SBFS1103

ALLIED SCIENCE

MAY / 2020

EBFM 4103

STRATEGIC FACILITIES MANAGEMENT

NO. MATRIKULASI : 860208265498001

NO. KAD PENGNEALAN : 860208265498
NO. TELEFON : 017-5659615
E-MEL : 860208265498@oum.edu.my

PUSAT PEMBELAJARAN : SEBERANG JAYA LEARNING CENTRE

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Abstrak
Bosch Malaysia is a regional branch of the Bosch Group, one of the world's biggest
private industrial corporations, with annual sales revenue of 43.7 billion euros in
2006. At the beginning of 2007, the Bosch Group employed some 261,300
associates.
Bosch has been present in Malaysia since 1958. It is currently represented in the
country by Robert Bosch (SEA-South East Asia) Pte Ltd, Bosch Security Systems
Sdn Bhd and Bosch Rexroth Sdn Bhd, with offices located in Selangor, Perak and
Penang. Bosch also has two manufacturing arms in Penang. They are Robert
Bosch Power Tools Sdn Bhd and Robert Bosch (Malaysia) Sdn Bhd, which
produces car multimedia products in addition to being a regional centre for R&D
and Sales and Marketing.
Robert Bosch (SEA), which is headquartered in Singapore, is mainly responsible
for Bosch's automotive original equipment, automotive aftermarket, power tools
and car multimedia sales in Malaysia. History
1972 Incorporated on 28 April
1983 Production on car radio
1992 Opening of first car radio D & D and centre
Incorporation of Robert Bosch Power Tools
1995 Opening of Power Tools D & D Centre.
Beginning of cordless drills production.
1996 Inauguration of Sales Department.
First OE customer.
2003 ISO: TS 16949 certified
PT: ISO 9000:2000 certified
2004 OE acquisition in china Introduction of IXO.
Setting up of After Sales Service workshop.
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2005 Owe acquisition in Nissan Worldwide.

Systems integrations of GM VE.
Vision
First choice for intelligent automotive solution
First Choice
When deal with customer Bosch being better than our competitors in terms of

 Quality : To ensure all product produced in Robert Bosch reach 0 percent

defective
 Time : To ensure the time delivery reach to customer in time.
 Cost Effective : To produce the product with cost effective to customer to optimize
customer's profit.

Intelligent Solutions
Inspiring customers with
 Innovative product
 customized offers
 Outstanding service

Mission
Delivering sound solution. On time

Delivering : Delivering to OEM Customers and After Market Worldwide

 Car Multimedia
 Automotive Components

Sound : Sound Products quality and processes

 Quality
 Cost-effectiveness
 Efficient flexible processes

Solutions : Intelligent answer to customers' needs and Expectations

 Customized designs
 outstanding service
 Technological leadership

On Time : Speed of execution

 Time to market
 Delivery Fulfillment

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Be QIK- Do things more quickly

Quality our most valued asset
Innovation today - ensures business tomorrow
Customer Orientation inspires customers and associates

Be Better
We want continuous improvement
We want to be better than our competitor

Be Bosch
We offer outstanding products and services worldwide.
We keep on our promises.
Profit secures our growth

Corporate Values
Focus on decision and future
In order to ensure dynamic development of our company and to guarantee long-term corporate
success, we participate in shaping the changes in markets and technologies. By doing so, we
provide our customers with innovative solutions and our associates with attractive jobs. We act
result focused in order to secure growth and financial independence. With the dividends
generated, the Robert Bosch Foundation support charitable activities.

