Bosch Production System

Always. Doing. Better.

3rd Edition
Bosch Production System
Always. Doing. Better.
3rd Edition

© Robert Bosch GmbH 2019

All rights reserved, also regarding any disposal, exploitation, reproduction, editing,
distribution, as well as in the event of applications for industrial property rights.
Foreword to the 3rd Edition BPS also continues to develop – currently in the direction of
the digital world: Digital solutions and tools make it possible
The digital transformation is changing our lives and society for us in future to plan and improve value streams more
and is also revolutionizing the industrial environment to an efficiently and thus guarantee a fast ramp-up and stable
unprecedented degree. As the real and virtual world con- operation. We design the physical and digital production
verge in the “Internet of Things”, the value-added processes world in order to further improve quality, costs and delivery
also change; space is created for new business models and performance and thus increase customer satisfaction.
new perspectives for humanity.
To meet the requirements of current developments, we
Our success at Bosch essentially depends on how consis- have revised and supplemented the BPS handbook. This 3rd
tently and actively we shape the digital transformation and Edition now includes a compact complete overview at the
make use of the new opportunities. We are well prepared start. The following chapters contain further information on
because, since the start of the BPS initiative in 2001, we the integral parts, the application and the success factors
have developed a culture that continuously strives for of BPS. The handbook is now also linked with other useful
improvement. information sources – you can access them via the QR
codes.
An expression of this culture in the production environment
is the Bosch Production System BPS that helps us think in I wish you every success with the use of the handbook and
terms of value streams and create lean, stable and transpar- the implementation of BPS.
ent processes. Furthermore, BPS demonstrates that peo-
ple must always be the focal point of all processes, whether
analog or digital, who have to organize them, master them
and continuously improve them. The principles of BPS thus
form a strong basis on which we will continue to drive digital
transformation at Bosch. Michael Bolle, G11

4 | Foreword
 Overview
Table of Contents
4. Basics 53 – 90
1. Overview 7 – 20 4.1. Added Value and Waste 55
1.1. BPS in a Nutshell 9 4.2. True North 58
1.2. BPS and Digitalization 15 4.3. BPS-Principles 59
4.4. BPS Elements 63

Application
2. Application 21 – 38 5. Appendix 91 – 125
2.1. The BPS Planning Guideline 23 5.1. Glossary 93
2.2. The BPS System Approach 29 5.2. Value Stream Symbols 104
5.3. List of Abbreviations 112

Success Factors
5.4. Further Information 114
3. Success Factors 39 – 52
3.1. Leadership and Mindset 41
3.2. Value Stream Organization 42
3.3. Competence Development 45
3.4. Industrial Engineering 47
3.5. User Experience 49
3.6. Maturity Evaluation 50

Basics
Appendix
Table of Contents | 5
How to use this Handbook Meaning of the graphical elements in the text:
Terms marked like this are explained in the
* Term Glossary
The BPS handbook conveys the theoretical foundations of
BPS; it is intended to accompany day-to-day work and to
serve as a reference medium.
The BPS handbook is updated regularly. These symbols refer to content on the subjects
Industrial Engineering, User Experience and
The current 3rd edition provides information with different Digitalization.
levels of detail:

▶ Chapter 1 provides an overview of the Bosch Production Scan the QR codes with your smartphone
System BPS and offers a forecast of future developments to find more detailed information in Bosch
in the area of digitalization. Connect. Requirement: Installation of the
Bosch Connect app.
▶ The other chapters contain a closer description of the fun-
damentals and integral parts of BPS and the procedure
and success factors of the implementation. The Appen-
dix with Glossary, List of abbreviations and Value stream
symbols, is used for speedy looking up of information.

▶ In addition to the printed information, the handbook

offers direct access to online content via QR codes,
e.g. in the Bosch Connect Community BPS@Bosch.

6 | Introduction
 Always. Doing. Better.

1. Overview

Appendix Basics Success Factors Application Overview

 A concise summary of the Bosch Production System
BPS and the systematic application of digitalization in
the value stream:

▶ What is BPS, how is it structured, and how can we

apply it successfully?
▶ Which new possibilities does digitalization offer and
how do we use them in the framework of BPS?

8 | Überblick
1.1. BPS in a Nutshell In order to achieve this, in 2001 we started the
Bosch Production System BPS. We use it to
Like all international corporations, Bosch is organize the order fulfillment process and all
also faced with the challenge of ever shorter supporting processes of the indirect functions
development cycles and product lifecycles. At and improve them continuously. Its principles,
the same time, product variance is increasing methods and rules serve the associates and

Application
and the markets are becoming more volatile. managers as guidelines for executing their
Increasing digitalization shifts the framework tasks and assuming their responsibilities.
conditions more and more. The central objective of BPS is lean and thus Bosch Connect Community
BPS@Bosch
waste-free production with a fast and continu-
In this environment, we can assure growth and ous material flow.
profitability by reacting flexibly to changes in

Success Factors
the market and economy and, at the same time,
minimizing resource requirements in a targeted Order fulfillment process:
manner. We make use of digitalization, connec- Process of fulfilling customer orders from
tivity and artificial intelligence to develop inno- the point of order placement to the delivery
vative business models. This provides us with of the manufactured products.
new opportunities to increase our earnings
potential and to consolidate it in the long term.

Basics
A central prerequisite for success is the capa-
bility of meeting customer requirements faster,
better and more cost-effectively than the
competition.

Appendix
Overview | 9
Overview

How we produce is heavily influenced by prod- we have continuously modified and improved
uct development. In the framework of product starting from the initial elements to the devel-
lifecycle management, BPS is therefore close- opment of system awareness and on to its es-
ly intertwined with the product development tablishment as a management task. BPS is and
process. In this manner, we develop produc- remains a fundamental part of the activity of
tion-optimized products and can organize employees and managers.
manufacturing processes lean and flexibly
right from the start. At the same time, we take Nowadays, digitalization and connectivity
the delivery and order behavior of our suppli- spur the further development of BPS. Based
ers and customers into consideration in order on * standards in the order fulfillment process
to organize continuous processes. Experience and a data strategy, additional options are
from product application is incorporated in created for improvement work that incorporate
the product and production design. suppliers and customers. More data, and
different types of data, can be collected contin-
BPS is designed such that it can be applied uously, and thus form the basis of IT-supported
to all production types in the different Bosch data analysis that further reduces waste in
business sectors and divisions – from series production.
production (* Make-to-Stock, MTS) and
* Make-to-Order (MTO) to * Engineer-to-Order With the implementation of BPS, we are
(ETO) production. pursuing a concrete vision:

We fascinate our customers and employ-

As with almost all present-day production sys-
ees by delivering competitive products from
tems, BPS is based on the Toyota Production
an agile and sustainably waste-free value
System. A central principle is continuous im-
stream.
provement. This also applies to BPS, which

10 | Overview
 OUR VISION
We fascinate our customers and employees by deliver- ALWAYS.
ing competitive products from an agile and sustainably DOING.
waste-free value stream. BETTER.

Application
OUR APPROACH Lean and connected Value Stream

Manufacturing
OXOX

BUSINESS

Success Factors
SUCCESS
Quality Logistics
Additional value stream function (Purchasing, Engineering etc.)
Leadership and Mindset
COLLABORATION
Qualification

Pull principle Fault prevention Flexibility

Basics
Personal Continous
Transparency
responsibility improvement

Process
OUR PRINCIPLES Standardi­zation

Appendix
orientation

Overview | 11
Overview

A * value stream summarizes all value-add- The ideal state of a value stream is charac-
Value streams are consid-
ing and non value-adding activities that are re- terized by 100% added value, 100% delivery
ered on different levels:
quired to create a product or a service and to performance, zero defects and * one-piece
▶ Cross-company flow. All our measures for design and improve-
▶ Cross-plant
deliver it to an internal or external customer.
▶ Plant level We develop these value streams with the help ment are geared towards this so-called * True
(ramp to ramp) of BPS. North, which is also used to measure our prog-
▶ Sections of a plant ress. As an orientation point, it shows us the
Flow and stability are basic indicators of a direction we need to go to approach our vision.
value stream. Non value-adding activities are
reduced to a minimum to guarantee a steady On the way to this goal, the eight BPS princi-
The leanness of a value
and fast material flow and thus to meet the ples form the basis of our activity and for
stream is indicated by
delivery time desired by the customer. We the interaction of the different functions. The
the share of value-
adding activities in the also adapt quickly and flexibly to new market principles are universally applicable constant
throughput time, by
requirements. variables. We underpin them with the use of
how short the through­
put time is and how
the BPS elements – a variety of tools and
strongly it fluctuates. During development and optimization, the methods. The character of these elements
complete value stream is analyzed and system- can vary, for example, due to the production
atically improved. In all activities we focus on type or order behavior of customers, and can
people as actors. We therefore organize work develop further due to new technical possi­
systems that permit individuals to fully develop bilities such as digitalization. Understanding
their capabilities and perform well in the long the interrelations between the elements and
term. their systematic application to ensure that they
contribute to the optimization of the complete
value stream is of decisive importance for
success.

12 | Overview
During the implementation of BPS, we
therefore apply standardized procedures
BPS Planning Guideline SOP BPS System Approach
in the complete production lifecycle:

▶ In the phase before SOP (Start of Produc- We implement BPS in a continuous improve-
tion), we use the BPS Planning Guideline ment process: The results of the implemented

Application
(PGL) for planning and redesigning low- measures are checked and serve as the
waste production systems. We thus system- starting point for further optimization. When
atically avoid project risks, develop manu- doing this, we proceed according to the
facturing-optimized products and design * PDCA method (Plan, Do, Check, Act).
low-waste and flow-oriented production
and logistics right from the start. Digitaliza-

Success Factors
tion is a focal point in the design of the value
stream. We use it to control and regulate pro- PLAN
cesses and create transparency with regard
to performance – it thus forms the basis of
ACT DO
improvement. In the PGL process itself, we
use IT tools to accelerate the planning pro-
cess and to make a fast ramp-up possible.
CHECK

Basics
▶ To optimize existing value streams, we use
the BPS System Approach. It helps us
understand the overall interconnections
in the value stream and to develop tailored
solutions. The scope can even extend to
international production networks (IPN)

Appendix
and global value streams.

Overview | 13
Overview

The application of BPS has revealed that, apart ▶ Industrial Engineering: The organization
from the systematic implementation, further of the work systems must meet the require-
factors have a decisive effect on the success of ments of associates to allow them to fully
BPS: develop their potential. From the workplace
to the working environment and on to work
▶ Leadership and mindset: Conviction and organization, Industrial Engineering (IE)
motivation of associates in the organization creates the best possible working conditions
are decisive for economic success. The pro- and thus ensures that associates in the value
motion of this is the task of managers in the stream remain healthy and productive.
value stream. Only their support and consis- ▶ User Experience (UX): As “users”, associ-
tency can guarantee the sustainability of ates are incorporated intensively in planning
the introduced measures and the achieved and the improvement work by means of a UX
results. approach (UX = User Experience).
▶ Value-stream organization: An efficient ▶ Maturity evaluation: Regular assess-
organizational structure that is capable of ments are used to measure the maturity of
acting with a value stream manager and team our value streams. We carry out these matu-
overcomes functional limits and target con- rity assessments for the activities before and
flicts. It makes consistent activity and fast after SOP (PGL assessment, BPS maturity
decisions possible. assessment) and for Industrial Engineering
▶ Competence development: A Bosch-wide, (IE assessment).
standardized, target group-specific BPS
qualification concept with a modular struc- Since its introduction, BPS has developed
ture in step with actual practice conveys into an established and recognized system for
the required knowledge and capabilities designing our order fulfillment process and
to managers and associates to drive the makes a valuable contribution to securing our
implementation of BPS. corporate success.

14 | Overview
1.2. BPS and Digitalization
The digitalization of the production environ-
ment rapidly creates new technical opportuni-
ties. Bosch has recognized this development
as an opportunity and is a leading provider and

Application
user of digital solutions in production.
The successful implementation of digitalization
requires a standardized, scalable and secure
IT environment to prevent waste in production
through the consistent use of data. BPS and digitalization in the value stream
Digitalization is an enabler that requires stan- We use digitalization in BPS to achieve con-

Success Factors
dardized order handling processes. How and to stantly available transparency of our material
what purpose we use it is derived from a high- and information flows. This gives us better con-
er-level production strategy. This is the only trol of our daily production processes and per-
way to ensure a consistent and globally com- mits more efficient organization of continuous
patible implementation. At Bosch, this high- improvement because we can find the causes
er-level framework is the Bosch Production for deviations faster and in a targeted manner.
System. The implementation of digitalization
in our value streams is derived from this frame-

Basics
work.

Appendix
Overview | 15
Overview

People in digital production ▶ As organizers, people develop and optimize

In digital production, people are decision-mak- the value streams and the IT systems. A par-
ers, organizers of the value stream as well as ticular focus is placed on the organization
users of digital tools. of the human-machine interfaces. We orga-
nize these together with the user of the soft-
▶ As decision-makers, they are supported ware. Organizational tasks include both, the
with automatically generated information Planning Guideline as well as the process
from IT. The programs recognize the con- improvement in the framework of the System
text of the information and provide applica- CIP cycles. This also includes the definition
tion-specific data in a suitably compacted of rules, standards, intervention limits and
form. Decision-makers have the relevant predefined reactions to deviations.
information at their disposal, which means
that time-intensive analyses are not required. ▶ As users, people are guided by digital tools
which means that even high variance remains
IT decides independently only in the frame- controllable and errors can be avoided.
work of predefined rules. For example, Regularly recurring planning operations are
automated data preparation can take place taken over by digital tools. Users utilize the
as a reaction to the violation of intervention provided data to execute their activities,
limits. create transparency and for continuous
improvement.

16 | Overview
“Real-time” data acquisition in the value The analysis of the variances and average In a technical sense, “real
time” usually refers to mil-
stream values of this data, as well as the tracing of
liseconds. Our applica-
Information and material flows are recorded the causes, provide an ideal basis for further tions often do not require
in IT in “real time”. We thus know the current improvement work in the value stream. such frequent updating.
status of production at any time. For all data, we therefore
define which updating rate
Data strategy is practical and necessary,

Application
Deviations from target states are already de- One area of great potential for digitalization is e.g. once a minute, hour
tected shortly after their occurrence. Wherever the possibility of a global comparison of pro- or shift.

possible and practical, automated trend anal- cesses and results and learning from it. This is
yses have a preventive function and indicate only possible with standardized processes. On
possible problems. In future, we will increas- the other hand, the process data must be avail-
ingly make use of the methods of artificial intel- able worldwide and be comparable. Whereas

Success Factors
ligence. Through the definition of intervention availability, in particular, is an issue related to
limits, we permit IT to automatically trigger ini- the IT infrastructure, comparability is a result of
tial escalation steps if the limits are exceeded worldwide standardization: We have developed
or undershot. the BPS Data Model for this purpose, which
clearly defines all standardized data and key
Automation of data acquisition allows us to figures and describes them in detail.
gather production data on an unprecedented
scale. For example, we record the throughput

Basics
times for all product types from runners to
exotic products. Our interest here is not just
focused on the total throughput time but also
all individual steps, for example, processing,
transport and waiting times.

Appendix
Overview | 17
Overview

The data items from this model are available The correct data architecture is important
on a data platform. They are assigned to digital for making the complexity controllable and
objects and connected with one another via re- for guaranteeing data security and quality
lations. This provides us with a digital image of (cf. illustration).
reality, the so-called * Digital Twin. This makes
simulations and automatic decision memos and The data is retrieved via the Staging Layer.
even self-control systems possible. Here, it is converted, registered and then filed
in standardized formats with unique designa-
tions in the Core Layer.

