(Đồ án tốt nghiệp) evaluating solutions for enhancing quality of employees participation by ahp approach a case at suggestion scheme programme of bosch vietnam CO,LTD

HO CHI MINH CITY UNIVERSITY OF TECHNOLOGY AND
EDUCATION FACULTY FOR HIGH QUALITY TRAINING

THESIS
INDUSTRIAL MANAGEMENT

EVALUATING SOLUTIONS FOR ENHANCING
QUALITY OF EMPLOYEES’ PARTICIPATION BY AHP
APPROACH: A CASE AT SUGGESTION SCHEME
PROGRAMME OF BOSCH VIETNAM CO,.LTD

INSTRUCTOR: NGUYEN PHAN ANH HUY

STUDENT: PHAN THI HONG NGOC
STUDENT ID: 15124035

SKL005537

Ho Chi Minh City, 07/2019


HO CHI MINH CITY UNIVERSITY OF TECHNOLOGY AND EDUCATION

FACULTY FOR HIGH QUALITY TRAINING

THESIS

EVALUATING SOLUTIONS FOR ENHANCING
QUALITY OF EMPLOYEES’ PARTICIPATION
BY AHP APPROACH: A CASE AT SUGGESTION
SCHEME PROGRAMME OF BOSCH VIETNAM

CO,.LTD
Student:

PHAN THI HONG NGOC

Student ID:

15124035

Class of
Major:

INDUSTRIAL MANAGEMENT

Instructor:

Dr. NGUYEN PHAN ANH HUY

Ho Chi Minh City, July 2019
i


HO CHI MINH CITY UNIVERSITY OF TECHNOLOGY AND EDUCATION

FACULTY FOR HIGH QUALITY TRAINING

THESIS

EVALUATING SOLUTIONS FOR ENHANCING
QUALITY OF EMPLOYEES’ PARTICIPATION

BY AHP APPROACH: A CASE AT SUGGESTION
SCHEME PROGRAMME OF BOSCH VIETNAM
CO,.LTD
Student:

PHAN THI HONG NGOC

Student ID:

15124035

Class of

2015

Major:

INDUSTRIAL MANAGEMENT

Instructor:

Dr. NGUYEN PHAN ANH HUY

Ho Chi Minh City, July 2019

ii


ACKNOWLEDGEMENTS
First of all, I thank Bosch Vietnam - the push belt Bosch manufacturing plant in

Vietnam. Especially, Thank Ms. Nguyen Thi Anh Nguyet (my direct instructor), all of the
QMM6's members and colleagues in Bosch Vietnam factory. They helped me a lot when I
began working at the company. Besides, she devoted a lot of time to providing and
explaining in detail to me like the knowledge, skills, and experience working here,
motivating me to apply what learned and practiced in practice. Thank you for taking the
trouble to help me. I really appreciate it.
Moreover, I thank Mr. Nguyen Trong Tai who created an opportunity for me to
work in the professional environment of Bosch. As well as giving me the opportunity to
collide with many jobs. His dedication is what I appreciate. Each task besides instruction,
he always let me take the initiative in my work. Since then, I understand the standards,
processes, and contacts of business partners in Bosch.
Next one, I would like to express my deep gratitude to Nguyen Phan Anh Huy
(instructor for thesis) for taking the time and devotedly guiding me to formulate this
graduation thesis.
During the implementation of this thesis, I have been able to avoid errors and wish
the teachers and all of colleagues Bosch Vietnam to ignore them. In addition, my
theoretical and practical experience is still limited, so this report has many shortcomings.
I look forward to receiving valuable comments from Mr. Nguyen Phan Anh Huy
and other teachers to gain more experience and to successfully complete the upcoming
thesis.
I would like to wish all teachers a great deal of health and success in teaching. I
also wish my colleagues at Bosch Vietnam to achieve much success in work and life.

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Abbreviation
SS
Dept. REP
HoD

BOM
HcP
CSR
AHP

CS
PI
HSE
WI
No.