Responsibility
We accept that our actions must accord with the interest of society. Above all else, we place our
products and services in the interests, and environmental sustainability .
Initiative and Ambition
We act on own initiative, with an entrepreneurial but accountable spirit, and demonstrate
determination in pursuing our goal.
Openness and Trust
We inform our associates, business partners, and investors in a timely and open fashion of
important developments within our company. This is the best basis for a trustful relationship.
Fairness
We view mutual fairness as a condition of our corporate success when dealing with each other
and with our business partners.
Reliability, credibility, and legality
We promise only what we can deliver, accept agreements as binding, and respect and observe the
law in all our business transactions.
Cultural diversity
We are aware of our company's regional and cultural origins and at the same time regard diversity
as an asset, as well as a precondition of our global success.
Core businee
Identical
The blue spot or ''blauer Punkt'' (in German) stands for technical competence in Car Multimedia
on the road. Blaupunkt GmbH, a Hildesheim-based subsidiary of Bosch, is the European market
leader for car radios. The company currently employs approximately 7,500 staff worldwide, of

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whom some 2,800 work in Hildesheim, Germany. The company makes more than five million car
radios per year and 500,000-plus navigation systems.

Areas of operation
 Indicating and display instruments
 Car radios
 Cockpit electronics
 Human machine interface (HMI)
 Navigation and driver information systems
 Car speakers & amplifiers
 Disc changers
 In-car video systems
 Antennas and other accessories

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1.7 Company map

Car Radio Car Radio Plastic Material Store and framework maintenance
Quality Control Section Mounding and engineering department
Canteen

Receiving

Admin, Management and

mbly
Area

Asse
BLDG BLDG 104 BLDG 103
engineering Department
BLDG 101

111
BLDG
106

Covered walkway Sewage treatment

BLDG 105
BLDG 108 BLDG 109
Guard House
Shipping

Drive way
Car Park

Radio
Supermarket

Air Port Area

Safety, health and Chemical Store Power Tool and Sport Facility
environment store Speaker Section

Figure1.2: Robert Bosch company layout

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Organization chart

Figure 1.3a: Robert Bosch Malaysia Organization chart

TEF = Technical Function
CIP = Continuous Improvement Process
SHE = Safety, Heath and Environment
QMM = Quality Management and Method
ISY = Information Services
ENG = Engineering
MOE 1 = Car Radio & K Production (manufacturing operation and engineering)
MOE 2 = Plastic Part (manufacturing operation and engineering)
MOE 3 = loud speaker (manufacturing operation and engineering)
LOG = logistic
CFA = Control Finance And Accountancy
PUR = Purchasing
PER = Human Resources

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Pgp1 Organsation Chart

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MOE1 Organisation chart

System and standard used in admin and management

 ISO 9001:2015 | Quality management systems — Requirements
 ISO/IEC 27001:2013 | Information technology — Security techniques — Information
security management systems — Requirements
 ISO 14001:2015 | Environmental management systems — Requirements with
guidance for use
 ISO 50001 — ENERGY MANAGEMENT | ISO’s standard for helping organizations
manage their energy performance
   ISO OHSAS – For safety and health 

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SWOT Analysis
STRENGTHS
• Global Exposure Platform
• Energetic and passionate of work
• Possess Negotiation skill
• No barrier with Multiple Languages
• Analystical and Quality Mindset
Weaknesses
Process
 Inefficiency of project tracking
 No official process instruction for PUE
ORGA
 Relationship within PUR section to be enchance
Personal
 Self discipline/ time management
• Poor communication ethic
OPPORTUNITIES
 New UBK Org – broaden knowledge & exposure
• New UBK Org – extend networking
• Career development & growth
• Leadership
THREATS
• Electronic part release solely depends on CM/PUQ-E
• Lack of Multiple comodities technical Knowledge (ex: PQA)
• Non-synchronization of procedure (PgP1 vs UBK)
• Complexity of global networking
• Technical competency (memory module, display..)
• New IT Tool (ex:PILUM..)
• Lack of Product Knowledge with AHU
• Unable to retain experienced & knowledgeable employee

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SWOT-Analysis: action plan

OFFICE DESIGN

ERGONOMIC CONCEPT

 An employee with attributes of size, strength, range of motion, intellect, education,

expectations, and other physical / mental abilities.
 A workplace consisting of parts, tools, furniture, control panels / displays and other
physical objects.
 Work environment produced by climate, lighting, noise, vibration, and other atmospheric
qualities.