Data architecture for production data

Source Business
Data Governance Data
Application
Data
Systems Glossary Data Catalogue Security Layer
M
Models

Staging Layer Core Layer “Facts” Business Layer Access Layer

(Volatile) (Persistent) “Truth” (Virtual) (Virtual) Planning
MES
Structured

Reporting
Machine Controller
Data Mining
Exploration
Unstructured
Data Mining
Exploration
SAP

...
Streaming (Volatile) Monitoring
& Control

18 | Overview
This makes central data access possible, re- Consistency of data acquisition
duces post-processing complexity and makes A core success factor of digitalization is the
the data comparable worldwide independent- consistency of data acquisition. On the one
ly of its source. We achieve flexibility by storing hand, this refers to data acquisition and pro-
the data separately from the data model. The cessing throughout the production lifecycle:
calculation rules for BPS key figures are saved Initial value stream data is already prepared in

Application
in the Business Layer. Fast and safe access to the planning phase during implementation of
the data including an authorization concept is the Planning Guideline. These are important
regulated in the Access Layer. Our data man- reference variables for subsequent operation
agement supports standardized user-oriented of the value stream. Data acquisition only ends
reports and individual ad hoc evaluations. after the product disappears from the market.
We are thus able to carry out short-term

Success Factors
evaluations at any time. We can connect new On the other hand, our value stream reproduc-
applications quickly to our data platform by es all processes of the order handling process
using alternative data models. from the supplier to the customer. According-
ly, we also acquire data from the supplier to the
customer in the “data value stream”. Whereas
supplier data has a special significance for con-
trolling our production process, field data is
very important for improved product compre-

Basics
hension. We can only design our products to
meet customer requirements if we understand
exactly how customers use our products.

Appendix
Overview | 19
Overview

Guidelines for transparency The following rules support the advantages

During the introductory phase of digital tools, of digitalization and help avoid possible
in particular, we note every now and again that disadvantage:
transparency is lost in the value stream at least
in a transition period. However, digitalization is
supposed to achieve exactly the opposite!

Continuous transparency Comprehensive digital data

Qualification of personnel
during transition preparation
▶ Stability of digital equipment Automatic preparation of elec- ▶ Qualification is key success
is achieved before removing tronically collected data allows factor.
the paper-based equipment. today’s shopfloor personnel to ▶ Additional skills in data
▶ Transparency must be easily: analytics required.
granted at any time during 1. detect deviation and ▶ Competence must be
transition. 2. recognize the root causes of available on the shopfloor.
deviations.

Comprehensive material flow Maturity of processes Gemba walks

▶ Predefined and unambiguous ▶ Maintenance of master data ▶ Gemba walks remain key
flow through the value stream is mandatory. element of our improvement
for each part number. ▶ Mature your processes (clarity, work!
▶ No automatic rescheduling stability, improvability) prior ▶ Only the combination of
without information on to digitalization. the information from the IT
root causes and human systems and the observations
confirmation! from the shopfloor results in
▶ Guaranteed replenishment a holistic picture.
lead times.

20 | Overview
 Always. Doing. Better.

2. Application

Appendix Basics Success Factors Application

 We use standardized procedures for the implementation
of BPS:

▶ Before Start of Production (SOP), we use the BPS

Planning Guideline (PGL) for planning and redesigning
of low-waste manufacturing systems.
▶ We optimize existing value streams with the
BPS System Approach.

22 | Umsetzung
2.1. The BPS Planning Guideline product design suitable for production.
This creates the prerequisites for a high BPS
The BPS Planning Guideline (PGL) is a system- maturity level already at the start of production.
atic approach for planning new and redesigning
existing value streams. The aim is to avoid Application of the BPS Planning Guideline is
project risks, to develop products suitable for binding for the new planning of category A
production, to make production and logistics platform projects at Bosch. For other planning
lean and to enable fast ramp-up. The result projects the application in an adapted form is
Bosch Connect Community
of the PGL process is a robust product design, recommended. The PGL Configurator helps BPS-Planning Guideline@
a machine, digitalization and data concept defining the necessary and recommended BOSCH
designed for the product lifecycle, and reliable elements. The Planning Guideline is anchored
processes in production and organization that in the Bosch Norm N62P and integrated in the

Success Factors
focus on people as central players. respective product engineering processes
(PEP) of the business areas.
The aim of a robust design is to make the
product insensitive to fluctuating influences PGL experts support the project manager
(material, method, machine, environment, during planning, provide methodological guid- An overview of all BPS
employees). ance through the PGL elements and contribute norms and Central
Directives can be found in
to an efficient project process with their expe- the appendix on page 114
The elements of the PGL build upon one anoth- rience.

Basics
er. Interdisciplinary interaction of all functions
in the Simultaneous Engineering (SE) team is a
core success factor during the implementation.

The PGL should be started as soon as possi-

ble, for new value streams ideally already in the

Appendix
innovation phase, in order to work towards a

Application | 23
Overview

It may also be necessary to repeat certain The question focuses not only on production it-
elements, for example, due to changes to the self, but also on how data from the utilization of
product, processes or planning premises. the finished product can be acquired and used.

Digitalization is a focal point in the organization In the planning process itself, we use a set of
of the value stream: Our intention is to use IT tools to prepare a digital model of the value
Application

data to prevent waste in production. We use stream and to optimize it, e.g. with the help of
digitalization for the control of processes. simulation. By building up a consistent data­
Furthermore, it creates transparency of the base, we will ensure that the data is uniform
effectiveness of a value stream and thus forms and up-to-date throughout the entire planning
the basis for improvement. For planning digita- process. In the course of further development,
lization and data management, we clarify the we will improve the planning process by using
following questions with the help of method- data from already implemented value streams
ological support: and enable virtual commissioning or virtual
testing of changes. Solutions we assess as
▶ Who needs which information? best-in-class will be stored as standard solu-
▶ When, where and how often is data tions. This will accelerate future planning and
recorded in the value stream? reduce investment through scaling effects.
▶ How is the data forwarded, processed
and stored in the value stream?
▶ Which IT infrastructure is required
(value stream, plant, business area)?

24 | Application
Interaction of the elements in the Planning Guideline
Concept
Innovation Product-/process Serial
study/Project SOD Product-/process concept development DF Product-/process realization SOP
process development prod.
preparation

IG0   …   IG2 IG3   QGP0 / Kick-Off QGP1    QGP2       QGC0 … QGC4    QGC5   

Design Product Development Process

product/ PCD with
DFMA DFMA
process Concept DFMA

Detailed
Premises, Premises, Planning
Premises,
risks PGL prior risk analysis PGL after Changes
risk analysis
Customer project
to SOD SOD pilot customer
Target Targets & Iteration Targets
deployment focus of PGL & focus
Elements Targets
& Focus

Success Factors
VSD overall VSD overall VSD on VSD overall VSD on
Value stream
incl. SCND incl. SCND process level incl. SCND process level

Detailed plan-
MFG and logis- Rough MFG Line Design Flow-oriented ning (Logistics, LLD/
Scaling Scal FOL
tics planning concept (LLD/ALD) layout (FOL) ergonomics, ALD
processes, MAE,
Production Lifecycle Planning (PLCP), standards, …) PLCP, scenario
Scenarios
scenario evaluation evaluation

PA1 PA2 PA4

Evaluation PA3
Contracting Contracting +HS

Basics
QGPx = Quality Gate Platform SOP = Start of Production
IGx = Innovation Gate VSD = Value Stream Design
PA = PGL Assessment LLD/ ALD = Lean/Automated Line Design
DFMA = Design for Manufacture and Assembly FOL = Flow-oriented Layout
QGCx = Quality Gate Customer SCND = Supply Chain Network Design
DF = Design Freeze PLCP = Production Lifecycle Planning
PCD = Process Chain Development HS = Handshake PGL => Series
SOD = Start of Development

Appendix
Application | 25
Overview

The PGL before the Start of Development

(SOD)
The phase of the product engineering process
before the SOD offers the best possibility to in-
fluence the product design, the manufacturing
processes and the value stream design in order
Application

to avoid any waste in the future value stream.

For this reason, single PGL elements are used
on a higher concept level. In the workshops
Design for Manufacture and Assembly (DFMA),
Value Stream Design (VSD) and Preparation of The PGL after Start of Development (SOD)
Production Concept, the first process chains At the start of the series development (SOD),
are worked out. The rough concepts of the pos- the rough concept that is favored in the phase
sible design variants are compared and initially before SOD forms the basis. Based on this the
checked for manufacturability, optimized and production concept is developed further in
evaluated. more detail. This is done in several steps.

An important point is the decision which added In the first step, the PGL project agreement
value we want to create ourselves and which is (Contracting), we define the planning princi-
to be bought in. An initial definition Make and/ ples as the basis for project control and use the
or Buy (* MaoB) is already made in the phase PGL Configurator to define the planning scope.
before SOD. When forming the team, we ensure that all ar-
eas of competence are represented. Apart from
The results serve as a decision-making aid for the classic planning functions, MES experts
the progress of the project. (* Manufacturing Execution System) and IT
system architects, in particular, are important
for the buildup of the digital value stream.

26 | Application
In the following step, premises, risk analysis, We use the Value Stream Design (VSD) (see pg.
target & focus, we determine the project risks 63) to describe the target state of the planned
in relation to the product lifecycle, sales vol- production – on the one hand, for the situa-
ume, production processes and variant com- tion at the start of production and, on the other
plexity. These are reduced as far as possible. hand, for the steady state. This is carried out in
Furthermore, in this step we define the degree two detailing steps. In the Overall value stream,
of automation for the first investment stage and we harmonize the material and information
clarify the requirements from the internal and flow from the supplier to the customer over all
external framework conditions (Business Re- value stream sections. On the production pro-
quirements). Apart from business and techni- cess level, we then describe the production-in-
cal aspects, this also includes the digitalization ternal processes.
and data strategy within the business area and

Success Factors
the supply chain, as well as data and applica- In the PGL element Scaling, alternative produc-
tion standards defined on corporate level. tion and assembly concepts are developed and
evaluated. First we define a basic concept for
In the PGL element Design for Manufacture all production steps with as little automation as
and Assembly (DFMA), we optimize the prod- possible. The step-by-step improvement of the
uct design and the production processes. This respective * bottleneck station results in fur-
is carried out in an interdisciplinary team with ther production or assembly concepts with a
experts from Development, Production, Pro- higher capacity and increasing automation. An

Basics
cess Development, Quality Assurance and Proj- automation level that suits the product lifecycle
ect Purchasing. In the course of the * process can thus be determined in a targeted manner.
analysis, the team defines which data is to be The process is supported by the scaling tool
recorded, among other things, to obtain more whose data is forwarded for further processing
information for improving the reliability of the to the following processes.
processes.

Appendix
Application | 27
Overview

With a view to increasingly shorter product life- productivity loss. We plan lines that are pre-
cycles, the requirements for future manufactur- dominantly automated with the PGL element
ing systems for flexibility in terms of production Automated Line Design (* ALD). Here, the focal
volume and variants increase. For the evalua- point is on the best possible line balancing of
tion of line concepts and investment scenarios the individual stations.
over the production lifecycle, we use the meth-
Application

od Production Life Cycle Planning (PLCP). With the help of the Flow Oriented Layout
The aim is the selection of a cost-effective and (FOL) (see pg. 78), we arrange the systems and
low-risk investment strategy. In this regard, we devices that were designed in the framework
examine not only the cost-effectiveness of the of the Lean Line Design or the Automated Line
different scenarios in a sensitivity analysis, Design in a process-oriented manner. This mini-
but also the sensitivity to changes in the basic mizes transport and handling complexity. Apart
requirements for planning. This provides us from the systems and devices, we take all
with statements about the risks associated necessary adjacent areas, storage areas, buffer
with the decision for a specific scenario. areas and traffic routes into consideration.

With the previous planning steps the produc- The QGP1 (Quality Gate Platform) (* QGC,
tion concept has been defined. Now the design QGP)finalizes the conceptual planning. Follow-
of the work system begins. ing this, the detailed planning of the systems,
processes and work standards takes place.
We plan manual and semi-automated work sys-
tems with the BPS element “Lean Line Design”
(see pg. 76). The aim is the design of flexible
work systems. These systems can be adjusted
to a changing * customer takt through the ad-
aptation of the number of employees without

28 | Application
2.2. The BPS System Approach In the course of the BPS System Approach,
we run through one to four improvement cycles
The BPS System Approach is a procedure to a year. We derive focus topics to improve the
improve the existing value streams from the value stream and work out the improvement
supplier to the customer in a holistic, target- activities through manageable System CIP
oriented and sustainable way. It consists of Projects. The value stream leader is responsi-
three consecutive phases: ble for the implementation of the BPS System
Approach.
1. * System CIP
2. System CIP Projects and * Point CIP BPS System Approach
in BPS@Bosch
3. Daily Leadership Routines

Success Factors
Basics
Appendix
Application | 29
Overview

BPS System Approach

Improvable System
True North Value Stream Vision 1.1

▶ 100% added value ▶ VSD (3-5 years)

▶ 100% delivery performance
▶ Zero defects
▶ One-piece flow
Application

1. System CIP

Internal and external

1.3 Focus topics 1.4 Current situation 1.2
framework
▶ Customer Stability, Flow, ▶ VSM
▶ Market Vision ▶ KPR, KPI
▶ Business plan ▶ Bubble diagram
▶ GB/plant strategy Analyze Identify
▶ Digitalization strategy fluctuations main levers

Go to

Lessons Learned
Gemba

Supporting functions
Target situation 1.5
2. System CIP projects

System CIP project 2.1 ▶ VSD (current cycle) System CIP project …
New standard, KPI,.. ▶ KPR, KPI New standard, KPI,.. …
and Point CIP

▶ Bubble diagram

Point CIP Point CIP Point CIP Current Situation

Point CIP …
2.2
Stabilization of the Stabilization of the Stabilization of an Stabilization of the …
new standard new standard established standard new standard
Leadership
Routines
3. Daily

Daily Leadership Routines

Structured communication, Monitoring KPI, process confirmation, Gemba walk, continuous improvement

30 | Application
Phase 1: System CIP
Focus topics 1.4
With orientation toward the * True North, we
initially establish a value stream vision (1.1) Stability, Flow,
that specifies the direction for the value stream Vision
in the next three to five years. This is reviewed
Analyze Identify
on a regular basis. fluctuations main levers

From the value stream vision, the current Go to

situation (1.2) and the internal and external Gemba
requirements (1.3) we derive the focus
topics (1.4) for the System CIP cycle. Process For each focus topic, we now use an iterative
data from the IT systems of the value stream process to define target situations (1.5):

Success Factors
as well as manual recordings set the basis for
our decisions. In addition, findings from the Each * abnormality in the value stream results
previous System CIPs are taken into account in instability and extended throughput times.
as input. Therefore, we work on the focus topics by set-
ting target situations in order to increase sta-
bility and shorten throughput times. For this
purpose, we do on-site observations (Go to
Gemba) and also use the data available in our

Basics
IT systems.