TEF
MFG
LOG
FCM
QMM
HRL

iv

PJM
PRS


HSE
CI
PM

v

LIST OF TABLE
Table 1.1: Overviews of Bosch activities in Vietnam (Bosch Introduction).......................9
Table 2.2: Saaty’s pairwise comparison scale (Saaty, 1980)............................................ 26
Table 2.3: As an illustrative example consider the following situation (author)...............28
Table 2.4: Consistency indices for a randomly generated matrix (Saaty, 1980)...............29
Table 3.1: Suggestion categories (Bosch Vietnam, 2015)................................................ 32
Table 3.2: People supporting the process (Bosch Vietnam, 2015).................................... 34
Table 3.3: Overview SS 2016 (Bosch Vietnam, 2016): p.2.............................................. 38
Table 3.4: Overview of SS – Manufacturing (Bosch Vietnam, 2017): p.2.......................39
Table 3.5: Overview SS – Office (Bosch Vietnam, 2017): p.2......................................... 40
Table 3.6: Overview of SS (Bosch Vietnam, 2018): p.2................................................... 40
Table 3.7: Overview of SS – Office (Bosch Vietnam, 2018): p.2..................................... 41
Table 3.8: First interview series: Information of interviewees (author)............................41
Table 3.9: Pending suggestion of 2017 (Bosch Vietnam, 2017): p.3................................ 43
Table 3.10: Second interview series: Information of interviewees (author).....................45
Table 3.11 : SS categories based on employees' perception (author’s result from
interview)......................................................................................................................... 46
Table.4.1: Bosch Connect: SS introduction (author’s suggestion)...................................51
Table 4.2: The layout of topics and suggestions in sharing section (author’s suggestion)57
Table 4.3: Information of Suggestion Scheme software (author)..................................... 59
Table 4.4: Information of interviewees (author)............................................................... 67
Table 4.5: Scale of criteria & solution (Saaty, 1980)........................................................ 68
Table 4.6: Pairwise comparison matrix with intensity judgment (author)........................68

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Table 4.7: Column addition (author)................................................................................ 69
Table 4.8: Normalized matrix (author)............................................................................. 69

Table 4.9: Calculation of priorities: row average (author)................................................ 69
Table 4.10: Presentation of results: original judgments and priorities (author)................70
Table 4.11: Consistency indices for a randomly generated matrix (Saaty, 1980).............71
Table 4.12: Prioritization results (author)......................................................................... 71
Table 4.13: Priorities as factors (author).......................................................................... 71
Table 4.14: Calculation of weighted columns (author)..................................................... 72
Table 4.15: Calculation of weighted sum (author)........................................................... 72
Table 4.16: Calculation of λMax (author)..................................................................................................................................................................................................................... 72
Table 4.17: Pairwise comparison matrix with intensity judgment (author)......................73
Table 4.18: Comparison with respect to cost (author)...................................................... 74
Table 4.19: Preference with respect to cost (author)........................................................ 74
Table 4.20: Results with respect to cost (author).............................................................. 74
Table 4.21: Pairwise comparison matrix with intensity judgment (author)......................75
Table 4.22: Comparison with respect to cost (author)...................................................... 75
Table 4.23: Preference with respect to cost (author)........................................................ 76
Table 4.24: Results with respect to cost (author).............................................................. 76
Table 4.25: Pairwise comparison matrix with intensity judgment (author)......................76
Table 4.26: Comparison with respect to cost (author)...................................................... 77
Table 4.27: Preference with respect to cost (author)........................................................ 77
Table 4.28: Results with respect to cost (author).............................................................. 77
Table 4.29: Priorities table as a base (author)................................................................... 78
vii


Table 4.30: Preparation for weighing of priorities (author).............................................. 78
Table 4.31: Calculation of overall priorities (author)....................................................... 79
Table 4.32: Synthesis of the model (author)..................................................................... 79
Table 4.33: The alternatives ordered by the overall priority or preference (author).........80
Table 4.34: The summary of benefits’ technology solution (author’s appreciation).........81
Table 4.35: Overall timeline (author’s suggestion).......................................................... 82

Table 4.36: Timeline of SS page on Bosch Connect (author’s suggestion)......................82
Table 4.37 : Timeline of SS Workshop (author’s suggestion)........................................... 83
Table 4.38 : Timeline of SS award (author’s suggestion)................................................. 84
Table 4.39: Timeline of SS software (author’s suggestion).............................................. 86

