Please insert a different graph here referring to indirect areas

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2 We are committed to helping organisations drive improvement through the EFQM Excellence Model, a comprehensive management framework used by over 30,000 organisations in Europe. To help you implement our Model, we provide training and assessment tools as well as recognition for high performing organisations. But our real talent comes from gathering good practice and sharing them through our network. We at EFQM, a not-for-profit membership Foundation founded in 1989, aim to share what works, through case studies, online seminars, working groups, conferences and thematic events. Sharing our members enthusiasm, their motivation and the results they achieve; that is what we work for. Based on the conclusion of the assessment good practices can come from either the executive summary and/or significant strengths identified during the site visit phase. These can be recorded using the form below. When describing the practice against the RADAR elements please be as specific and practical as possible, avoid too generic description. Please note, in high performing organisation there can be more than one good practice that you would like to put forward.

3 The Bosch Group is a leading international technology and service enterprise. More than 290,000 associates generated a turnover of billion Euros in the fiscal year 2014 through automotive and industrial technology, as well as consumer goods, energy and building technology. With 2,000 employees, the Bosch Bari Plant is the largest production facility for automotive components in southern Italy, mainly producing high pressure pumps for diesel engines. 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. In particular in indirect areas since 2012 BarP has achieved: a 38% increase in number of important projects a 50% decrease in project duration in 2013; a further 30% decrease in 2014 a 70% increase in productivity (man-hours/year) gained a maturity level of 3 or more an involvement of over 90% of the BarP associates in CIP (Continuous Improvement Process) activities in Please insert a different graph here referring to indirect areas In many manufacturing businesses the focus of the improvement activities is directed only towards the production area. At BarP, however, there is a hunger also within the indirect areas to improve their processes with the same intensity as in production areas. One example of the positive impact on performance is the implementation of VSDiA in the finance and controlling team. The team used value stream design to improve the business planning process.

4 The results were so significant that the team managed to absorb the work of 2 employees on maternity leave without increasing headcount. Bosch BarP Plant initially launched their Lean Administration approach in 2009 following a benchmarking activity with previous EFQM Excellence Award (EEA) winner Bosch Bursa Plant (RBTR). In 2012 the approach underwent a significant review by plant management and a dedicated department was formed (ADM). The department has a similar scope to that of direct areas who use the Bosch Production System. Based on business requirements, Value Stream Design in Indirect Areas (VSDiA) is the fundamental tool to improve and develop processes in indirect areas. The approach focuses on: Detailed mapping of the actual processes (Value Stream Mapping) Systematic identification and elimination of waste Design of a new standard process based on the respective findings (Value Steam Design) Implementation of Point CIP in the office environment (localised improvement boards and 15min meetings) to monitor the proper implementation of the new process Involvement of concerned employees in the improvement process, using a bottom-up logic. The approach is fully deployed across the indirect areas and the improvements in the approach since the 2012 review have seen impressive results. The exceptional elements of this approach include: Consistency of deployment there are no exceptions, maturity levels are consistent across all teams as opposed to the odd island of excellence, all areas raise the bar together The link between Key Indicators and improvement measures/actions. All activities have a link to strategy The engagement and involvement of all levels of associates The assessment and review of the approach by integrating Lean Administration with Bosch Production System (BPS) review mechanisms such as Linea Gialla

5 Leadership involvement in Lean Administration activities, particularly the Linea Gialla reviews, there is a clear style of leading by asking the right questions. Sharing of the approach across the Bosch group The deployment of Lean Administration and VSDiA is all encompassing. The deployment has reached all areas and is implemented with a consistency of approach. Since 2012, all areas have achieved the target of a maturity level of 3 or more, this is across all indirect areas. There is a clear relationship between the two departments, BPS (Bosch Production System) and ADM, which allows for synergies between the two approaches. As a result this has aided the deployment of ADM because associates are familiar with BPS terminology and tools. BarP are leading the way within the Bosch group for the deployment of Lean Administration. They have been recognised by Bosch to this effect. There are currently 15 Point CIP rounds in the office environment, and 72 associates were involved in System CIP activities in Up to May 2014, this was already at 69. Regular workshops are held in each indirect area to identify and prioritise improvement projects based on key indicators (System CIP). Point CIP (local visual boards) are then used as the systematic approach that ensures stabilisation of results and sustainable continuous improvement of process performances. Lean Administration has been successfully integrated into established plant calendar activities for review such as Linea Gialla. At Linea Gialla associates across the entire value stream present improvement activities to plant management. The Lean administration approach is assessed during external audits in line with ISO/TS16949 and internally through DS management review and maturity level selfassessment. In 2012 the approach was recognised as part of the EEA prize for Managing by processes. The most significant improvements to the approach came in 2012 based on feedback from internal reviews and EEA feedback. This led to the formation of the ADM department and relevant changes were made to the approach including the development of skills and a more structured deployment. The results presented above ( Impact on performance ) reflect the success of this review.

6 The Fundamental Concepts of Excellence outline the foundation for achieving sustainable excellence in any organisation. They can be used as the basis to describe the attributes of an excellent organisational culture. They also serve as a common language for top management. There are 8 Fundamentals Concepts: Excellent organisations consistently add value for customers by understanding, anticipating and fulfilling needs, expectations and opportunities. Excellent organisations have a positive impact on the world around them by enhancing their performance whilst simultaneously advancing the economic, environmental and social conditions within the communities they touch. Excellent organisations enhance their capabilities by effectively managing change within and beyond the organisational boundaries. Excellent organisations generate increased value and levels of performance through continual improvement and systematic innovation by harnessing the creativity of their stakeholders. Excellent organisations have leaders who shape the future and make it happen, acting as role models for its values and ethics. Excellent organisations are widely recognised for their ability to identify and respond effectively and efficiently to opportunities and threats. Excellent organisations value their people and create a culture of empowerment for the achievement of both organisational and personal goals. Excellent organisations achieve sustained outstanding results that meet both the short and long term needs of all their stakeholders, within the context of their operating environment.