Appendix
Application | 31
Overview

Phase 2: System CIP projects and Point The input for Point CIP is the new standard
CIP (A). The shopfloor associates and managers
The input for all System CIP projects (2.1) is form the Point CIP team. They analyze the pro-
the previously defined * target situation. With- cesses according to the new standard and doc-
in the project, together with the relevant as- ument deviations. If deviations are detected,
sociates, we work out an improved standard the Quick Reaction System (B) is activated.
Application

to achieve the planned target situation for the For this purpose, a procedure is defined stat-
value stream. Once we have confirmed (vali- ing who has to react how and how fast. All in-
dated) the standard as feasible, we ensure its volved persons (e.g. manager and supporting
stabilization within Point CIP (2.2). This is areas) meet for Structured Communication
necessary because, in operation, disturbances (C) to achieve a Sustainable Problem Solv-
may affect the new standard making it instable ing (D). They analyze the root cause of detect-
again. ed deviations and define appropriate corrective
measures. Ideally, their effectiveness should be
checked every day and the success confirmed
The five elements by Process Confirmation (E). Point CIP ends
of Point CIP C. Structured
when the new standard is proven to remain in
Communication
the * target condition.

B. Quick E. Process D. Sustainable

Reaction System Confirmation Problem Solving

A. Standards

32 | Application
Phase 3: Daily Leadership Routines Lessons Learned
Once the target condition is achieved the re- Improvement work can also be improved!
quired stability, the standard is handed over After an improvement cycle has been complet- See also “Supporting key
from Point CIP to the Daily Leadership Rou- ed, we look back into our procedure and define indicators system”,
tines. Here, we continuously measure the improvement potentials which we consider in pg. 35 ff.

* Monitoring KPI. They show whether the per- the next cycles.
formance of the value stream or value stream
section corresponds to the target. Within the
framework of regular communication, we de-
cide which deviations are relevant and how
these deviations are to be handled: We react
to a one-time deviation and a known cause

Success Factors
with immediate measures as part of the Daily
Leader­ship Routines. In case of repeated devi-
ations, the problem is returned to Point CIP or
System CIP.

Application of the Daily Leadership Routines

is binding in all production value streams.

Basics
Appendix
Application | 33
Overview

System CIP System CIP projects and Point CIP Daily Leadership Routines
 Definition of the  Validation and  Stabilization of the  Maintain the standard in the existing system
focus topics implementation of standard  Fast reaction to abnormalities to return to the
Goal

 Definition of the the standard  Elimination of fluctuations standard

target situation  Collection of data and facts for the next System CIP
cycle
Application

Performance

[Monitoring KPI] Intervention limits

Target

Defined time period Reaction to deviations aims at

for the confirmation fast return to the standard
Standard is defined, of stability
validated and introduced
Target condition is reached and stability
has been confirmed. The standard is
handed over from Point CIP to the Daily
Fast reaction with Leadership Routines
root cause analysis [Improvement KPI]

Time

Connection between System CIP, Point CIP and Daily Leadership Routines

34 | Application
Supporting key indicators system
In our improvement work, a system of indica-
tors helps us to evaluate the success of our
activities.
Stream KPR

Direct
Value

productivity

Output Man hours

Success Factors
Planned
Monitoring KPI

Cycle time OEE …

operating time

Organizational Technical
Quality losses Changeover losses
losses downtime

Organ. losses Tech. downtime

… …
station X station X

Basics
Missing Missing Small Cycle time
Improvement

… Breakdowns …
material operators interruptions losses
KPI

… … Remark: This * KPI tree is an example

Appendix
and is not exhaustive

Application | 35
Overview

We distinguish between: Improvable system through clarity in the

1. * Value Stream Key Performance Indicators value stream
Result (VS-KPR) are the highest level The continuous application of the BPS System
VS: Value Stream of aggregated indicators. There are eight Approach leads to * clarity in the value stream.
VS-KPRs: Total * replenishment lead time, There is clarity in the value stream when the
KPR: Key Performance
delivery service, total coverage time, direct following characteristics are met:
Indicator Results
Application

* productivity, indirect productivity, MAE ▶ Defined data structures, material and

KPI: Key Performance productivity, 0-km failure, internal failure information flows
Indicator
cost. ▶ Defined and applied standards
2. * Monitoring KPIs are used to monitor the ▶ Decoupled processes or stations
value stream. However, they cannot be deter- ▶ Transparency
mined directly at the process. Examples are: ▶ Clearly defined roles and responsibilities
* OEE, leveling adherence, rejection costs,
scrap. This defines a target situation, which enables
3. * Improvement KPIs are measured directly deviations to be easily and quickly detected.
at the process and make the improvement Once we have reached such a clear state, we
clear. Examples: Number or duration of call this an * improvable system.
downtimes on station X due to a stuck
spring, number of rejected parts due to The clearer the value stream, the simpler the
missing o-ring, number of changes in the data structure describing it and the easier it
production plan due to missing component Y. is to optimize production. With IT support, we
can now continuously analyze data, act faster
For continuous analysis of the value stream we and optimize significantly larger value stream
use a standardized data platform. This enables segments up to complete value stream net-
us to come much closer to our vision of waste- works.
free production.

36 | Application
System CIP in the International Produc- Improvement potentials include standardiza-
tion Network (IPN) tion in the IPN, optimization of the cross-IPN
Due to the Bosch local-for-local strategy and material flow to reduce logistics costs and to
the fact that our customers are located all over improve the exchange of information and data.
the world, our production facilities are locat- This allows us to reduce waste in the IPN and
ed in strategically important markets (regions). use synergies with regard to the use of resourc-
Locations that produce comparable products es.
or product groups are a part of an Internation-
al Production Network (IPN). The Plants in the In the IPN System CIP, we use the Supply Chain
IPN are defined as lead and manufacturing Network Design (SCND) method in order to al-
plants. The IPN is coordinated by an IPN so take into account additional aspects such as
manager. customs and legal framework conditions when

Success Factors
designing our IPN.
In the same manner as the * System CIP ap-
proach in the value stream, in the IPN we also We use the * bubble diagram from the suppli-
carry out a System CIP based on the IPN Busi- er to the customer to present the material flow.
ness Requirements. The aim is to guarantee It includes the links between Source, Make and
holistic, target-oriented and sustainable im- Deliver via the * Triad.
provement of the entire IPN. For this purpose,
we define reasonable standards within an IPN.

Basics
This includes, e.g. the definition of data and
communication standards (roles/responsi­
bilities), standardized IPN Key Performance
Indicators and areas of responsibility as well
as manufacturing standards.

Appendix
Application | 37
Overview

System CIP in supporting functions

Supporting functions (controlling, logistics,
quality management, technical functions…)
have an influence on the performance of
the value streams. The value stream leader
integrates them directly in the System CIP
Application

workshops.

The functional areas carry out their own

System CIP cycles for their subject-specific
System CIP in supporting processes and the overarching standards,
functions in BPS@Bosch which are geared to the needs of the value
streams. Here, too, focus topics and system
CIP projects are systematically derived and
processed.
* KPI trees illustrate the influence of support-
ing functions on the value stream result.

A guideline adapted to the needs is available for

this purpose.

38 | Application
 Success Factors
Always. Doing. Better.

3. Success factors

Basics
Appendix
In addition to systematic application, other factors
are of decisive importance for the success of BPS.
People are at the center of these success factors:

▶ Leadership and mindset

▶ Value stream organization
▶ Competence development
▶ Industrial Engineering
▶ User Experience
▶ Maturity evaluation
3.1. Leadership and mindset state of the value stream with the current
requirements.
The Bosch Production System is more than
a systematic procedure or a collection of They develop the vision of an almost ideal val-
methods. It expresses the basic attitude of ue stream with its data structures and mate-
all involved associates and managers – from rial flows. They therefore know how the value
production worker to board member. stream should look in the long term and how
digital information can be used profitably. They Objectives in accordance
with SQCD:
In BPS, the associates strive to comply with lead the associates accordingly in the plan-
S = Safety
defined * standards and also to improve them ning work, the improvement work and the Daily Q = Quality
continuously. They immediately recognize Leadership Routines and continuously devel- C = Costs
D = Delivery performance
* deviations from the current standard and op the value stream with regard to SQCD. The
independently initiate stabilization measures benefit for the total value stream has a higher
within their area of responsibility. The further priority than the departmental and functional
development of standards in need of improve- interests.
ment is organized actively together with the
associates (* PDCA Cycle). The management In their leadership role, they meet their associ-
team supports them fast and effectively. ates at eye level. They are present on site, pro-
vide direct feedback and offer coaching. They
Managers inform themselves regularly about promote, motivate and empower associates

Basics
the status of the * value stream and ensure and celebrate success with them. They share
that all associates can perform their roles as their knowledge and explain their vision, strate-
efficiently as possible. Process confirmations gy and actions.
help them to detect deficits and underline the
importance of complying with the standards.
In this way, they regularly compare the actual

Appendix
Success factors | 41
Overview

3.2. Value Stream Organization is responsible for the standards applying

across the value streams. The responsible
For successful implementation of the value persons take care to adhere to specifications
stream concept in the Bosch Production Sys- from the BU, GB and C departments.
tem we need a form of organization which in-
cludes the order fulfillment process and all Target deployment follows the “Single Source
Application

contributing functions, and at the same time of Targets” principle. Plant management de-
ensures functional excellence. We achieve fines the targets for the value stream leader
this by a value stream organization with a val- who in turn defines the targets for the associ-
ue stream leader and a value stream team. Its ates. Cooperation between the value stream
members remain disciplinarily assigned to their and the functional areas in the plant are regu-
functional area. The strengths of this form of lated through target and resource agreements.
Success Factors

organization are its process orientation, trans-

parency and increased personal responsibility.
It also leads to better flexibility and response
time.

As part of this value stream organization, pro-

cesses from the functional areas are assigned
to the value stream. This means that process-
es that clearly belong to the value stream are
assigned to the value stream, for instance from
the functional areas (BPS, CTG, LOG, MOE,
QMM, TEF). The workplaces of the involved as-
sociates are pooled in one space. To maintain
the cost benefits, processes with synergy
effects remain in the functional area that also

42 | Success factors
Value stream organization in the plant Target conditions set by GB/BV 
(Single Source of Targets)

Target conditions set by GB/PU-Quality

Target conditions set by GB/QM

Plant Management

LOG TEF QMM CTG

MOE LOG TEF QMM CTG

Purchasing/Quality

VS-Leader*
Team Team Team Team Team
1 VS1 VS1 VS1 VS1 VS1
plant

Intra- TEF** QMM CTG

LOG
MOE LOG TEF QMM CTG
VS-Leader*
Team Team Team Team Team
2 VS2 VS2 VS2 VS2 VS2

Basics
MOE central workshops, FCM

Disciplinary responsibility Target responsibility

* Agreement of targets and resources together with the functional areas (contracting)
** including COS

Appendix
Success factors | 43
Overview

The value stream team is the core of the val- As part of the * System CIP cycle, the value
ue stream-oriented form of organization and is stream leader prioritizes and makes decisions
guided by a value stream leader. He leads all ac- on the next steps to be taken, and also which
tivities within a value stream ‒ across function- functions drive the corresponding activities
al boundaries – and bears responsibility for the forward. He broaches the issue of target
value stream processes within the plant. These conflicts between individual value stream
Application

include the value stream vision, designing and sections or the functions that are involved in
optimizing the value stream, transferring the the value stream, and he works together with
business requirements into Value Stream KPR, the persons responsible for functions to find
achieving the Value Stream KPR, and deriving solutions.
improvement potential.
If the operative business leads to an escalation
Success Factors

triggered by the value stream, a coordinated

and standardized procedure between the
parties involved is activated.

44 | Success factors
3.3. Competence Development Competence management
The competences required for the respective
Lifelong learning of our associates and manag- role of the associate are documented in cur-
ers ensures our competitiveness in a changing ricula, i.e. target group-specific training plans.
world. Therefore, in addition to coaching by Competence Management at Bosch (CptM)
superiors, a systematic development of all as- ensures compliance with these curricula.
sociates in all functions and hierarchical levels In addition, we regularly check whether the Bosch Connect Community
is required. qualification offer covers all current and future BPS Academy@Bosch
requirements.
For this purpose, the BPS Academy identifies
the competences required today and in the Through a train-the-trainer concept and stan-
future, and develops them with the help of a dardized training procedures, we ensure the
global qualification program. consistently high quality and consistency of The Bosch norm N62T
qualification measures worldwide. The trainers BPS001 describes the
BPS and IE-qualification
and train-the-trainers are multipliers who build
concept
up and secure competence on site.

Basics
Appendix
Success factors | 45
Overview

Qualification
The BPS Academy provides different catego- In the course of the digital transformation, the
ries of qualification measures: content that requires qualification is changing.
Our qualification methods take this into
▶ Classroom training courses convey a holis- account.
tic understanding of BPS (e.g. BPS and i4.0,
Application

BPS Basics, Leading in a BPS Plant) (* In- The data streams obtained in the value stream
dustry 4.0). They are designed to raise the must be actively designed and used efficient-
awareness of the necessity of developing ly. New trainings such as “BPS and i4.0” or the
value streams continuously and in a practical training “BPS i4.0 Sprint” enable our
target-oriented manner with regard to flow associates and managers to shape digital trans-
and stability. formation. These aspects are also incorporated
Success Factors

in the current training portfolio.

▶ Shopfloor training courses that are carried
out in real value streams based on real prob- Speed counts. Therefore, we make increasing
lems. Here, the focus is on the capability of use of media for self-learning such as web-
Bosch Connect Community implementing BPS. These qualification activ- based trainings, learning apps, virtual class-
BPS-Jishuken@Bosch
ities also result in direct monetary benefits rooms and video tutorials (Bosch Tube) to
in our value streams. This type of “tangible” support and promote the lifelong learning of
BPS is becoming increasingly important our associates and managers.
(e.g. * Jishuken, BPS. Leading. Improve-
ment., Leading in a BPS Plant – Module 2).

▶ Media for self-learning that supplement

or support the classroom and shop floor
Bosch Connect Community
BPS.Leading.Improvement. training courses.

