single product, process, and department to
collect more data, to analyze that data, to
analyze it very fast, and to learn from the
data about how to improve things. Today,
this kind of improvement loop is available
in almost all departments in the company, so
the whole company is involved in the transformation.
Q: Has the organizational structure of the
company also changed as a result?
A: We realised a few years ago that all our
employees need to work in a more collaborative way, so we have developed a specific
platform to help connect our people faster.
We call it Bosch Connect. We also realised
that if you want to be fast, you shouldn’t
have too many levels of hierarchy to slow
you down. So we work in a kind of matrix,
where there are some hierarchical structures in certain functions, but also systems
that work across the whole value stream so
people can get the information they need
quickly and without having to go through all
the hierarchical levels.
For example, in terms of achieving a flatter organization, for a lot of projects we now
work in a “podular” structure. So, not in a
kind of pyramid organization, but by creating teams, or pods, with people from multiple departments with different expertise
who can work together on projects much
faster. They could be from manufacturing, R&D, development, supply chain, or
IT, and they could involve Vice Presidents
or front line employees. As these teams are
mostly independent of any hierarchical constraints, they can connect and act in a much
more agile way and really focus on the results.
Q: What approach are you using at Bosch
to drive Industry 4.0 technology deploy-
ment and transformation?
A: Basically there are three levels. The first
one is bottom up. So we have created over
100 pilot projects in different plants using different technologies in different ways.
These could involve cockpit dashboards to
gather multiple streams of data, augmented reality glasses to help employees on the
plant floor, or Io T data to drive predictive
maintenance and quality, which is one of the
things we’re doing at the Mondeville plant in
France for the electronics sector.
The second level is both bottom up and top
down, where we evaluate the best pilot applications and consider how these can benefit
the complete value stream for new products
and processes. This is when we introduce aspects of standardization. We don’t want to
have 280 plants around the world all devel-
Title: Vice President, Robert Bosch, France; General
Manager, Bosch Mondeville Plant
Education: Master’s Degree in Engineering, Ecole
Nationale Supérieure d’Ingénieurs, ENSIAME,
Valenciennes, France; Executive Course in Innovation and Financial Management, University of
California Berkeley, Hass School of Business.
Languages: French, German, English
Previous Roles Include:
Director, Manufacturing & Planning, Electric & Hy-
brid Vehicles, Bosch Germany
Senior Manager, Office of the Board of Executive
Management, Bosch Germany
Manager, Quality Department, Bosch France
Manufacturing Engineer, Gasoline Systems, Bosch
Other Industry Roles and Awards:
2018 Manufacturing Leadership Award, Industrial
2017 Plant of the Year Award, L’Usine Nouvelle
Member, Association Régionale de l’Industrie Au-
tomobiles (ARIA), France
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“For a lot of
projects we now
work in a ‘podu-
… with pods
of people from
pertise who can