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 The work process consists of step-by-step interactions between employees, the work
environment and the environment.

Organizing the space

You can consider a varying forms of spatial organization, some of which are more naturally
suited to particular uses than others:
• Centralized organization
• Linear organization
• Radial organization
• Clustered organization
• Grid organization

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Production layout

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TRAINING AND COMPETENCY

Each employee participates in an annual appraisal and development process. This provides the
employee with an opportunity to discuss their training and development needs, participate in the
planning process for their career advancement and plan a schedule for the coming year.

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TECHNOLOGY USING

SAP SYSTEM- This helps companies better manage complex business processes
involving different departments by giving employees access to real-time insights
across the enterprise.
SAP stands for Systems Applications and Products in Data Processing. SAP, by
definition, is also the name of the ERP (Enterprise Resource Planning) software as
well as the name of the company. SAP Software is a European multinational,
founded in 1972 by Wellenreuther, Hopp, Hector, Plattner, and Tschira. They
develop software solutions for managing business operations and customer
relationships. SAP system consists of a number of fully integrated modules, which
covers virtually every aspect of business management. SAP is # 1 in the ERP
market. As of 2010, SAP has more than 140,000 installations worldwide, over 25
industry-specific business solutions and more than 75,000 customers in 120
countries. Other Competitive products of SAP Software in the market are Oracle,
Microsoft Dynamics, etc.

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Microsoft Messaging System (MMS)

MMS is intranet which is used to connect with other Bosch family around the
world. Each engineer in Bosch should be provided with an account of this system
for the work discussion and also for verification report or file mailing.
Microsoft Messaging enables, quick, reliable SMS, MMS and RCS messaging from
your phone. To get started, select Messaging from the All apps list

The CMMS MP
informs you daily about the maintenance work that must be done and when they’re
done. The CMMS reschedules the next dates the maintenance tasks must be
completed
Maintenance jobs are an essential part of field service management. A
computerized maintenance management system can streamline daily operations and
organize your PPM schedules more effectively. Popular industries include:
 Facilities Management: A CMMS can be particularly useful for businesses
who manage multiple buildings at a time. Office blocks, apartment buildings
and entertainment facilities are all in need of regular maintenance. CMMS
software helps you to deal with jobs relating to HVAC, fire safety, water
treatment and more.
 Field Service Maintenance: Companies may often deal with multi-asset
maintenance at several independent sites. CMMS software can organize your
contractors and make maintenance resources accessible in the field.
 Equipment Maintenance: When carrying out installations, maintenance or
repairs on specialist equipment, businesses need a management system that
streamlines their daily workflows. A CMMS provides user-friendly tools that
connect customers, managers and field technicians together in a single
system.

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Management Information Systems (MIS)

The main purpose of the MIS is to give managers feedback about their own
performance; top management can monitor the company as a whole.
A management information system (MIS) is a computerized database of financial
information organized and programmed in such a way that it produces regular
reports on operations for every level of management in a company. It is usually also
possible to obtain special reports from the system easily. The main purpose of the
MIS is to give managers feedback about their own performance; top management
can monitor the company as a whole. Information displayed by the MIS typically
shows "actual" data over against "planned" results and results from a year before;
thus it measures progress against goals. The MIS receives data from company units
and functions. Some of the data are collected automatically from computer-linked
check-out counters; others are keyed in at periodic intervals. Routine reports are
preprogrammed and run at intervals or on demand while others are obtained using
built-in query languages; display functions built into the system are used by
managers to check on status at desk-side computers connected to the MIS by
networks. Many sophisticated systems also monitor and display the performance of
the company's stock.
one of the best communication strategies for entrepreneurs is a weekly update email
to employees, advisors, mentors, and investors. The email gives an overview of
tactical updates from the previous week and for the week ahead. Initially, the email
should be pretty simple, expanding as the company grows and its departments
formalize. The basic macro elements that you should always include are: revenues,
recruiting, product and customers.