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LIST OF FIGURE
Figure 1.1: Information and data of Bosch Group 2018 (Bosch Introduction)...................9
Figure 1.2: HcP organization chart (HcP Introduction).................................................... 14
Figure 2.2: Factors that affect knowledge sharing among employees in companies (Lyu J,
Runyan RC, 2010): p.1.................................................................................................... 20
Figure 2.3: A model of knowledge sharing among employees in companies (Lyu J,
Runyan RC, 2010): p.2.................................................................................................... 20
Figure 2.4: The iceberg model (Wheeler B, 2005 May 1)............................................... 22
Figure 2.5: An ice-berg motivation of Bosch Vietnam’s employees (author)...................24
Figure 2.6: Developing a model (author)......................................................................... 26
Figure 3.1: SS BOM structure (Bosch Vietnam, 2015).................................................... 31
Figure 3.2: The suggestion procedure (Bosch Vietnam, 2015)......................................... 33
Figure 4.1: The software toolbar for submitting proposal (author)..................................62
Figure 4.2: Template for Suggestion form (author).......................................................... 63
Figure 4.3: The software toolbar for Email reminder to Expert/ Process owner (author) 64
Figure 4.4: Example of the gently reminder email notification of system sent to
Expert/Process owner (author)......................................................................................... 65
Figure 4.5: Decision hierarchy for choosing a suitable solution (author).........................66

ix

CONTENTS
ACKNOWLEDGEMENTS..............................................................................................iii
LIST OF ABBREVIATIONS............................................................................................ iv
LIST OF TABLE.............................................................................................................. vi
LIST OF FIGURE............................................................................................................. ix
CONTENTS...................................................................................................................... x
INTRODUCTION.............................................................................................................1
1.Thesis overview..............................................................................................................1
2.Thesis objectives.............................................................................................................2
3.Methodology................................................................................................................... 2
3.1.Secondary research................................................................................................2
3.2.Primary research: The interview with SS managers..............................................3
3.3.Primary research: The interview with Bosch Vietnam employees.........................4
3.4.Estimated contributions.........................................................................................5
3.5.The Analytic Hierarchy Process (AHP) method....................................................6
4.Structure of the final thesis.............................................................................................6
CHAPTER 1: COMPANY OVERVIEW...........................................................................8
1.1.Bosch’s introduction....................................................................................................8
1.1.1.Established history of Bosch..............................................................................8
1.1.2.Our business sectors......................................................................................... 10
1.1.3. Company’s responsibility................................................................................ 13
1.2. HcP’s introduction..................................................................................................... 13
1.2.1. HcP overview.................................................................................................. 13
1.2.2. Bosch Vietnam’s culture.................................................................................. 15
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CHAPTER 2: LITERATURE REVIEW.......................................................................... 17
2.1. Theories.................................................................................................................... 17
2.1.1. Definition of used terms.................................................................................. 17

2.1.2. Importance of knowledge sharing.................................................................... 17
2.1.3. The roles of knowledge sharing....................................................................... 18
2.1.4. Factors that influence knowledge sharing........................................................ 18
2.1.5. Different categories of motivators................................................................... 21
2.1.6. Iceberg motivation........................................................................................... 22
2.2. Bosch Vietnam employees motivation analysis......................................................... 22
2.2.1. Motivation for joining SS................................................................................ 22
2.2.2. Motivation for knowing other suggestions...................................................... 24
2.3. The Analytic Hierarchy Process................................................................................ 25
2.4. Summary of the chapter............................................................................................ 29
CHAPTER 3: PROBLEM IDENTIFICATION............................................................... 30
3.1. Suggestion Scheme overview.................................................................................... 30
3.1.1. Suggestion Scheme board of management (BOM).......................................... 30
3.1.2. Suggestion categories...................................................................................... 31
3.1.3 Suggestion Scheme procedure.......................................................................... 32
3.1.4. Suggestion award............................................................................................ 35
3.1.5. No-go suggestions........................................................................................... 36
3.2. Problem overview..................................................................................................... 36
3.2.1. Problem statement........................................................................................... 36
3.2.2. Consequences.................................................................................................. 37
3.3. Problem validation.................................................................................................... 37
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3.3.1. Secondary data – results.................................................................................. 37
3.3.2. Primary data – results: Interview with SS managers........................................ 41
3.3.3. Primary data – results: Interview with Bosch Vietnam’s employees...............44
3.4. Summary of the chapter............................................................................................ 48
CHAPTER 4: SOLUTIONS AND PROPOSED APPROACH........................................ 49
4.1. Solution overview..................................................................................................... 49

