance in dealer satisfaction since 2005, and since 2009 GCE is the benchmark compared with competition in 4 of 7 categories. These excellent achievements are mainly the result of process improvement in production and logistics, together with smart approach to sales which is evident in the markets where GC Europe operates.

  • BMW Plant Regensburg, Germany - EFQM Prize Winner 2013

    EFQM
    23 October 2013

    EFQM Prize Winner in Managing with Agility and Sustaining Outstanding Results

    Unlike other car production facilities, the vast range of car types and permutations are constructed on one assembly line. This has been made possible by a structured and sustained approach to process management and process improvement over nine years. There are many examples of elegant and innovative improvements, from harnessing new technology to identifying parts at product line assembly by memorable pictures rather than serial numbers. This manufacturing flexibility is understood to be at global role model level.

  • On the way to Enterprise 2.0 with Bosch Connect

    EFQM
    25 September 2013

    Robert Bosch GmbH - Germany

    The Bosch Group is a leading global technology and services company. Bosch already started some projects to allow the organisation a new way of working. Another project started in 2012 with the objective to transform the company into an Enterprise 2.0. For Bosch this means the use of Social Business software in the corporate culture to communicate, share knowledge and collaborate across local and organisational boundaries. This not only leads to a new way of working because of an IT-tool, but represents a cultural revolution for the whole organisation.

  • Sharing Knowledge in the Organisation

    EFQM
    15 July 2012

    BMW Plant Regensburg - Germany

    With its focus on business excellence, BMW Regensburg has created a comprehensive excellence approach comprising both process and product excellence. The company is striving for leadership with regard to quality, time and costs for the benefit of the customers.

  • Leading with Vision

    EFQM
    15 July 2012

    BMW Plant Regensburg - Germany

    BMW Plant Regensburg is driven by an inspirational leadership team which is leading the plant towards a clear vision: helps driving changes in performance as well as managing the global economic impact.

  • Grundfos Value Website

    EFQM
    15 July 2012

    Grundfos - Denmark

    Grundfos is the world’s leading manufacturer of pumps and pump solutions. The company is based in Denmark, but has global activities and employs more than 17,000 people. Grundfos believes that to reach its short and long term strategic goals it is essential that every person in the company has a shared sense of purpose and direction. They know that their 2025 dream can only be realised if Grundfos remains one united company with clear vision and common values.

  • Bosch Chassis Systems Control - EFQM Prize Winner 2011

    EFQM
    25 October 2011

    EFQM Prize Winner in Leading with Vision, Inspiration and Integrity

    The Assessors were particularly impressed with the leadership of Bosch Chassis Systems; ensuring the strategy and objectives are aligned through a robust cascade process and reviewed via a structured appraisal process, aligned to the company’s values.

  • Grundfos' Culture of excellence

    EFQM
    15 July 2011

    Grundfos Pumpenfabrik GmbH - Germany

    There is a genuine "culture of excellence" within Grundfos Wahlstedt Production (GWP). The leaders have created a culture of openness and creativity; based on the Grundfos company values there is an unconditional trust and belief in the direction set by the leadership team.

  • Worthington's Leadership focus

    EFQM
    15 July 2011

    Worthington Cylinders Austria GmbH

    The leadership focus on the Succeeding through People concept has, without doubt, been a major success for WCA. The imperative has been the need to recruit and retain the very best staff in an area where there is very little unemployment.

  • Continuous Improvement Process - CIP

    EFQM
    15 July 2011

    Bosch Car Multimedia Portugal

    Bosch Car Multimedia Portugal uses Value Stream Mapping tool to identify areas which need to be improved regarding to the business requirements. Value Stream Maps show quality, cost and delivery (QCD) requirements for each value stream of the company.

  • Leading with Vision, Inspiration & Integrity

    EFQM
    15 July 2011

    Bosch Chassis Systems Control - Germany

    CC Bosch has a vision to save lives translated into three consecutive steps to realise: from injury free – through accident free – to achieve autonomous driving. Translating this vision into an integrated divisional planning based on shared values and customer focus all processes are targeted at achieving this outcome.

  • Managing by Processes

    EFQM
    15 July 2011

    Robert Bosch Gmbh Bamberg Plant - Germany

    BaP has defined one of seven mission fields as “Processes: We consequently use lean processes and adapt them to changes in a target-oriented way”. This mission field is tied to the specific strategic goals of “Driving the Bosch Production System” and “Using process management efficiently”. These strategic goals are part of the BaP scorecard and, therefore, process management directly impacts strategic performance.

  • Leading with Vision, Inspiration & Integrity

    EFQM
    15 July 2011

    Robert Bosch GmbH Bamberg Plant - Germany

    At BaP, leaders are role models of a culture of excellence in the way in which they set a clear strategic direction and communicate that effectively, consistently and regularly throughout the Bamberg Plant to ensure alignment and a shared culture so that all associates are clear about the role they play towards that strategic direction. BaP’s vision, mission and values are closely aligned to the Bosch Group and the Diesel and Gasoline divisions within the Automotive Business Unit. There are clear Bosch values which form the basis of the BaP leadership principles and standards.

  • Bosch Bamberg - The driving spirit

    EFQM
    15 July 2011

    Robert Bosch GmbH Bamberg Plant - Germany

    BaP has defined one of seven mission fields as 'Bosch Bamberg - The driving spirit'. This mission field is tied to the specific strategic goal of 'Enhancing motivation and qualification of our associates'. This strategic goal is part of the BaP scorecard and, therefore, areas such as associates' motivation, idea-generation and competency management directly impact strategic performance.

  • GWP's process of gathering the needs of their stakeholders

    EFQM
    15 July 2011

    Grundfos Pumpenfabrik GmbH - Germany

    GWP has implemented a well-established process of gathering and understanding the needs of their stakeholders (see picture 2). Through PESTEL analysis, stakeholder mapping, SWOT analysis and the confrontation matrix used to analyse and understand all indicators, GWP can develop and review their strategy and supporting policies.

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