46 | Success factors
3.4. Industrial Engineering ▶ Work system design
The work system consists of the workplac-
Industrial Engineering (IE) at Bosch consists es, the work environment (e.g. temperature,
of work system design and time data manage- noise) and the work organization (e.g. proce-
ment. dures, shift model). The aim is to guarantee
productive work and the preservation of the
The work system as location of added val- health of associates by creating optimal ergo-
ue is the core element of a waste-free * value nomic working conditions. The introduction
stream. We use the methods and tools of IE to of * standards is crucial, because only
design manual work systems. The work system standards make continuous improvement
design, based on the individual workplace possible.
design, is a core success factor for high Bosch Connect Community

* productivity and quality. We design the work systems according to Ergonomie - Ergonomics

ergonomic principles and make use of

tried-and-tested methods and tools such
as * ErgoCheck and the software * IGEL.
Application ranges from manual workplaces
to processes, e.g. multi-station work or quick
* changeover, on to cyclical material supply.
See BPS element
Standardized Work, pg. 66
Furthermore, we design the human-machine

Basics
collaboration and new aspects that arise due
to digitalization, for example, an increase in
the mental stress due to the acquisition and IGEL: Integrative
processing of information. maximum load calculation

Appendix
Success factors | 47
Overview

▶ Time data management we calculate the time data with the software
Time data management is the basis of com- CAPP Knowledge©, which has been intro-
pany decision-making processes. It supports duced Bosch-wide.
the planning and control of production pro-
cesses, the calculation of orders, product Our activities and tasks in Industrial Engineer-
costs, employee and machine capacities and ing (IE) are based on regulations in the form
Application

the design of products and operating equip- of laws, labor agreements, plant agreements,
ment. Time data management defines the ordinances, directives and assured ergonomic
duration of certain work operations with findings. Company-internal, binding standards
methods for the determination and process- have been defined for their implementation.
ing of time data. It also provides data for Observance of the principle of legality has the
Central Directives/ measuring the * productivity of the work highest priority.
Success Factors

Norms:
systems.
▶ Time data: We can only successfully arrange a work
CD 04603 –> N62C
Our preferred method for time data deter- system as part of a value stream if the persons
▶ Ergonomics:
CD 04605 –> N62A mination of manual work processes is MTM responsible for BPS and IE in the plants work
(Methods Time Measurement). Based on together. In case of planning and re-planning,
a work system design according to MTM we want to avoid a subsequent need for cor-
(* MTM System), the optimum working meth- rections. We therefore integrate the IE experts
ods that lead to the best possible standard who handle the design of the work system,
times can be achieved. processes, operating resources and products
as early as possible.
The different MTM methods have a wide
variety of applications: in the mass and seri-
al production that is prevalent at Bosch, but
Bosch Connect Community
Time data Management / Zeit- also in ETO and small series production, e.g.
wirtschaft
* changeover processes. In our daily work
48 | Success factors
3.5. User Experience To ensure that the user requirements are tak-
en into consideration, we apply the DESIGN
Successful companies are characterized by the THINKING (DT) method. Our aim is to achieve
fact that in the development phase they place excellent user experience. Therefore, we inte-
an emphasis on the requirements of users and grate the users already in an early stage and
not the products or technologies. At Bosch this always put human requirements at the center.
is carried out applying the USER-EXPERIENCE By observing users, we gain insights. Their eval-
User Experience
(UX) approach. In relation to BPS, the UX ap- uation guides us in defining our focus areas. in BPS@Bosch
proach means that during the design of our Ideas are developed, tested in prototypes and
standards and work systems we take aspects improved in an iterative process. We realize this
into consideration that have a positive influence by working in cross-functional teams.
on user experience. Examples of this are the
design of workplaces, processes and human-
Human-Centered Design Process
machine interfaces. A user is every person who
comes into contact with these products, sys- START HERE STEP 1
Plan UX Activities Understand Context of Use
tems and tools (among other things, machine
operators, assembly workers or shopfloor
managers).

The users benefit from simpler and more

Basics
STEP 2
STEP 4
intuitive usability. This leads to an increased Synthesize Insights
Test & Gather

GEGEB
acceptance of our standards and work

EN
Feedback

OL
systems. Commercial benefits result from

RH
EN E

EN
FALLS WIED

faster reaction times, fewer faults and shorter

on-the-job training times.

Appendix
STEP 3
Ideate & Realize

Success factors | 49
Overview

3.6. Maturity Evaluation for coaching the value stream leaders.

To evaluate the maturity of a value stream The following assessments are available for
regarding BPS implementation we use assess- evaluating the BPS maturity:
ments. They are used to evaluate the degree of ▶ Planning Guideline Assessment for
the implementation of the BPS methods and activities prior to start of production
Application

their effect in the value stream. It is our convic- ▶ BPS Maturity Assessment and * BPS
tion that the consistent implementation of Essentials for the time after the series start
BPS contributes to the economic success of ▶ Industrial Engineering Assessment for
production at Bosch. time data in the work schedule and the
ergonomic design of manual work systems
The maturity evaluation is used to assess
Success Factors

concept and execution: Planning Guide Assessment

Performance ▶ Questions about the concept: Which (PGL Assessment)
methods and elements are introduced? How The PGL Assessment determines how well the
BPS maturity level
are they implemented? targets from the PGL project agreement are
▶ Questions about the execution: What implemented in planning and specifies which
trend can be seen in the key result figures? BPS maturity level can be expected in the sub-
sequent implementation. We carry out the PGL
VS-KPR The individual questions are assigned to Assessments at regular intervals. They sup-
different maturity levels, which represent a port the early discovery of project risks and un-
Time practical order of implementation toward the achieved targets and thus allow us to introduce

Improvements in the BPS * True North of a value stream. countermeasures in good time.
Maturity Assessment
equal improved Key Perfor- We use assessments to derive potentials for
mance Results (example). continuous further development of the BPS
maturity level. They are also used by assessors

50 | Success factors
PGL Assessments and the BPS Maturity The four levels for assessment of the elements
Assessment for series production are tuned reflect the increasing maturity level:
to one another. Both evaluate the concept
and maturity of execution separately. ▶ Level 1 “Implementation (BPS Essen-
tials)” Basic BPS elements are introduced.
The SE Team carries out the PGL Assessment Level 1 represents the Bosch minimum
as a Self-Assessment and then has it checked requirements
by a PGL Assessor. The next steps for further ▶ Level 2 “Improvable organization”
PGL-Assessment
work in the project are derived from this. Improvement activities are derived in a
in BPS@Bosch
targeted manner on the basis of existing
BPS Maturity Assessment standards
The BPS Maturity Assessment is used to ▶ Level 3 “Self-learning organization”
evaluate the complete value stream from the Closed PDCA cycles are run through on the
customer to the supplier. The structure of the system level.
assessment follows the value stream and is ▶ Level 4 “Lean company” (True North)
divided into the areas “Source” (supplier), The value stream is more or less waste-free.
“Make” (manufacture) and “Deliver” (custom-
er). A further element that applies to all areas The responsible manager or the value-stream
is concerned with target derivation, with the leader carries out the assessment as a self-as-
methods used in the complete value stream sessment which a certified assessor uses as BPS Maturity Assessment

Basics
in BPS@Bosch
and the core subject of continuous improve- the basis for a cross-assessment. The compar-
ment. ison of the two results is used by the assessor
for coaching. For series production (* Make-
to-Stock, MTS), * Make-to-Order production
(MTO) and * Engineer-to-Order production
(ETO), specially aligned versions of the assess-

Appendix
ment are available in each case.

Success factors | 51
Overview

BPS Essentials Industrial Engineering Assessment

The BPS Essentials describe the BPS minimum (IE Assessment)
requirements for Bosch value streams. With We use the IE Self-Assessment to check the
regard to content, the questions are identical implementation of the central directives on
to level 1 of the BPS Maturity Assessment and time data and ergonomics. For this purpose,
are directed primarily to the plant managers. we check whether the necessary processes are
Application

established and put into practice in the plants

Essentials

The BPS Essentials consist of a section that and whether the responsible associates have
applies universally to all value streams and a the required qualifications. We also record
value stream specific section. These specific whether the organization of the manual work-
elements are selected individually for each val- places complies with the ergonomic require-
ue stream. The BPS Essentials are carried out ments. The questions are answered by the
Success Factors

semi-annually with an online questionnaire. The persons responsible for IE in the plants.
plant manager is responsible for this and also
performs at least one self-check personally per The self-assessments are validated with cross-
cycle. The self-assessments are validated by checks, with a focus on the coaching aspect.
BPS Essentials
cross-checks. This supports the improvement work in the
in BPS@Bosch
plant.
The results are stored in a central database and
published on Bosch Connect. The IE Self-Assessment is carried out via a
database solution. The persons responsible
for IE in the business divisions also have access
to this database and use it to control the
improvement work in their area.
IE Assessment
in BPS@Bosch

52 | Success factors
Always. Doing. Better.

4. Basics

Basics
Appendix
 The basics of BPS include:

▶ Fundamental correlations such as added value

and waste, and the True North as the ideal state
of the value stream
▶ The BPS principles as a universal basis for action
▶ The BPS elements: implementation tools and
methods

54 | Grundlagen
4.1. Added Value and Waste 1. Waste caused by overproduction:
From the BPS stand-
Something is produced without current de- point, overproduction
mand or more than the customer has ordered is the biggest waste.
The order fulfillment process is composed of
or more than is required for the follow-up
value-adding and non-value-adding activities:
process. The collection of unneeded data
▶ Value-adding activities increase the value
generates unnecessary costs
of the product, and the customer is willing
Consequences: Overproduction leads to waste
to pay for it. We want to optimize these
by excessive stocks. Associates and machines The assembly of work­
activities.
that manufacture surplus parts are not available pieces is an example of
▶ Non-value-adding activities do not lead value-adding activities.
for the activities that are actually required.
to an increase in the value of the product.
Collecting data which are not required causes
– We want to minimize those activities that
unnecessary costs.
are necessary and support value-adding
activities.
– We want to completely eliminate those
activities that are unnecessary and have High stocks cause waste and conceal problems in
the value-added process
no supporting function.
Stocks

In the sense of BPS, we differentiate seven

types of waste which we want to avoid:
Problems within Problems within Problems within
the process the process the process

Problems are concealed Problems become visible Elimination of the causes

Appendix
Basics | 55
Overview

2. Waste caused by excessive stocks: 3. Waste caused by space:

Stocks indicate a lack of flow in the value Overproduction, layouts of production equip-
Stocks may be in the form
stream. They are used as a safety buffer, and ment that are too large or are not oriented to
of raw materials, bought-in thus frequently conceal the real problems in the production flow increase the amount of
parts, semi-finished or the value-added process, such as machine space required.
finished products or data.
breakdowns or a lack of manufacturing quali- Consequences: oversize areas cause long and
Application

ty. A low level of stocks uncovers problems and non-value-adding routes, thereby increasing the
the causes can be eliminated. Excessive data time required. In addition, surface and space
stocks result from overproduction: Data is not costs are incurred.
required, or stored for too long.
Direct flow:
Consequences: stocks result in costs due to 4. Waste caused by unnecessary move-
One-piece flow capital commitment and storage, and therefore ments:
Success Factors

also waste caused by space. Unlike in a direct Unnecessary movements occur when, for ex-
flow from process to process, material must be ample, associates have to walk around due to
moved additionally, which causes extra handling. an inconvenient, non-ergonomic arrangement
Stored parts may lose value over a period of time, of tools or workpieces, have to find missing
or become unusable (aging, technical change). items, or cover long distances to collect materi-
Excessive data stocks cause storage costs and als. The analogous consideration applies to un-
may impede finding the relevant information. favorable motion sequences in machines and
With increasing age, the value of data diminish- equipment. As far as data is concerned, media
Basics

es. discontinuities increase handling effort due to

additional processing steps for data conver-
sion.
Consequences: increased resource commitment
and poor productivity.

56 | Basics
5. Waste caused by transport: 7. Waste caused by errors/rework: Rework:
Poor ergonomic design
Transports only change the position but not the If the quality of products or data is defective
of workplaces leads to a
condition of the product and, therefore, will not and does not meet customer requirements, higher number of errors,
contribute to the value-added process. these must be reworked or scrapped/deleted. and consequently to more
Consequences: Transportation ties up resourc- Consequences: in the physical world, errors and rework.

es, leads to waiting times and results in costs for rework increase manufacturing costs due to the
transport vehicles and transport systems. repetition of process steps and/or scrapping of Time periods without
activity:
intermediate input and material. They disturb the These include product
6. Waste caused by waiting times: production flow and extend throughput times. storage times.
Waiting times are time periods without activity The result is a poor ability to deliver and a
by associates or machines. They occur, for ex- possible loss of customer confidence. In IT,
ample, due to a lack of materials, system mal- data errors lead to rework in data handling or
functions or non-synchronized * process times. to incorrect decisions.
In machine control, waiting times occur due to
response times when loading or saving data.
Consequences: waiting times lead to poor pro-
ductivity, long throughput times and thereby
frequently to waste caused by excessive stocks.

Appendix
Basics | 57
 N
Overview

4.2. True North Zero defects

Manufacturing without defects instead of cor-
On the path toward our vision, we use the True recting them – avoiding defects always is our
North as a point of reference. It characterizes priority and already considered in the design. If
the ideal state of a waste-free order fulfillment defects occur nevertheless, they should be de-
process with a constant material flow. tected at the point of occurrence and prevent-
Application

ed from being passed on to the subsequent

We define the True North for the order process. We can learn from every defect. The
fulfillment process as follows: system can be improved through a targeted
100% added value
root-cause analysis and the implementation
100% delivery 100% added value of sustainable measures.
performance Adding value without waste – the aim is to opti-
Success Factors

mally coordinate all activities that are required The Value Stream Q-Basics are binding,
Zero defects
to add value, and to either avoid or minimize basic quality standards for the value stream
One-piece flow superfluous activities that do not add value or in a compact, easily understandable presen-
do not increase the value of the product. tation. The aim of these Value Stream Q-Ba-
sics is to significantly reduce mistakes and
To get as close as possible 100% delivery performance the resulting customer complaints.
to the True North, a manu-
Nothing will be delivered too early or too late
facturing-optimized prod-
uct is required that has – the aim is to deliver the right product in the
Basics

been developed using right quantity, at the right time and of the right One-piece flow
Simultaneous Engineering
quality with regard to the order data of the Parts flow straight from one value-adding
customer. process to the next value-adding process and
Further information on then on to the customer – without any waiting
Q-Basics in the appendix, periods or batch processing between these
pg. 115
processes.

58 | Basics
4.3. BPS-Principles among the various functions in the design of a
sustainably waste-free and agile order fulfill-
Our Bosch Production System is based on ment process – also during the transformation
eight principles. These BPS principles form into an IoT company (* Internet of Things).
the basis for our actions and for cooperation

Pull principle We produce and supply only what the customer wants.

Process orientation We develop and optimize our processes holistically.

We avoid errors by means of preventive measures in order to deliver flawless

Fault prevention
products to the customer.

We adapt our products and services quickly and effectively to current

Flexibility
customer requirements.

Standardization We standardize our processes and implement best-in-class solutions.

We design self-explanatory and straightforward procedures; deviations from

Transparency
the target situation are immediately apparent.

Continuous improvement We are developing continually and in a targeted way.

We know our tasks, competencies and responsibilities and carry them out
Personal responsibility

Appendix
actively and independently.

Basics | 59
Overview

Pull principle Fault prevention

We produce and supply only what the We avoid errors by means of preventive
customer wants. measures in order to deliver flawless products
We only initiate manufacturing and logistics to the customer.
if there is a current customer demand. Our Our stated goal is “zero defects”. The empha-
goal is to be able to produce according to the sis is on ensuring that errors do not occur in the
Application

* customer takt and in line with customer or- first place. We combine preventive measures
ders. This means we can reduce * lead times with fast control loops in order to manufacture
and stocks to a minimum. The use of transpar- error-free products immediately and to prevent
ent and clear signals to transmit the real cus- repeat failures. This enables us to achieve
tomer demand simplifies production planning customer satisfaction and reduce rework.
and control.
Success Factors

Flexibility
Process orientation We adapt our products and services
We develop and optimize our processes quickly and effectively to current customer
Preventing faults is better holistically requirements.
than detecting and correct- We think in terms of * value streams. This helps This applies to the set-up of our machines as
ing them. us design and control our processes more sim- well as the organization of our work. We imple-
ply and quickly. We strive, across departments ment product variants as late as possible in the
and functions, to achieve an overall optimum value chain. Our machines are reusable and
Basics

instead of only optimizing single functions. consistently aligned to the product life cycle.
Our production is organized in such a way that
we can integrate new processes at any time
and can refine all processes on an ongoing
basis.