4.2. Detail of solutions..................................................................................................... 49
4.2.1. Bosch Connect webpage.................................................................................. 49
4.2.2. Efficiency workshops...................................................................................... 52
4.2.3. Informal award days........................................................................................ 54
4.2.4 Suggestion Scheme software............................................................................ 58
4.3. Selecting an optimal solution.................................................................................... 66
4.3.1. Overall............................................................................................................. 66
4.3.2. Action plan...................................................................................................... 66
4.3.3. Conclusion....................................................................................................... 80
4.4.Action plan for ideal case........................................................................................... 81
4.4.1.Overall.............................................................................................................. 81
4.5. Summary of the chapter............................................................................................ 86
CHAPTER 5: CONCLUSIONS AND LIMITATIONS.................................................... 88
5.1. Conclusion................................................................................................................ 88
5.2. Limitation.................................................................................................................. 88
REFERENCES................................................................................................................ 90
APPENDIX...................................................................................................................... 93
1.Appendix 1.................................................................................................................... 93
xii


2.Appendix 2.................................................................................................................... 95
3.Appendix 3..................................................................................................................105
4.Appendix 4..................................................................................................................121
5.Appendix 5.................................................................................................................. 128

xiii


INTRODUCTION

1. Thesis overview
At Bosch plant, every employee is obliged to know and apply five the Bosch
Quality principles. That is: customer delight, cooperation, consistency, responsibility,
innovation. The principle which the author mentions: It’s Innovation. It is not only the
direction of changing technology abstraction, but also the improvement of individuals in
the collective. As a consequence, Suggestion Scheme was launched on all plants of the
Bosch Group. That meant creating a space for employees’ idea after the evaluation of
experts, it is applied to the factory. Hence, it will bring one or more benefits for the
company such as: saving time, streamlining processes to reduce redundant operations.
This material offers a brief introduction of the Bosch Vietnam in terms of company
overview, its culture and core values; and introduction of its tool used to manage knowledge
and solution sharing. It aims to identify challenging problems by analyzing secondary data
from annual reports and exploring the core team and department representatives’ view and
perception about their employees in contributing their ideas. In the meantime, interviews
with employees, who are the end-user of this idea sharing system
– Suggestion Scheme (SS) are also conducted to strengthen the importance of current
problems, figure out the motivation and attitude of employees towards this system. In other
words, two methodologies (secondary source, qualitative researches as in-depth interviews

with system’s managers and employees) are utilized in this project. The highlight of this
thesis is to use the AHP method to select the optimal solution for SS. This is a common
method applied in large and small topics. Indeed, proving the credibility of this method
by a powerful evidence. “Evaluation of factors influencing knowledge sharing based on a
fuzzy AHP approach” by Hsiu_Fen Lin & partners. Maher H. Al-Rafati have a thesis with
topic: “The use of Analytic Hierarchy Process in Supplier Selection: Vendors of
Photocopying Machines to Palestinian Ministry of Finance as a Case Study”. And “The
application of analytic hierarchy process in supplier selection for specialty paper making
Anhui Welbon Gaosen Paper Co., Ltd” by Haifeng. From author’s perspective of view,
1

there is no research about the choice for the Quality object by applying AHP. After
reviewing literature, theories and defining problems, a set of solutions are proposed in the
hope that they can address current concerns and boundaries, together with promoting
high-quality contribution of ideas and solutions from Bosch Vietnam’s associates. The
limitation and conclusion of this project will be presented.
2. Thesis objectives
This thesis aims to strengthen the fact that knowledge sharing and innovative
suggestion play a crucial role in the development of a company. In other words, this
process determines the competitive advantage over its competitors and is valuable capital
source of the firm. Its concentration is to discover the challenges grappled by the
company’s management in terms of effectively utilizing SS and calling their employees
to participate and contribute to its next innovative step.
Root causes are searched and revealed by conducting qualitative researches and
collecting secondary data provided by company in order to figure out the ongoing
situations and challenges. Afterwards, plans as solutions will be presented and analyzed
in an effort of utilizing and triggering the SS effectively and efficiently to meet board of
management (BOM)’s requirements.
3. Methodology
3.1.