Here’s a structure that you should follow: ‍

 Premise: write a quick paragraph summary about what happened last week

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 Yearly Goals: current metrics for annual goals and how you’re measuring up
against them
 Quarterly Goals: current metrics for quarterly goals and how you’re
measuring up against them
 Quarterly Priority: percentage complete and any updates to the most
important projects
 Revenue: The top three weekly metrics for the sales team, or for smaller
teams, the top three metrics for every person on the sales team (e.g. calls,
appointments, deals won, new recurring revenue, etc). By having every sales
rep listed with their -metrics, it provides transparency and peer-pressure to hit
their numbers. Comments or highlights from last week (e.g. the name of a big
customer win or customer stories in general)
 Product: (1) Features that went live in the last week and (2) features that are
going to go live in the next five days
 Marketing, Customer Service & Customer Service: The top three weekly
metrics, plus comments or highlights from the week
 Operations: new processes or procedures (eg. A new Slack etiquette, a new
remote work policy, new room procedure or new habits that you are trying to
inculcate generally)
 Culture Highlight: share topos, stories or examples from the week that project
the company culture
 People spotlights: give exposure to members of the team and expose their
work to the entire org

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Product development flow chart

Developmen
t
Order

Concept Development
Risk analysis
Early supplier involvement
DFMA
Design FMEA
Process FMEA
Design tool & production concept

Concept description presentation

Product description, product cost calculation,
QA0
customer specifications
Quality
Product specification
assessment
Time schedule, cost target

(A - Sample) Prototype development

Cost control Prototype presentation

For each step of and review
development flow

Design of DEV sample Process concept, test concept

Design FMEA PCB layout release for DEV sample
Construction of DEV sample Measurement of prototype

Presentation of DEV
(B - Sample) sample
Design FMEA confirmation
Draft test/alignment specification
Sample performance specification according to
customer or K7/QSR specification.
Release for tooling (assembly &jig)
QA1
Product Quality Plan (Production) 19
Quality
assessment
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Performance evaluation
Test / alignment jig for sample
production
Design modified according to QA1
Release of engineering documents
Before sample production
Development Stress Test Production performance according to
K7/QSR4.4 or customer specification
Product must fulfill new test/measurement
(C - Sample) Prototype production technology
Drawing/Parts list/specification document
release
Process FMAE result, design FMEA
QA2 review
Quality Jig assessment
assessment Line assessment audit
QAS/MOC/MEO evaluation result
Monitoring & improving
performance
Release of altered $corrected party
Alteration according to QA2
Reliability Test
Release software for MASKING Production performance according to
K7/QSR4.4 or customer specification
Jig confirmation
PILOT Line assessment audit
Environment/reliability test
Test system capability
Sales test result and design FMEA review
QA3
(D - Sample) SCP-VT-line balancing
Quality
Fall Off Rate – sales test result
assessment
Counter measurement & improvement
Potential analysis and design FMAE review
Product Quality Plan (Production)

Mass Production
Product performance according to
K7/QSR4.4 or customer specification
Achievement of targets on quality rates,
QA4
production equipment and certification of
Quality
economy efficiency
assessment
Measure and risks derived from the deviation
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Conclusion
Overall admin and management building in bosch Penang has some good facilities management
features as discussed inthis presentation. Suggested enhancement of facilities will improve the
business since it will improve staff’s satisfaction and other stakeholder satisfaction.

Referance
Intranet and Internet
 TEF 1 Web Page (Bosch Group Penang intranet)
http://pg0051/budgetcontrol/budgetcontrol.asp

 Robert Bosch Web Page

http://www.bosch.com/
 Wikipedia website
www.wikipedia.org/wiki

Books and Notes:

1. BVP 3500
2. Robert Bosch Transmitter
3. Robert Bosch Company Handbook

YOU TUBE LINK

https://youtu.be/u7Ufcwv6PmQ

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