60 | Basics
Standardization Transparency
We standardize our processes and implement We design self-explanatory and straightforward
best-in-class solutions. procedures; deviations from the target situa-
A standard defines the current best proce- tion are immediately apparent.
dure for a process that takes place regularly We design and document all business process-
in the same way. We always adopt such tried- es and production sequences intelligibly, sim-
and-tested solutions, both in terms of process- ply and comprehensibly. In this way, we create
es and methods as well as for machinery and * clarity and can quickly identify deviations and
equipment. We can only make standard devia- rectify the causes.
tions visible by setting and regularly checking
a standard and thus forming the basis for Every associate knows his tasks and goals.
improvements. Information is available, easily understandable
and visualized clearly. This simplifies orienta-
In the constant development of our standards tion, ensures a comprehensive overview and
we are geared towards finding the best possi- improves overall understanding.
ble solution. We consistently reduce the devia-
tions that occur when a new standard is intro-
duced and thus achieve a stable condition and
controlled processes.

Appendix
Basics | 61
Overview

Continuous improvement Personal responsibility

We are developing continually and in a We know our tasks, competencies and respon-
targeted way. sibilities and carry them out actively and
We do not regard standards that we have al- independently.
ready established as final, but as a basis for We are all part of the global Bosch production
further targeted improvements leading to new network and make an independent and com-
Application

standards. Through continuous improvement petent contribution to the success of our pro-
we are consistently working on waste preven- duction system. We are aware of our contribu-
tion and achieve controllable, reliable process- tion to overall success and are motivated to get
es. actively involved in the improvement process
and to take advantage of the scope for develop-
ment and qualification opportunities.
Success Factors

In the role of a manager, we use and promote

the competence and creativity of our associ-
ates and involve them early in the design and
improvement of their work environment and
processes.
Basics

62 | Basics
4.4. BPS Elements Value Stream Planning consists of two phases:

BPS elements are tools and methods we use to 1. Value Stream Mapping (VSM):
implement the BPS principles. The character Mapping and visualization of the actual status
of these elements can vary, for example, due
to the production type or order behavior of 2. Value Stream Design (VSD):
customers and can develop further due to new Development and visualization of the target Bosch Connect Community
technical possibilities such as digitalization. status in BPS@Bosch
Understanding the interrelations between the
modules and their systematic application to In the course of the digitalization of our value
ensure that they contribute to the optimization streams, the importance of planning the infor-
of the complete value stream is of decisive mation flows increases considerably. This is
importance for success. why we added the information flow analysis
to the methods for Value Stream Planning.
Value Stream Planning
What do we expect from Value Stream
What is Value Stream Planning? Planning?
Value stream planning is a central element for In Value Stream Planning, we systematically
optimizing the order processing process. It is develop connected material and information
used for mapping, comprehending and improv- flows. We thus create the basis for digitizing the
ing all material and information flows required processes. The comprehensible visualization of
for production along the entire value stream. the status makes the process interconnections
The aim is to align the complete production transparent and provides a basis for finding
process to customer requirements and avoid weak points and improvement potential.
waste. Holistic analysis of the value stream starting at
the customer guarantees overall optimization

Appendix
instead of only improving subsections.

Basics | 63
Overview

How do we implement Value Stream Plan- During this procedure, a focus is placed on the
ning? acquisition of the following information:
We use Value Stream Planning from the start of
development (SOD) to the end of the produc- ▶ Stocks and their distribution
tion phase (EOP). We thus reduce waste in all ▶ Workforce
product lifecycle phases. From the start of ▶ Machine utilization / * OEE
Application

production (SOP), we plan the value stream ▶ Throughput times, * cycle times, waiting
with the help of the BPS Planning Guideline. times and * changeover times
Value Stream Planning
▶ * Lot sizes
in BPS@Bosch
with additional information At the start of Value Stream Mapping, we
on information flow analysis define the observation area by selecting a The current process data is taken either from
product family or a representative product. the PPS (* Production Planning and Control)
Success Factors

The mapping of the current situation always and the MES (* Manufacturing Execution Sys-
takes place on site in the real value stream. tem) or determined on site in the real value
stream. In the information flow analysis, we
We use standardized symbols, start the map- also map the information flows in detail, the
ping at the customer and move in opposite information processing in the corresponding
direction to the material flow toward the IT systems and the interaction of information
supplier. and material flows.
Basics

Value Stream Mapping already provides us with

initial improvement potential. Together with the
value stream vision and the BPS maturity level
requirements, we define the * target condition
of the value stream, the so-called value stream
design.

64 | Basics
In the information flow design, we plan the best Digital tools (software tools) are available
possible information flow including process- for the complete value stream planning. They
ing in the IT systems. We also define which da- guarantee data consistency and efficiency in
ta points in the value stream are to be recorded the implementation.
continuously to obtain continuous transparen-
cy in the value stream in real time.

Data Lake (see Chapter 1.2 BPS and Digitalization)

Source Make Deliver

3.2
PPS
Information Flow

LOG
PROCON
MES
NEXEED
Example for optional information flow planning
(VSIM/VSID) Process 3.2
3.2

OXOX
Supplier
RFID Gate
Customer
PPS
Material Flow

Machining Assembly Dispatch

CTact ... CTact ... CTact ...

OEE ... OEE ... OEE ...
... ... ...
Lead time

Appendix
Basics | 65
Overview

Successfully running processes and activities

are described precisely and standardized so
that they can always be performed in the same
way and to the same quality, irrespective of the
person and time. In this way, all associates at
a workplace or in an operating unit receive a
Application

documented, uniform information base as a

platform for their work and work according to
the same sequence.

We apply Standardized Work in all repetitive

operations, for example in assembly, * change-
Success Factors

over, logistics or quality assurance.

What do we expect from Standardized

Standardized Work Work?
▶ We avoid errors and ensure high quality.
What is Standardized Work? ▶ * Cycle times of work sequences are stable.
Standardized Work defines the current best ▶ We are able to mentor and integrate new
method to perform an activity in production. associates effectively.
Basics

Examples for ergonomic It is the basis for a consistent improvement ▶ We ensure compliance with ergonomic and
or safety issues can be: process. safety issues and optimize them.
lighting during visual
inspection or wearing
gloves when assembling
sharp-edged parts.

66 | Basics
▶ We can fix deviations from the * standard ▶ Through regular process confirmation and
since they are made transparent by standard- interviews with the associates, we check
ization. compliance with the standard. In addition,
▶ In terms of the continuous improvement we track the automatically recorded process
process, standards are the basis for further and output data for cycle time and lead time
improved standards. variation.
▶ If we detect any deviations from the standard
How do we implement Standardized Work? or the requirement for improvement, we
▶ We work out and document the current best take appropriate measures or adjust the
method to perform an activity and define it standard.
as the new standard. This step can be sup- ▶ We include the involved associates early in
ported by MTM methods (* MTM System). the first formulation as well as in improve-
▶ We incorporate the executing associates into ments of the standards. The same applies for
the standard, for example by training with the implementation or adaptation of digital
the Four-step method. solutions.
▶ We display the standard of the currently pro-
cessed product directly at the workstation, Any digital process support is based on stan-
ideally electronically. This enables us to dardized processes. This is why Standardized
instruct the associate even in case of high Work is so important for the digitalization of our
product variance. value streams.

Standardized Work
in BPS@Bosch

Appendix
Basics | 67
Overview

Leveling concept. It reduces fluctuations in the value

stream, shortens the throughput times and
What is Leveling? makes short-cycle improvements possible.
Leveling is a method that allows resources to (* PDCA)
be used evenly, despite fluctuating customer ▶ The leveled production plan is a clearly
demand. The leveled signal leads to a constant defined and transparent standard. It can
A “family” is a group of
Application

part numbers that have a

flow and rhythm along the entire value stream. be used to detect deviations and identify
common feature, e.g. work To do this, we decouple the production orders problems.
content or components. from the actual customer orders and prepare a
production program as homogeneous as pos- How do we implement Leveling?
sible with regard to quantity and mixture for a In the framework of Value Stream Planning, we
defined period, the so-called leveling period. define the structure of the value stream and
Success Factors

This program can be based on part numbers determine the * pacemaker process as trigger
or families. There are two ways of * decoupling point for the customer signal. We analyze the
The production of
from the customer demand: In * Make-to-Stock product spectrum and form families if neces-
batches that are as
large as possible leads (MTS) we use defined stocks as a buffer; sary. In MTS, we divide the product spectrum
to higher stock levels in * Make-to-Order (MTO) we use time. into runner products and exotic products.
and high demand
fluctuations in the
delivering processes What do we expect from Leveling? We determine all relevant influencing vari-
up to the supplier. ▶ Due to the leveled demand pattern in the ables, among other things, capacities, distur-
Basics

value stream, we can utilize resources (ma- bance behavior, cycle times, throughput times,
Pacemaker process/sched-
uling point: This is the pro-
chines, employees) more efficiently. This ap- * changeover effort and customer demands.
plies not only to manufacturing but also to Based on these influencing variables and pre-
cess in the value stream at
which we trigger the lev- supporting areas such as physical logistics. defined rules, a planning program prepares a
eled production program. ▶ A uniform production rhythm with the suggestion for the leveling pattern of the next
This is not necessarily the
frequent repetition of production lots that leveling period. Together with IT, we record the
bottleneck process.
are as small as possible supports the flow deviations from the production plan regarding

68 | Basics
correct sequence and quantity and calculate The IT tools NivPLuS/ProCon support the en-
the leveling performance. We also determine tire procedure. Apart from a leveling function,
A leveling period is
the stocks (MTS) or time reserves (MTO) they also offer interfaces for the visualization of at least one week.
required as decoupling buffer. planning results and stock trends with defined
intervention limits. The status check in produc-
Our target is to make production lots as small tion and the recording of deviations is carried
as possible; this results in an increase of re- out digitally.
quired changeover operations. To ensure that
sufficient effective production time is still avail-
Examples of IT tools for leveling:
able, a minimization of the * changeover times
▶ Bosch-internal development: NivPLuS/ProCon (Production
is usually required. To make allowance for
Planning and Control)
changes in the influencing variables, we repeat
▶ SAP Add-On LMPC® (Lean Manufacturing – Production & Control)
the procedure for each leveling period.
for family leveling

Leveled production Fluctuating customer orders

Leveling
in BPS@Bosch

Exotic parts

Appendix
Runner parts

Basics | 69
Overview

ly calculated level and at a previously

determined point in the value stream. We
can implement consumption control using
different methods:
▶ With the * Kanban method, withdrawn
parts are reported by cards or an electronic
Application

signal (e-Kanban).
▶ With the 2-box principle, an empty
container indicates demand.
▶ With the min-max method, undershooting
of a defined minimum inventory level trips
the post-production up to a defined
Success Factors

maximum stock.

What do we expect from Consumption

Consumption Control Control?
▶ We set up a closed control loop. Withdraw-
What is Consumption Control? al by the customer controls this control loop.
With consumption control, we implement the This prevents overproduction and limits the
pull principle in production control: As soon as stocks.
Basics

Each stock has a potential a part is withdrawn from a * supermarket, this ▶ A system of simple control loops connected
for wastage and therefore triggers the signal for replenishment by produc- with one another replaces central production
has a potential for reduc-
tion or supply. control so that complexity is reduced.
tion.
▶ During productive operation, we only have
Kanban: Japanese word for A supermarket is a defined stock that contains to intervene if the defined intervention limits
“card”. all consumption-controlled parts. Defined are exceeded.
means that we only permit stocks at a previous-

70 | Basics
How do we implement Consumption ▶ The IT tools NivPLuS/ProCon support the Runner products: high
production unit count and
Control? design. They also provide functions for the
regular pick-ups.
▶ We use consumption control primarily for visualization of supermarket stocks and Exotic products: small unit
runner products. We plan exotic products intervention limits. counts, irregular pick-ups.
on the basis of concrete customer require-
ments.
▶ A reduced stock is achieved when the parts Combined with the Auto Logistic Produc-
are withdrawn evenly, i.e. leveled, from the tion Execution Modules (ALPE) from SAP
supermarket (see Leveling, pg. 68). (ALPE-Kanban, Scan, RFID), booking
▶ To design the control loops, we determine and ordering processes can be digitally
the influencing variables from the production supported or fully digitalized.
machinery, the product spectrum and cus-
Consumption Control
tomer behavior: Capacities, disturbance in BPS@Bosch
behavior, replenishment time, changeover
effort, customer demand with scheduled Kanban control loop 1

and unscheduled order fluctuations.

1 1 1
▶ Based on these influencing variables and the 1
1
1
1
1
1
1
predefined rules, a planning program pre- 1
1
1
1
1 Lot formation box Kanban
pares a suggestion for the calculation of the 1
1
mailbox
control loops, which is confirmed by the plan- Kanban chute
ner. For the Kanban method, we determine Finished goods
Raw material supermarket
the required number of cards and the size supermarket
1
1
1
of the supermarket. We check the design of 1
1 1 1 1

the control loop after every change in param-

1 1 1 1 1
eters, e.g. if a new leveling model is planned
at the * pacemaker process. Final assembly Customer

Appendix
1 1 1

Basics | 71
Overview

Project Flow Board and Criti- Figure 1 shows the projects according to priority.

cal Chain Project Management CCPM

90–100%
Project progress

(CCPM) 80–90%
P4
70–80%

Buffer consumption
P5
What is the Project Flow Board and
60–70%
Application

Critical Chain Project Management?

50–60%
Engineer to Order If there is an ETO value stream, in which sever-
40–50%
(ETO) value streams
al customer orders are processed at the same P3
are characterized in 30–40%
that each customer or- time in the form of projects, this is referred to
20–30%
der is unique and thus as a multi-project environment. The Project P1 P2
requires a separate 10–20%
Flow Board (PFB) and Critical Chain Project
Success Factors

design (e.g. special 0–10%

machines building and
Management (CCPM) are methods used for the

0% 20% 40% 60% 80% 100%
plant construction). visualization and control of such value streams.
90–100%

80–90%
What do we expect from PFB and CCPM?
70–80%
With the Project Flow Board, we create trans-

Buffer consumption
60–70% Increase >1
parency of the project status right from the -> higher buffer
50–60%
start and thus support the operative manage- consumption

ment. The Project Flow Board paves the way 40–50%

Basics

for the gradual development towards a CCPM 30–40%

system which, within BPS, represents the high- 20–30%

est maturity level of control in the multi-project 10–20% Increase <1

-> lower buffer
environment. 0–10% consumption

Figure 2 shows which processes or work packages fre-

quently use up the time buffer in the course of the project.

72 | Basics
We also expect that CCPM will considerably The presentation of the buffer usage compared
shorten the project duration by adding an to the progress of all projects makes the cur-
explicit time buffer at the end of the individual rent situation and efficiency of the value stream Full-kit principle means
projects. This temporal * decoupling allows transparent. Software solutions are available that all required resources,
materials and information
us to compensate for the earliness or delay of on the market for supporting CCPM. Although are available before start-
individual work packages. they can support the process, they are not a ing the following process
mandatory requirement for the introduction. step.

How do we implement the PFB?

▶ We combine work packages of a functional The introduction of CCPM is a change process
area to flow steps. that influences the entire value stream and the
▶ We visualize the flow steps on boards. entire organization.
▶ Kanban cards represent customer orders
that “flow” along the value stream model
according to their degree of completion.
PFB
How do we implement CCPM? in BPS@Bosch
▶ We define an explicit time buffer at the end of
the projects.
▶ We schedule the projects at a common plan-
ning point in the value stream (* pacemaker).
▶ We limit the number of projects to be pro-
cessed at the same time (leveling effect).
▶ Before a process step starts, all necessary
resources, materials and information must
CCPM
be available (* full-kit principle). in BPS@Bosch

Appendix
Basics | 73
Overview

The 5S stand for:

▶ Select/Seiri (Remove unnecessary things
from the workplace)
▶ Sort/Seiton (Systematic, ergonomic
arrangement of all objects)
▶ Shine/Seiso (Clean the workplace and
Application

objects)
▶ Standardize/Seiketsu (Set and adjust stan-
dards regarding the steps Select, Sort and
Shine. Repeat these steps regularly.)
▶ Sustain/Shitsuke (Consistently maintain
standards)
Success Factors

What do we expect from 5S?