Secondary research

To make the project more precise, secondary data as monthly and annual report on
performance of all departments in Bosch Vietnam is took into consideration. By reviewing
the report on Overview of SS in 2014, 2015 and 2016, this project processes in the hope of
finding problem via past data and speculate current difficulties which the company are
grappling with. In addition to that, secondary source is approachable, convenient and easy to
collect because these reports were stored in the Bosch document systems and always ready to
review. The rich information from these is valuable and up-to-date as they record

2


data in the 3 latest years from 2014 to 2016, which assist to reflect the current situation of
the implementation of SS.
3.2.

Primary research: The interview with SS managers

3.2.1. Purposes and motivation
Besides secondary source, primary research is put into account to figure out the
ongoing situations of SS systems in the view of those who manage this system in order to
compare with those from employees who will be interviewed in the second interview series.
These managers’ perspectives are important because they are not only the ones who control
and have a right to access the most confidential information (data of suggestion, annual
reports) which ordinary employees will not know but also have an overall view about the
system’s operation and its limitations over the period of 3 years. The guideline consists of
four main areas with twelve questions. In each interview, an expected duration is
approximately 30 minutes with a variation of ten minutes according to the length of answers
and the level of openness for sharing. The sample size of this series is five people who were
randomly chosen from 15 members of SS managers (core teams and dept. REPs).

3.2.2. Areas to interview
The first interviews with managers include questions to discover the current
situation of SS regarding to quality and quantity of submitted suggestions, encouraging
programs and events and information flow. That information is asked because they are
indicators of whether the system works effectively and efficiently and if it has any
promoting events to communicate with employees. And based on annual reports and what
they witness in reality, their perceived comments and evaluations towards SS operation

are also recorded and analyzed with primary data.
In the next area, the ways which manager perceived that their employees think about
the system’s purpose is also asked during this first series so that the differences between two
different levels’ views become manifest and obvious to compare for analyzing purposes. The
perception of SS’s influence on them as individual worker and their

3


company is another point to be considered from manager’s mindset in order to understand
how they – as in the role of SS managers, see the level of this system ‘s signification in
company vision and culture. Furthermore, there are questions which are targeted to reveal
managers’ comment and knowledge about up-to-date status of implementation.

3.3.

Primary research: The interview with Bosch Vietnam employees

3.3.1. Purposes and motivation
After considering all components which exert considerable influence on the
process of contributing and sharing knowledge, ideas and solutions, the underlying
element is motivation and attitude of employees since the opportunity to share is manifest
and nature of knowledge in this field does not exert significantly negative impact on the
SS. Therefore, this research now focuses on discovering Employees' motivation and
attitude towards participating in contributing ideas as a form of the SS by in depth
interviews. Afterwards, by figuring the root causes of the problems, an elaborate plan for
solving problems and improving the situation will be presented, discussed and analyzed.
If the first series of interviews concentrate on discovering the SS from the managers’
perspective, the second series take advantage of the first and continue to find out the root
cause from employees’ side. Six areas will be interviewed with roundly 20 questions and

some other additional questions to fully understand about employees’ motivation and
perception about SS. Each interview will last from 30 minutes to 40 minutes and occur in
formal context – meeting rooms. The chosen target interviewees are employees working in
office areas and technical-office areas because according to secondary source, people in these
areas have the lowest and average number of submitted suggestions. They are newcomers
and those who have been in this company for more than 2 years. Based on current situation
and possibility of the interviews, the sample size is six persons.

3.3.2. Areas to interview
The second series focuses on evaluating employees’ general understanding about
SS in terms of SS fields which currently highlighted by Bosch Vietnam, how to submit a

4


suggestion and a SS evaluation process. In this section, it aims to obtain information of
what is in employees’ top of mind when mentioning about SS, which will be utilized to
compare with current expectation and understanding of SS managers on their employees.
The size of this gap will be used to form solutions if it is significant enough to be a
tremendous concern.
Other information worth taking into account such as personal participation and
KPIs in this system and general comments about SS is simultaneously asked. Knowing
what is expected from them and their contribution makes it easier to further develop
guideline to uncover the reasons of their performance in joining in this SS.
In addition, this second series’ guideline digs into root causes relating to their
motivation and obstacles when participating in the SS from the first step to getting
approved. This is the main part of this series and a base for plan next steps for SS’s
improvement. In other words, this second series of interviews is a foundation regarding to
behavior and attitudes for setting plans of justification, modification and improvement of
the SS, making it more end-user-oriented.

Last but not least, the guideline is also asking for their suggestions to improve the
system and their willingness to engage themselves in SS future step. As drafting for
solution needs signal of potential success and expected engagement, a number of
questions will be asked to gain a hint of whether it is applicable or not.
3.4.

Estimated contributions

Since this project is done in the hope that it can provide better understanding of
motivation and attitude of Bosch Vietnam’s associates towards participating in SS, the
benefits are as follow:
-

As managers pay attention to their employees’ motivational aspects and strive to
ameliorate the system, the end-users – associates probably have a higher
satisfaction about their job in general.

5


-

The proposed solution can be customized and able to motivate them to contribute
more valuable and higher quality suggestions.
The contributions of this project are abstract and implausible to count directly.

Admittedly, a valuable suggestion related to cost saving feasibly results in an enormous
of expense cutting valued more than billions VND. Or the replacement of one brand of
machines to another may both reduce the cost and increase the productivity. However, the
saving on work efficiency and effect on environment is hard to measure.

The four proposed solutions take advantage of internal resources such as meeting
rooms and spaces inside the company as locations, webpage’s community platform,
financial fund for entertaining activities and employees’ capacity. In other words, these
will not generate much cost to establish, run, maintain and hence, reduce a financial
barrier to implement the new approach for SS. They focus on raising awareness of
associates about SS’ basis information (Bosch connect), promote the sense of belonging
through teamwork activities (Efficiency workshop), as well as self-esteem (Informal
award days) and the technology tool (Software). Therefore, employees will have more
positive motivation to contribute their ideas to the company
3.5.

The Analytic Hierarchy Process (AHP) method

The AHP has attracted the interest of many researchers mainly due to the nice
mathematical properties of the method and the fact that the required input data are rather
easy to obtain. The AHP is a decision support tool which can be used to solve complex
decision problems. It uses a multi-level hierarchical structure of objectives, criteria, subcriteria, and alternatives. If the comparisons are not perfectly consistent, then it provides
a mechanism for improving consistency.
4. Structure of the final thesis
The remainder of this paper is as following:
Chapter 1: Company overview. This section is presented to provide readers with
basic knowledge about company overviews regarding to its culture and business section.
6


Chapter 2: Literature review. Definitions of concepts such as knowledge sharing
and motivation are provided because these are the topic and main focus of the project.
Likewise, to emphasize the signification and necessary of SS, an importance of
knowledge sharing its role is also mentioned in this chapter. Additionally, factors which
affect to knowledge sharing are also analyzed. In order to process further analysis, the

two theories named different categories of motivators and iceberg motivation model are
put into consideration.
Chapter 3: Problem identification. As a main concentration of this research, SS
and its information (system structure, suggestion categories, procedure, award structure
and why suggestions are rejected) are virtually manifest in chapter 3. The primary focus
of this section lies in the two parts: problem overview and its validation where readers are
given a brief description about the facing obstacle and provided with trustworthy and upto-date evidences to prove for its manifestation and impact by a secondary research and a
series of in-depth interviews.
Chapter 4: Solutions and proposed approach. Based on the interviews’ results
and findings from these responses, solutions are proposed to resolve the tremendous
challenges which they are facing. Together with detail plan of solutions, an action plan of
these and timeline to implement also provided. In this chapter, the mention is the
implementation of solutions for the plant. In the ideal case, the planning arrangement for
the purpose of implementing reasonable solutions. Another case, applying the AHP
method to select the most optimal solution to implement.
Chapter 5: Conclusion and limitation. This section provides a brief conclusion
for what have been done, analyzed and proposed. Furthermore, limitation of this research
is also mentioned.

7


CHAPTER 1: COMPANY OVERVIEW
1.1.