▶ The work process becomes trouble-free. 5S
5S – Order and Cleanliness avoids waste, such as waiting times due to
searching, transport times and inefficiently
What is 5S? used space.
5S is a method to improve systematically order ▶ Improved transparency makes any * devi-
and cleanliness at the workplace. Standards ations from a standard immediately visible
Basics

5S was developed by
Toyota in Japan. at their own workplace introduce associates and enables quick reaction.
to standardization and improvement. 5S is ap- ▶ Work efficiency increases thanks to a stan-
plicable both on the shopfloor and in the office dardized procedure, the process-oriented
area. collocation of objects, increased workplace
safety, etc.

74 | Basics
▶ The joint development of the 5S standards In a figurative sense, we also apply the 5S
motivates employees and increases their criteria when developing and operating digital
willingness to change. solutions. Only user-friendly, clearly designed
All this improves the quality and equipment user interfaces enable efficient, error-free
availability. handling and targeted reactions to information.

How do we implement 5S?

We develop the 5S standards together with the
affected associates as a basis for improvement
work.
▶ The steps 1–5 have to be implemented suc-
cessively. We only start the next step once
the previous one is completed. We regular- 5S
in BPS@Bosch
ly repeat the individual steps and increase
therefore the maturity of 5S. 5S becomes
an integral part of our daily work.
▶ We refer to the * PDCA Cycle when
implementing the individual steps.
▶ In order to monitor performance and to
adapt the achieved level to current require-
ments, we regularly implement process con-
firmations across all hierarchy levels. We plan
these confirmations with suitable planning
software, visualize their results, address
derived tasks and monitor their processing.

Appendix
Basics | 75
Overview

Features of a lean line are:

▶ The degree of automation is manual up to
semi-automatic.
▶ Associates move from station to station with
the product.
▶ The line capacity is flexible because the
Application

number of associates can vary.

▶ Non-cyclical activities (logistics) are carried
out by separate associates (Point-of-Use
Providers).

What do we expect from Lean Line

Success Factors

Design?
▶ High, constant * productivity with varying
customer demand and uniform utilization of
Lean Line Design the associates thanks to flexible distribution
of the work content.
What is Lean Line Design? ▶ Short throughput times due to continuous
Lean Line Design (LLD) is a method for the flow (* one-piece flow) and small * lot sizes.
planning of new and for the redesign of existing ▶ Low level of investment thanks to a line
Basics

manual or semi-automated manufacturing concept that is as simple as possible with

systems. a low level of automation.

76 | Basics
How do we implement Lean Line Design? Lean lines are often designed with a U-shape to
The basis of the organization of a lean line is make paths between the work stations as short
the planning of the associate flow. For this as possible and to permit undisturbed material
purpose, we record all repetitive manual work provision (usually externally by a * Point-of-Use
steps including the time required and then Provider). Then we plan the number of required
arrange them into a practical order. A “waste- associates and the distribution of the work
free” sequence of manual, cyclically recurring content ‒ with several versions for different Lean Line Design
activities is thus created. However, we ensure production volumes. in BPS@Bosch
that the associate never has to wait for an
automated process. The manual and automat- A simulation is carried out to verify the different
ed steps must be tuned to ensure that they are versions. When doing this, we also check
within the * target cycle time. compliance with the ergonomic specifications
regarding load and workplace dimensions.
The line layout, i.e. the arrangement of the
processing stations, is designed taking into
account the logistics concept (material supply,
required stocks on the line, etc.).
2 1

Flexible deployment
of associates in a
lean line

3 2 1

Appendix
Basics | 77
Overview

plant layout, from incoming goods through

production towards shipping.

What do we expect from Flow-oriented

Layout?
▶ Minimal lead times with the smallest
Application

possible buffers and stocks

▶ Low-waste material transfer due to short
transport and associate routes
▶ Maximum transparency of the material and
data flow. The current state of production is
always easily recognizable.
Success Factors

▶ Avoidance of crossing material flows

How do we implement Flow-oriented

Flow-oriented Layout Layout?
We proceed in three phases:
We conduct new planning
with FOL specifically as an What is Flow-oriented Layout? In the analysis phase, we collect the relevant
element of the BPS Plan- Flow-oriented Layout (FOL) is part of the fac- data concerning the products and the process-
ning Guideline tory and facility planning. Arranging machinery es as well as the material flow. This information
Basics

and equipment according to the manufacturing comprises data such as space, machinery,
flow minimizes transport effort and maximizes capacity, variant structure, delivery relations
transparency. * Lead time and stocks are min- and transport units.
Ideally, the transfer of
material is carried out with imized; at best they can be eliminated. We use
the help of simple devices, FOL for the design of new and the optimization In rough planning, we design various alterna-
such as chutes. of existing production layouts. Ideally, the ma- tives as a block layout and evaluate them using
terial flow runs in one direction throughout the indicators such as transport effort, lead time,

78 | Basics
production and warehouse space, expandabili- In production areas with complex material flow
ty, transparency, etc. relations we use simulation tools for planning
the Flow-oriented Layout. This increases plan-
During detailed planning, we develop a ning efficiency and enhances the quality of the
detailed layout for the selected alternative. We solution.
plan all relevant areas for machines, workplac-
es, inventories, residual quantities and empties
to scale and determine the transport and em-
ployee routes. We assure that all requirements
on movement areas and width of routes are
fulfilled.
FOL
in BPS@Bosch

Not flow-oriented: Flow-oriented:

Technology-oriented shop-floor concept Product-oriented line concept

B B B
A D
B C
A C

C A
B D
C
A
C

A D
A D D D B C

Appendix
A–D = processing stations = different product types

Basics | 79
Overview

Quick Changeover How do we implement Quick Changeover?

We include all involved associates in the de-
What is Quick Changeover? velopment, validation and implementation of
Quick Changeover (QCO) is a method to quick changeover, e.g. adjusters and planners.
optimize changeovers so that they can be We test the changeover standard on location
performed safely, ergonomically and easily and further develop it with the feedback of the
Application

in the shortest possible time. The defined pro- associates.

cedure is described as a changeover standard.
We apply quick changeover to improve estab- In order to speed up the changeover process,
Changeover is the process lished changeover procedures as well as in the we proceed in three steps:
of preparing a work system,
such as a machine, for the
design of new production facilities.
manufacture of a product Structuring of activities:
Success Factors

type or product, by loading What do we expect from Quick Change- We gather all activities required for a change-
the required tools, for
over? over and divide them into
example.
▶ Short * changeover times make it possible ▶ * external changeover processes which can
to switch between product variants quickly be performed while the machine is running
and flexibly. We can thus change the product ▶ * internal changeover processes which are
type more frequently and produce in small only possible when the machine is stopped.
* lot sizes, as is required for leveling. The aim is above all to reduce internal
▶ We increase * productivity, because the changeover time.
Basics

fewer facilities are standing idle, the higher

their net production time and the shorter Optimization of activities:
the * lead times. We can shorten routes, provide tools external-
▶ Ideally, changeover takes place within the ly, standardize assembly procedures, reduce
* cycle time. tool variants, and much more.

80 | Basics
Optimization of organization: We determine the work effort for changeover
We reorganize activities. processes using time management methods
▶ E.g. we finish all external changeover proce- such as * MTM. * Changeover losses between
dures before starting internal changeover. product variants are documented in the change-
▶ We deploy several associates simultaneously over matrix. We collect the daily changeover
for one activity. losses from manual notes or directly from the
MES data of the value stream. Each changeover
must be completed with a quality control
“Release after changeover”. Further information on
Q-Basics: appendix,
pg. 115
End of production Start of production
Machine downtime
part A part B

Separate external and internal

changeover activities
External ch. Internal changeover External ch.

Transfer internal into external

changeover activities Quick Changeover
External ch. Internal changeover External ch. in BPS@Bosch

Improve all changeover activities

External ch. Internal changeover External ch.

End of production Start of production

Optimized machine downtime
part A part B

Appendix
Basics | 81
Overview

STL requires faultless delivery quality because

an incoming inspection is no longer carried out
at Bosch.

What do we expect from Ship-to-Line?

▶ We reduce stocks and increase transparency
Application

in the supply chain by restriction to at most

one storage stage.
▶ We reduce overall throughput time.
▶ We reduce processing effort because
storage stages and handling steps such
as incoming inspection are omitted.
Success Factors

Ship-to-Line
What is Ship-to-Line?
With the Ship-to-Line (STL) storage stage con-
cept, we closely link the material flow between
Basics

Supermarkets do not count the supplier and the customer. This involves
as storage stages. at most one storage stage – either on the
supplier’s premises or in the vicinity of the
Bosch plant. Parts from this storage stage are
RFID technology enables
automated incoming goods delivered directly into a supermarket or into a
receipt postings. specific buffer at the line at the Bosch plant.

82 | Basics
Ship-to-Line – Level 3 (BPS maturity assessment)

Forecast
LOG LOG
Supplier Bosch

Production Shipping Cross Receiving Production

Dock

Defined inventory to assure Moved quantity: Max. 1 raw-material supermarket

full delivery small (e.g. KLT) in Bosch plant (ship-to-line)

How do we implement Ship-to-Line? ▶ We conclude a Ship-to-Line agreement

▶ We work out a control, transport and with the supplier.
information concept. Withdrawals from ▶ We define the incoming goods process.
the supermarket near to the line are trans­ ▶ We define required stocks and provide
mitted to the supplier by e-Kanban. Thus, sufficiently large areas for the supermarket
we achieve short * replenishment times or buffer near to the line (see Flow-oriented
and can keep supermarket stock low. Layout, pg. 78).
▶ We define a packaging concept that avoids Ship-to-Line
repackaging. in BPS@Bosch

Appendix
Basics | 83
Overview

A * milkrun supplies the transfer points to pro-

duction – ideally directly the * point of use.
If this is not possible, a * Point-of-Use Provider
(POUP) takes over transportation from the
transfer point to the point of use in the line.
Application

What do we expect from Cyclic Material

Supply?
▶ Reliable material supply prevents downtime
in production.
▶ Material supply stabilizes * cycle times with
a PoUP taking over the non-cyclic activities.
Success Factors

▶ Optimized material supply (PoUP) avoids

errors.
▶ Bundling of volumes reduces the required
Cyclic Material Supply material transports.
▶ Short, defined * replenishment times and
“Cycle times”: see BPS What is Cyclic Material Supply? small delivery volumes reduce stocks
element Lean Line Design,
Cyclic material supply is a method to provide and thus the space requirements in the
pg. 76
the right components in the required quanti- production line.
Basics

ty and quality, at the right time and in the right

Demand-driven
place. The parts and products are supplied and
milkruns are tested
in pilot projects. removed in a standardized manner: scheduled,
on a defined route and in the smallest possible
units.

84 | Basics
How do we implement Cyclic Material ▶ We define which means of transport shall be
Supply? used. In case of high transport volumes and
▶ We obtain the material master data from SAP simple handover points, driverless transport
and collect the transport container informa- systems (AGV) should also be considered.
tion, the layout and the transfer points. ▶ We verify the ergonomics.
▶ We electronically transmit the demand infor-
mation from the transfer point and process it An automated replenishment order system is Ergonomics check:
in a Transport Management System. particularly helpful for a large number of vari- see CD04605
▶ With the help of the * Plan for Every Part ants with different transport requirements.
(PFEP), we design the Cyclic Material Supply,
PFEP: List of all relevant
i.e. define the transport route, transport fre- data on every component in
quency, transport quantities and the stocks the value stream.
at the points of use.
▶ In a standard, we define the activities of the
material supplier, classify them and assess
the required time.
▶ The work instructions for the associate are
shown on a display on the transport vehicle.
This enables easy handling even of a large
product variance and long supply routes.

Cyclic Material Supply

in BPS@Bosch

Appendix
Basics | 85
Overview

What do we expect from TPM?

▶ We increase availability of the facilities
because technical failures only cause little
or no downtime at all.
▶ Active participation improves the motivation
of the associates.
Application

▶ We maintain a high level of quality in our

products by preventing machine-based
quality losses.
▶ We optimize costs by reducing ad-hoc
measures, failure and repair costs, and by
increasing facility service life.
Success Factors

How do we implement TPM?

TPM consists of four main areas:
Total Productive Maintenance ▶ Elimination of core problems: We analyze
the root causes, e.g. by evaluating facility
What is Total Productive Maintenance? specific machine data. For troubleshooting,
Total Productive Maintenance (TPM) stands we deduct appropriate corrective measures,
for autonomous, planned, and preventive define a standard and verify success by
Basics

maintenance of machines, installations and process confirmation.

equipment. We ensure the best possible use
of production facilities through preventive
maintenance, care and inspection measures,
and by systematically eliminating technical
failures.

86 | Basics
▶ Autonomous maintenance: Machine We support our associates in service and
operators carry out maintenance work maintenance by providing instructions from
independently. Their active involvement knowledge databases and by including their
increases motivation and joint responsibility experiences into these databases. We exploit
for their production facilities. the potential of remote maintenance. The
▶ Planned maintenance: We carry out connected International Production Network
planned maintenance for facility components (IPN) enables us to implement improvement
with specified maintenance intervals (time measures quickly across all locations.
or operation time). We selectively schedule
maintenance activities to match downtime We pay attention to TPM-compatible design
of the facility with the end of the service of machines and equipment already in the
interval. planning and purchasing phase. For example,
▶ * Predictive Maintenance: If we cannot we set value on accessibility and the marking
specify fixed service intervals for a facility of maintenance points.
component, we deduct the maintenance
requirement from real-time machine and
process data and schedule maintenance
to match facility downtime.

TPM
in BPS@Bosch

Appendix
Basics | 87
Overview

By monitoring and analysis on site we derive

and implement sustainable solutions for
identified focus topics. The created * clarity
and transparency allow us to react directly
to deviations.
Application

What do we expect from SMC?

Our objective with SMC is to stabilize the pace-
maker and increase output at the bottleneck.
When we have resolved the bottleneck, we
improve the next bottleneck in the value stream
with the same method. We thus enhance and
Success Factors

stabilize the delivery of the total value stream in

a sustainable manner.

Shopfloor Management Cycle

What is Shopfloor Management Cycle?
Shopfloor Management Cycle (SMC) is a stan-
dardized method for stabilizing and improv-
Basics

ing the delivery capability of value streams.

The method always focuses on the * pacemak-
er process and the * bottleneck process of a
* value stream.

88 | Basics
How do we implement SMC? Methods and elements of SMC
Within the Daily Leadership Routines, we can
6. TOP3 Follow up
use SMC as one component. It consists of the (PDCA charts)
following elements and methods:
5. Problem Solving
1. Takt time chart
Process
The target output of the process is determined
from the * Cycle time diagram (1). We re-
cord the current output manually or with the
* Manufacturing Execution System (MES) and
use it to prepare an Hourly count tracking
(2). The recorded Losses (3) are consolidated
4. Pareto of losses PDCA
and prioritized with a Pareto analysis (4). In (cumulative and per month)
2. Hourly tracking
the process of Problem solving (5), we derive
measures for the highest identified losses. We 3. OEE tracking
with losses
continuously track their implementation by a
PDCA chart (6).