Bosch’s introduction

1.1.1. Established history of Bosch
In 1886, Robert Bosch founded the “Workshop for Precision Mechanics and
Electrical Engineering” in Stuttgart. This was the birth of today’s globally operating

company. Right from the start, it was characterized by innovative strength and social
commitment.
The Bosch Group is a leading global supplier of technology and services. It
employs roughly 410,000 associates worldwide (as of December 31, 2018). The company
generated sales of 77.9 billion euros in 2018. Its operations are divided into four business
sectors: Mobility Solutions, Industrial Technology, Consumer Goods, and Energy and
Building Technology. As a leading IoT company, Bosch offers innovative solutions for
smart homes, smart cities, connected mobility, and connected manufacturing. It uses its
expertise in sensor technology, software, and services, as well as its own IoT cloud, to
offer its customers connected, cross domain solutions from a single source. The Bosch
Group’s strategic objective is to deliver innovations for a connected life. Bosch improves
quality of life worldwide with products and services that are innovative and spark
enthusiasm. In short, Bosch creates technology that is “Invented for life.”

8


Figure 1.1: Information and data of Bosch Group 2018 (Bosch Introduction)
Bosch has been in Vietnam in operation since 1994. Bosch is one of only few
global companies in Vietnam substantially increasing activities in all of the four fields,
namely sales, productions, and R&D and services centers. The company in Vietnam has
its main office located in Ho Chi Minh City, two branch ones in two other big cities
named Hanoi and Da Nang city, and a Gasoline Systems plant in the Dong Nai province
to manufacture push belts for continuously variable transmissions (CVT) in automobiles.
In this project, its scope is applied to the Gasoline systems plant. (Bosch Introduction)
Below are details of four fields of Bosch’s activities in Vietnam:
Table 1.1: Overviews of Bosch activities in Vietnam (Bosch Introduction)
FIELD

DETAILS

Automotive Aftermarket; Automotive electronics;

SALES

Drive and Control technology; Security systems;
Packaging technology; Thermo technology; Power tools

9


PRODUCTION
Software and engineering R&D center located in HCMC
R&D

Bosch automotive R&D center located in HCMC
Global service center accounting (GSA) in HCMC

SERVICES CENTRES

Ordering center (OC) in HCMC
Foreign trade master data (FTAP) in HCMC

1.1.2. Our business sectors
1.1.2.1. Mobility
*Mobility solutions web portal
The Bosch mobility solutions web portal presents highlights from the areas of
connected mobility, automated mobility, and powertrain and electrified mobility. Find out
more about our products and services, not only for passenger cars, but also for offhighway applications, two-wheelers, and ship and rail transport.
*Auto parts and accessories
Bosch spare parts feature impressive quality and reliability, as well as innovative

technology. State-of-the-art lights and brake systems, batteries with extremely long lives,
wiper blades, starters and air filters — Bosch provides high-quality spare parts that make
driving safer, more relaxed, and more eco-friendly.
1.1.2.2. Bosch Car Service
*Bosch service for all makes - worldwide
At more than 17,000 Bosch certified car service garages, drivers benefit from firstclass service, expert know-how, and ex-works quality automotive spare parts. From

10


mechanics to electrics and diesel technology — our expert professionals work with stateof-the-art testing technology.
*E-Scooter Solution
Within the Bosch Group, the Automotive Electronics Division with its headquarters
located in Reutlingen near Stuttgart develops, produces and sells microelectronic products
for automotive and non-automotive applications. In Vietnam, our Automotive Electronics
division focusses on escooter business. Bosch escooter solutions stand for high quality,
reliability, and robustness; giving users unique riding experiences.

1.1.2.3. Consumer Goods
*Garden tools
Are you looking for something to clean your vehicle or pool with? Do you want to
quickly clean the garden path or remove the muddy traces of your last holiday from your
caravan? Whichever it is, Bosch offers you different performance categories of highpressure washers - for small to large cleaning tasks.
*Power tools for DIY enthusiasts
With the right power tools, DIY is twice as enjoyable. With Bosch, you not only
have more options, you also work much more precisely, flexibly, safely, and productively.
Our tools feature impressive quality, first-class handling, and state-of-the-art technology.
Whatever you want to make, you can do it with Bosch.
1.1.2.4. Industry and trades
*Drive and control technology

Bosch is a globally active partner, with a one-of-a-kind portfolio for mobile
applications, factory automation, and process plant engineering that features cutting-edge
technology and matchless industry expertise. Our experienced associates work continuously
to develop safe, versatile, and resource-conserving solutions worldwide. Both

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