Supported by a specific problem solving team,

we run one SMC Cycle at one station within a
defined time period. We visualize all elements
directly on-site at the corresponding process
or line. Daily tracking and visualization of these
elements on-site supports the efficient infor-
mation exchange for a target-oriented problem
solving. SMC
in BPS@Bosch

Appendix
Basics | 89
Overview

Poka Yoke How do we implement Poka Yoke?

▶ In design, we shape the geometry of all parts
Meaning (from Japanese):
What is Poka Yoke? so that they can only be fitted in the correct
Poka = unintentional error Poka Yoke is a method to avoid unintentional position.
Yokeru = avoid errors. We take simple but effective technical ▶ In production planning, specially crafted
measures to consistently avoid errors such as devices prevent parts from being installed
Application

incorrect installation or confusion. The associ- incorrectly.

ate immediately recognizes the error and can ▶ By implementing appropriate technical
directly rectify it. measures, we recognize errors immediately
as they occur. For instance, light barriers or
What do we expect from Poka Yoke? sensors detect when the wrong material is
▶ We supply our customers with perfect, selected and help preventing it from being
Success Factors

defect-free products. installed.

▶ We avoid rework and rejects.
Poka Yoke ▶ We reduce the workload of our associates
in BPS@Bosch as they need to focus less on the correct
execution.
An example for Poka Yoke: differently shaped pins
ensure that the plug can only be connected in the
Example:
correct position
A cash terminal only
Basics

dispenses money after

removing the card. This
prevents the card from
being left in the terminal.
An equivalent procedure
can simply be implement-
ed for machine control.

90 | Basics
Always. Doing. Better.

5. Appendix

Appendix
 Look up and understand – a collection of
further useful information

▶ Glossary
▶ Value stream symbols
▶ List of abbreviations
▶ Additional information

92 | Anhang
5.1. Glossary ALD (Automated Line Design) B
Automated Line Design (ALD) is an Big Data
A element of the BPS Planning Guide- Methods for collecting, structuring
A3 report Line. ALD takes note of topics such and storing extremely large, complex
A3 provides a simple, compact and as: and fast-growing data sets – for
structured approach which systemat- ▶ Position of the product during instance the collection of the pro-
ically leads toward problem solving. transport and assembly cess-, performance-, and quality
In one A3 sheet, the following struc- ▶ Line- and station concept data throughout the entire product
ture is specified: ▶ Buffer dimensioning between lifecycle in a defined data model
▶ Description of the problem and stations
its background ▶ Control concept for lines Bottleneck
▶ Current and target situation ▶ Design of the quality control circuit This process restricts the flow of the
▶ Root cause analysis ▶ Set-up and maintenance concept process chain and sets the capacity
▶ Actions to achieve the target ▶ Data availability and use (Industry limit for the entire system.
condition 4.0)
▶ Result of the actions BPS Essentials
(incl. sustainability) Augmented reality Description of the BPS minimum re-
▶ Next steps Computer-aided expansion of the quirement for the implemented BPS
perceived reality. This information methods and elements in the main
Abnormality can address all senses, though it is value streams of the Bosch plants.
Element which is not part of the stan- mostly understood only as the visual
dardized work, e.g. machine break- (virtual) representation of additional Bubble diagram
down, dropped part, part shortage. information in interaction with the Graphical drawing of the material
The abnormality leads to an unex- real world. flow within a value stream.
pected condition, to a deviation.

Appendix | 93
Overview

C Clarity Cycle Time

Changeover Clarity in the value stream means: (CT) (–>N62C 6.3.3.)
Technical and organizational prepara- ▶ Defined data structures, material Time interval between one good
tion tasks to change production from and information flows part and the next, measured at one
one part type to the next. ▶ Defined and applied standards position.
▶ Decoupled processes or stations
D
Application

Changeover gap ▶ Transparency

Production loss in a work system ▶ Clearly defined roles and Data Mining
(line/machine) due to changeover, responsibilities A method for detecting contexts for
calculated in pieces. specific purposes in large amounts of
Cloud data. Data mining uses algorithms as
Changeover loss t(rB) In general, a cloud is a global network well as techniques of artificial intelli-
Success Factors

time rüsten Betriebsmittel of servers, applications and other IT gence (pattern recognition and statis-
(–>N62C 2.1.2) resources that are connected via the tical learning).
Time corresponding to the change- Internet. These servers fulfill different
over gap caused by changeover purposes, like storing data, stream- Decoupling
activities in a work system between ing, email or telephony. By a decoupling stage within a value
the last produced part and the first stream the production system will be
Customer Takt calmed and the problem-solving abil-
* good Part of the new type. (TT) (–>N62C 6.3.3.) ities will be increased (reducing fire-
Basics

Changeover time t(r) Average time interval which parts fighting, increasing sustainable prob-
time rüsten (–>N62C 2.1.1) need to exit the process, to satisfy lem solving). Decoupling is possible
Required changeover time from the customer demand. Example referring in terms of time, material or informa-
associate’s point of view. The stan- to one work day: tion.
dard work time in an order planned Customer Takt =
for changeover by human labor. 24 h – breaks and planned downtime
Appendix

customer demand for one work day.

94 | Appendix
Delivery Takt ErgoCheck ▶ Separated retrieval and replenish-
Time interval as parts leave the value A regular review of ergonomic fac- ment points are clearly defined
stream. Delivery Takt = tors such as body posture, working ▶ Material and information (identifi-
24 h - breaks and planned downtime* height, handling range, physical op- cation of part number and quanti-
produced quantity at one work day* erator stress, field of vision, displays ty) are transmitted
*
Example refers to one work day and control devices at all manual
workplaces (> 25% manual work Five Whys
Deviation content) worldwide. If a problem arises, five successive
Condition different to the expec- “why”-questions are asked that
tation, e.g. material is outside the External Changeover help explore the root cause of the
marked area, operator does not work Tasks to prepare and finish the problem.
as defined in standard... changeover while production is
running without production loss Fluctuation
Digital Twin (e.g. preparation of set up tools, (Standardized Work)
Virtual representation of physical and jig preparation, preparation and Time difference from cycle to cycle for
immaterial objects in the real world. supply of material…) a process when the standard is fol-
The Digital Twin describes their char- lowed, e.g. fluctuation of the time it
acteristics, their interrelations and F takes to pick a part depending on its
their behavior. FIFO Lane (First In – First Out) position in the box.
Characteristics of a FIFO lane:
E ▶ Control element for the preceding Four-Step Method
Engineer-to-Order (ETO) and following processes in the Methodical, step-by-step form of
Single-part production: The product value stream instruction for manual work:
is designed and manufactured ▶ Defined maximum content 1. Prepare the trainees and explain
to meet the customer’s individual ▶ When defined maximum quantity the goals (trainer)
requirements for this order. is reached the upstream process 2. Present and explain the activity
stops (trainer)

Appendix | 95
Overview

3. Copy exactly the activity and Improvement Key Performance Internal Changeover
explain it (trainees) Indicators (Improvement-KPI) Tasks within the changeover which re-
4. Strengthen by practicing until Indicator which is measured directly quire stopping the machine (causing
no errors are made (trainees) at the process and indicates potential production loss), e.g. jig exchange,
improvements. Used in the Point-CIP tool change,…
H phase to check the efficiency of an
Application

Hourly Count improvement directly in the process Industry 4.0

Visualization of the comparison be- and to verify its actual reason. The Fusion of the physical world of pro-
tween the current and the planned KPI has a direct link to the standard duction with the virtual information
conditions (output, losses) as well as and is ideally measured directly by an technology and internet world. Man,
the reasons for the losses on an hour- associate working at the process. Ex- machine, objects and systems are
ly base. amples for Improvement Indicators: networked through ICT (Information
Success Factors

product is in the machine in the cor- and Communications Technology)

G rect angle, a kanban is at each wag- and communicate in a dynamic, re-
Good Part on in the supermarket, the milkrun al-time-optimized and self-organized
The product of a process step that reaches the supermarket in time... way.
has been produced without any
failure. Internet of Things (IoT) J
By linking “things” (such as * RFID Jishuken Activities
IGEL scanners, fire detectors, washing Jishuken is a compound which com-
Basics

Software standard to determine machines...) with the internet, these bines the Japanese terms Jishu (au-
and analyze the physical stress of things can fulfill orders for their own- tonomous) and Kenyukai (learning
operators in production areas with er by communicating autonomously group). Jishuken means learning
the ErgoCheck over the internet. through experience in small groups:
Associates from different plants join
forces to achieve improvements in a
Appendix

value stream and gain experience.

96 | Appendix
Just-In-Time KPI tree Line Takt (LT) (–>N62C 6.3.3)
Products and material are exactly The KPI tree is an assigned system of Longest planned cycle time of the
produced and delivered at the time indicators. These indicators are used single stations in a line. LT = CTmax
and the scheduled quantity as actual- to describe the target situation and (* Bottleneck)
ly needed to meet customer demand. the current situation on each level
(from the value stream KPR and the Lot Size (LS)
K monitoring KPI through to the im- Specified minimum amount of parts
Kanban provement KPI). This enables a de- produced between two changeover
Japanese term for “card” or “sign- scription of the relationship between processes.
board”. A visual signal. It usually de- the focus topic of the value stream,
scribes order cards or other methods the derived CIP projects and the M
used to control the pull system on the improvement (* Point CIP). Machine Cycle Time (MCT)
basis of the actually consumed parts. Duration from start to finish of one
It limits the quantity of produced L automatic cycle (without manual
parts in the Kanban control loop. Lead Time portion of the part handling), e.g. du-
The time one specific part takes from ration from pushing the start button
Kanban Control Loop start to end to move through the val- until safety curtain opens.
Closed loop of the Kanban card. ue stream including all waiting times. ▶ CT = MCT + manual work content
When a customer withdraws materi-
al, this prompts the production of the Level of Utilization Make-to-Order (MTO)
amount of material required for The Level of Utilization (see N62C The production process for a product
replenishment (order = Kanban). 6.3.4) compares the time used for or batch is only started after receipt
The Kanban control loop defines the producing a certain quantity with of a customer order.
information and material flow. the available machine time. Available
machine time includes changeover
and predictive maintenance times.

Appendix | 97
Overview

Make-to-Stock (MTS) Milkrun Move Quantity

Serial production. Production based Cyclic material transport based on a Defined amount allowed to be trans-
on a forecast of customer require- time table and defined route. ported from one location to the next.
ments without final customer orders.
Mock-up MTM System (Methods Time Mea-
Manufacturing Execution System Mock-up: A scale model of the line of surement)
Application

(MES) the planned layout, e.g. made of card- A method to analyze work process-
A Manufacturing Execution System board or as a computer simulation es and determine planned and stan-
(MES) is a production management (digital mock-up). dard work times in order to describe,
system which operates at the techni- structure, design and plan work
cal production process. It forms the Monitoring Key Performance Indi- systems.
link between manufacturing process- cators (Monitoring KPI)
Success Factors

es and the production planning sys- These indicators are defined for run- N
tem (Enterprise Resource Planning, ning and monitoring systems (e.g. val- NPK (Number of Parts per Kanban)
or ERP systems). The MES is respon- ue stream sections). Monitoring KPIs Number of parts assigned to one
sible for steering, management and are influenced by several Improve- Kanban card.
control of the production in real time. ment KPIs which allows checking the
This includes classic data collection stability of several Improvement KPIs O
and formats such as operating data, with only one Monitoring KPI. In con- OEE (Overall Equipment Effectiv-
machine data and personnel data ac- trast to the Improvement KPIs, they ness) (–> N62C 6.3.3)
Basics

quisition, but also all other processes cannot be determined directly at the Clarifies the utilization of the Planned
that have a time impact on the techni- process. Examples for Monitoring In- Operation Time.
cal production process. dicators are OEE, supermarket stock OEE =
or personnel deployment. Net Production Time (NPT)
x 100%
MaoB Planned Operating Time (POT)
Make and/or Buy Decision
Appendix

98 | Appendix
One-piece flow PDCA Cycle (Plan - Do - Check - Act) Planned operating time (POT)
Condition in which the product flows Cycle of process steps that enable Planned operating time = Shift time -
directly from one value-added pro- continuous improvement when Planned breaks - planned downtimes
cess to the next, without waiting time implemented consistently. ▶ Shift time:
or batch processing. Highest possible PLAN: Define target condition e.g. 3 shifts (24 hrs. = 1440 min)
repeatability of each process to do DO: Implement standard ▶ Planned breaks:
improvement work. CHECK: Analyze the new actual Breaks mandated by law /
situation and compare it collectively agreed / company rest
P with the PLAN periods
Pacemaker ACT: Derive measures with fast ▶ Planned downtimes:
The only process where the produc- implementation, derive Maintenance time, service time,
tion plan (based on customer orders) Lessons Learned as prepa- training
is fed into the production to control ration for the next plan The planned operating time is the
quantity and sequence. All other pro- base to calculate the OEE (Overall
cesses are controlled by the behavior Periodic Job Equipment Effectiveness).
of the pacemaker process: Job element not repeated at each cy-
▶ Upstream processes are connect- cle. Examples: Take out empty boxes, Point CIP
ed via consumption control post Kanban, change cleaner bottle. Sustainable stabilization of standards
▶ Downstream processes can only at process level.
be connected via * FIFO Plan for Every Part (PFEP)
Gathering all of the important infor- Point Of Use (POU)
Packaging Quantity mation regarding purchased parts, Point of use of material in the value
Defined amount in one container for including container sizes, number stream.
a part number (e.g. in pieces, grams, of parts per container, part weight,
etc.) delivery time from the supplier,
place of use, average level of use.

Appendix | 99
Overview

Point-of-Use Provider (POUP) Process Analysis purchasing, manufacturing, installa-

Associate who cyclically supplies System used to spot core problems, tion, service and marketing.
material to machines according to e.g. bottlenecks, fluctuations, line
demand. balancing (differences in the cycle Production Planning and Control
time in the process chain), exceed- (PPS)
Predictive Maintenance ance of the target cycle times. The A PPS system (Production Planning
Application

The condition of the machine is process analysis includes at least 20 and Control system) is a comput-
continuously determined by real-time recordings of the real cycle time and er program or a system of computer
data. These data allows determining the calculation of the Customer Takt programs that supports the user in
if maintenance is required, and the time. production planning and control and
plan in advance without disturbing takes over data management.
the production process. In addition, Process Lead Time
Success Factors

this prevents stoppages in produc- Total time a part requires from insert- Productivity (–> N62C)
tion. ing via processing until discharge. Indicator of the efficiency of a direct
or indirect person or a machine,
Problem Solving Sheet Process Time calculated as produced good parts/
Standardized problem solving docu- Time used for value add in a process. invested effort (unit e.g. pieces/
mentation with 8 structured steps on operator hour).
one sheet. It guides from the problem Product Lifecycle Management
description via the detailed analysis (PLM) Profiled Stock
Basics

through to developing a sustainable Concept/strategy for managing prod- The planned stock level of a buffer is
solution. uct descriptive information over the defined on part number level:
lifecycle of a product. PLM goes be- Initial stock – planned outflow
yond the management of production + planned inflow = initial stock for
data and describes a more compre- next day (determined in an inflow/
hensive process that involves not on- outflow chart). The actual stock level
Appendix

ly development and design, but also is tracked. In case of deviations

100 | Appendix
between PLAN and ACTUAL stock, R Replenishment Time
actions are taken. RADAR Logic (RT)
Logic of the EFQM model for assess- Time from withdrawal of one kanban
Pull System ing the performance of an organiza- to replenishment in the supermarket
Only the consumption of a product by tion: within one pull cycle (without lead
the customer triggers reproduction of ▶ Results time in the supermarket).
exactly that product. (* Kanban, ▶ Approach
* Kanban Control Loop) ▶ Deployment RFID
▶ Assessment (Radio Frequency IDentification)
Q ▶ Review The RFID systems consists of two
QGC, QGP Consistent compliance with all pro- components: a transponder (trans-
Defined points during the course of cesses provides information on cur- mitter + responder), and a reader.
a project that are used, along with rent status, continuous improvement The transponder (also called TAG)
pre-determined quality criteria, to and future trends. is fixed to the object while the read-
decide whether the next project er is mounted at the point the data is
stage can be started. Replenishment Lead Time supposed to be read. RFID enables
▶ Quality Gate Customer (RLT) reading and storing data from/on a
(customer projects) Time from withdrawal of one kanban microchip without physical or visual
▶ Quality Gate Platform to replenishment in the supermarket contact.
(platform projects) within one pull cycle (including lead
time in the supermarket). S
SNP (Standard Number of Parts)
Smallest amount of parts in one con-
tainer. All other container contents
and move quantities are derived from
this basic quantity.

Appendix | 101
Overview

Source - Make - Deliver Standard Work Sheet (StAB, Stan- System CIP
Functions in the value stream, from dardArbeitsBlatt) System for a holistic consideration of
procuring the materials (source) from The StAB describes the necessary the framework conditions (Business
the supplier, via the actual production work sequence for an operator Requirements, GB-, BU-, plant strat-
process (make) to delivering to the between several stations in combi- egy...) and the value stream vision. It
customer (deliver). nation with the operator flow layout. is used to define the main focus top-
Application

StAB and operator flow layout are ics required for target achievement,
Stakeholder only required for manual or semi- as well as the related target states
All parties with a certain interest in automatic lines with operators for a determined period of time (Sys-
an organization, project or similar. moving in process cycle. tem-CIP cycle). The integrated Les-
Stakeholders may have an interest sons Learned process makes the
in activities, objectives, resources Supermarket improvement process more efficient.
Success Factors

or deliverables. Stakeholders may Element of the control loop for a pull

include customers, partners, system, forming a defined decoupling System-CIP Project
associates, shareholders or owners. of the material flow. System-CIP projects are determined
▶ A defined withdrawal signal trig- to reach the target states derived
Standard gers reproduction for replenishing from the System-CIP focus topics.
A standard defines the current best the consumed quantity.
procedure for a process that takes ▶ For each part number, a “track” is T
place regularly in the same way. defined which enables easily stick- Target Condition
Basics

ing to the defined min. and max. Defined acceptance factor which
content and complying with the must be fulfilled to prove the sustain-
* FIFO principle for withdrawal able implementation of a standard.
and replenishment. Described by a standard (expected
state), an indicator and stability
criteria (tolerance and duration).
Appendix

102 | Appendix
Target Cycle Time (TCT) Triad Value Stream Key Performance
(–>N62C 6.3.3) The three largest economic regions: Indicator Results (VS-KPR)
Time interval in which the process North America, the European Union, Top level of Indicators for a value
has to produce parts to achieve Cus- and the industrialized East Asia. stream. The value stream key
tomer Takt Time despite production performance indicator results are:
losses. True North ▶ for quality: 0-km defects and
Calculation: TCT = TT × OEE The ideal condition in the order fulfill- internal defect costs
(TT = Customer Takt) ment process. True North is used for ▶ total replenishment lead time,
orientation purposes. In the process delivery performance and total
Target Situation of continuous improvement, a com- coverage time
Consists of the VSD at the end of pany tries to come as close as possi- ▶ direct productivity, indirect pro-
the improvement cycle, expected ble to achieving it. ductivity and machine productivity
relevant KPRs and KPIs, the bubble ▶ 100% value add
diagram design and the list with the ▶ 100% delivery performance WIP (Work In Process)
projects you need to reach the target ▶ Zero failures Sum of all parts in the value stream.
situation. ▶ One-piece Flow

Total Replenishment Lead Time Value Stream

(TRLT) The value stream is the structured
Time from withdrawal of one kanban representation of the value-adding
to replenishment at the withdraw- process in material flows and infor-
al position in the finished goods su- mation flows from the customer to
permarket. It is calculated for one the supplier.
complete pull value stream (ramp to
ramp).

Appendix | 103
Overview

5.2. Value stream External process

symbols Icon for process external from Bosch (e.g. supplier, 3rd party sorting,
customer) or Bosch plant for the mapping of global value streams
Name
Material flow ▶ Clear description (e.g. name, RB-site + Value stream).
▶ A “data box” can be added for additional information
Application

Process Box
Assembly Is used for manufacturing processes (multiple process steps can be
combined, i.e. assembly), for production planning and shipping.

Data Box
CT = 45 sec/pcs.
Typical metrics of a process: CT; OEE; POT; number of associates;
Success Factors

OEE = 80%
MA= 3
MAE 2 number of MAE; MAE D (dedicated) or S (shared) etc.
Dedicated
▶ Place directly below related process box

Defined Stock
Chronological development of stock is defined by planned
in- and outflow for each part number.

Inventory
Basics

Inventory between process steps.

I
300 pieces Quantity (i.e. 300 pieces) to be given.

Safety or Blocked Inventory

Special forms of inventory. Same rules to be used as with inventory
S X
10000 pieces 23000 pieces (see above).
Appendix

104 | Appendix
Material flow External transport
Transport “Supplier => RB”, “RB => Supplier”, “RB => 3rd party
sorting”, or “RB => Customer”.
▶ Shipping Frequency (and additional data as required) to be
put in “Data Box”.

Material flow PUSH

Material which is produced and transported before it is required by
the next process step. Usually with control by production planning.
▶ The symbol is only used internally.

Supermarket
Defined and stable inventory used to regulate upstream production
process. Icon to be placed with open side towards supplier

Withdrawal
Material Pull (Customer process withdraws material in a defined way
from supplier process). Icon “Withdrawal” may be combined with
“Milkrun”.

FIFO (First In – First Out)

max. 20 pcs.
Mechanism for limiting stocks and ensuring a FIFO material flow
between two processes (analogy: chute).
FIFO
▶ Include maximum number of parts.
▶ Reaching the maximum number of parts stops the upstream
process.

Appendix | 105
Overview

Material flow Milkrun

Cyclical material transport with defined schedule and route.

Staging Area
Area for preparing finished goods for shipping or external transport.
Coverage: 1 loading unit (i.e. volume of 1 truck).
Application

Cross-Dock
Cross-Dock Area used to synchronize variable delivery cycles (i.e.: supplier
delivers once per day to Cross Dock; Cross Dock delivers 6 times per
day to RB). Coverage: max. 1 day
Success Factors

Information flow Manual Information Flow

Information delivered as a list (i.e. handwritten, printout).
Week plan;
4 weeks preview;
2 weeks fix;
Weekly review
Coverage (forecast and fixed) and update cycle to be written
inside the rectangular box (i.e. 6 month forecast; 2 weeks fix;
weekly updates).

Electronic Information Flow

Basics

Information delivered as an electronic signal (i.e. mail, fax, SAP).

Customer orders plan;

Coverage (forecast and fixed) and update cycle to be written inside

6 month preview;
2 weeks fix;
Weekly review

the rectangular box (i.e. 6 month forecast; 2 weeks fix; weekly

updates).
Appendix

106 | Appendix
Information flow Leveling
Equal distribution of the volumes or orders to be produced
OXOX in a defined period of time according to a regular pattern.
▶ Criteria are defined (e.g. part number, family, cycle time)

“Go see” Production Control

Associates go to shopfloor frequently but not regularly to influence
the actual state of production based on inventory and to gain infor-
mation on production status.

Production Control
LOG Production Control (i.e. LOG); write down data processing
SAP system (i.e. SAP).

Transport Kanban
Kanban that enables withdrawal of defined number of parts from
supermarket (“shopping list”). Dashed arrow shows the information
path of Kanban.
▶ Product Transport Kanban: light green
▶ Internal Transport Kanban: light blue
▶ Purchased Parts Transport Kanban: white

Production Kanban
Kanban that starts defined volume of production (“production
order”) (i.e. parts manufacturing, assembly). Dashed arrow shows the
information path of Kanban.
▶ Production Kanban: yellow

Appendix | 107
Overview

Information flow Kanban Post Box

Defined place to collect free Kanbans (“Kanban post box”) for a short
time until they are transported to the leveling board.

Lot Formation Box

Production only starts when a defined lot size is reached due to a
Application

defined number of production Kanbans.

Kanban Chute
Kanban Chute defines the production sequence of the lots.

CIP Flash
Success Factors

CIP flash visualizes problems.

Reliability
CIP flashes are starting points for improvement measures.

Material flow Optional Value Stream Symbols

Bottleneck Process Box
Basics

xxx The object is used to visualize the bottleneck process in the value
stream.
Appendix

108 | Appendix
Information flow Optional Value Stream Symbols
e (electronic)
Objects in electronic form. “e” is not a stand-alone icon but has
to be combined with other icons e.g. “Kanban”, to describe
“e-Kanban”.

RFID Reader
RFID Reader for the automatic identification of objects and
data recording.

RFID Gate
RFID gate for the automatic identification of objects and data
recording by driving through the RFID gate.

Optical Auto ID
Optical identification technology, such as barcode or DMC,
for the automatic identification of objects and data recording.

Connection
Connection with LAN or WLAN to a system (e.g. MES: Manufac­
turing Execution System). “Connection” is not a stand-alone icon
but has to be combined with other icons e.g. “process box”, to
MES
describe “connected process”. Description field with indication
of the system is optional.

Appendix | 109
Overview

Material flow Additional Value Stream Symbols ETO/MTO

Pacemaker
At this point in the entire value stream enters the signal of the
external customer. Set the tact time for the value stream.
Application

Decoupling in Time
Storage place for controlled decoupling of orders in time to enable
MTO leveling and cover internal fluctuations (SA1). Order withdrawal
max. (time) from the area according to the customer order schedule.
KPIs: Amount, timeframe (e.g. do not produce the amount of x weeks
in advance)
Success Factors

Sequencer
Collection area of orders from the pre-process for a defined time
period (for example one shift). After expiry of the time period the
collected orders will be resorted (sequence change) and produced
max. (Zeit) in that defined sequence to optimize the downstream process
according its restrictions.
Basics
Appendix

110 | Appendix
Information flow Additional Value Stream Symbols ETO/MTO
Capacity Kanban
Kanban without an article code order. Starts the production which
is ordered in a sequence. Reserved capacity within the process for
exotics and customized orders.

Sequenz
A….
Order Sequence
B….
C….
Defined production sequence for exotics, MTO and ETO orders.
D….
Parameters: quantity, order

Orders on hand
I Status of orders between two process steps.
Parameters: quantity, quantity of orders [time].

Project progress control

Systematic controlling and prioritizing of the projects from the status
of orders. The next task is defined through the project progress
comparison and the prioritizing.
KPI: Project progress and buffer consumption

Appendix | 111
Overview

5.3. List of Abbreviations

ALD: Automated Line Design IE: Industrial Engineering MTS: Make-to-Stock
BPS: Bosch Production System IGEL: Integrierte Grenzlastberech- OEE: Overall Equipment
BU: Business Unit nung Effectiveness

CCPM: Critical Chain Project IoT: Internet of Things PDCA: Plan Do Check Act
Application

Management IPN: Internationales Produktions- PEP: Produktentstehungsprozess

CD: Central Directive netzwerk / International Pro- / Product Engineering
duction Network Process
CIP: Continuous Improvement
Process IT: Information Technology PFB: Project Flow Board

CptM: Competence Management KLT: Kleinladungsträger PFEP: Plan for Every Part
Success Factors

(small load carrier) PGL: Planning Guideline

CT: Zykluszeit / Cycle time
KPI: Key Performance PLCP: Production Life Cycle
DF: Design Freeze
Indicator Planning
DFMA: Design for Manufacture and
KPR: Key Performance Indicator PoUP: Point-of-Use Provider
Assembly
Results
DT: Design Thinking PPS: Produktionsplanung und –
LLD: Lean Line Design steuerung / Production
EOP: End of Production
MAE: Maschinen und Einrichtun- planning and scheduling
Basics

ETO: Engineer-to-Order gen / Machines and Equip- QCO: Quick Changeover

FOL: Flussorientiertes Layout / ment
QGP: Quality Gate Plattform /
Flow-oriented Layout MES: Manufacturing Execution Platform
AGV: Automated Guided Vehicle System
RFID: Radio Frequency
(driverless transport system) MTM: Methods-Time Measurement Identification
GB: Business division
Appendix

MTO: Make-to-Order

112 | Appendix
SCND: Supply Chain Network
Design
SE: Simultaneous Engineering
SMC: Shopfloor Management
Cycle
SOD: Start of Development
SOP: Start of Production
SQCD: Safety, Quality, Costs,
Delivery performance
TPM: Total Productive
Maintentance
VS: Value Stream
VSD: Value Stream Design
VSID: Value Stream Information
flow Design
VSIM: Value Stream Information
flow Mapping
VSM: Value Stream Mapping
UX: User Experience

Appendix | 113
Overview

5.4. Further Information

BPS Community
The community BPS@Bosch in Bosch Connect is the central information and
exchange platform for BPS at Bosch worldwide.
Application

Bosch Connect Community

BPS@Bosch Central Directives
Central Directives are published in the SOCOS database:
Success Factors

CD04604 – BPS Essentials

CD04603 – Time data in Routings
CD04605 – Verification of ergonomic design of manual work systems

Norms
The Bosch norm N62 BPS001 summarizes essential standards in the framework of BPS.
Norms, CDs Overview
It includes the following subjects:
Basics

in BPS@Bosch
N62A – Work system design
N62C – Time data – fundamentals
N62M BPS001 – BPS System Approach
N62P – BPS Planning Guideline
N62R BPS001 – BPS Assessments and qualification of assessors
N62T BPS001 – BPS and IE Qualification Concept
Appendix

N62V – Value stream planning (VSP)

114 | Appendix
Value Stream Quality-Basics

.
1 2 3 4

Value Stream
Q-Basics
Customer complaints are communi- In the event of deviations in quality Safety, health, production, and The target values/tolerances for all
cated within the production site and, if or if control limits are exceeded in inspection instructions are complied stated process parameters are
possible, displayed directly at the sta- the value stream (source, make, with. observed.
tion in question. Using problem-solving deliver), the employee needs to 5S standards are put in place and
techniques, they are processed in a observed.
stop the process or escalate.
fast and systematic manner. The
supply chain is promptly informed.

5 6 7 8 9

Measuring and test equipment is The “check the checker” principle is A maintenance standard is installed Each tool has a defined service life; Restart after disruptions is clearly
defined, and monitoring intervals applied, and the “checker’s” and observed at every station. the current status must be recogniz- regulated for all machinery and
are observed. suitability is ensured. able. A quality evaluation must be equipment.
carried out during installation,
removal or disassembly.

10 11 12 13 14

Products and containers are The handling of rejected parts and Any products that fall on the floor, Only the correct product may be The handling of remaining items/
labeled according to the set those to be reworked is clearly into the machine or cannot be provided for removal and assembly. quantities is clearly regulated.
standard. regulated. classified must be scrapped.

1 Internal | C/QMM | April 25, 2019

CDQ0519, Attachment 2, Edition 2.1 Appendix | 115
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