1. As shown in the charts, around 184 types of material had age of more than 2 yrs and 141 types of material had age between 1 to 2 years. Hence total nonmoving material was 325 types. 2. Value wise around 10% of the material was still non-moving after writeoff. So the primary targets were this group of nonmoving material. 3. Material with age between 6 months to 1 year i.e. 329 types were slow moving and they needed to be planned carefully in future. 4. It was found that 190 types had age of only 1 day in H2 stores i.e. this material was received and issued on same day. Out of which 118 was in-house materials and 72 was purchase materials. So it was possible to directly transfer in-house material to assembly line. 5. Also from the tables it was found thati. In WTGP, High Value and Maximum types of Nozzles were present. ii. In WTGP Nozzles, High Value and Maximum types of DSLA Nozzles were present. iii. In H2GP, Maximum types of components were present. iv. In H2GP, High value and Maximum Types of Pressure Bolts and springs were present. v. Maximum space was required for Nozzle Retaining Nut, Retaining Screw and Screw Plug. So the major focus was on these parts so that maximum inventory can be reduced and maximum space can be made available.

So summarizing the actions suggested•

Shifting nonmoving material out of H2 stores- Seeing the future requirements the nonmoving materials should be scraped or moved to other location so that space will be effectively utilized.

Planning carefully for nonmoving material in future- After write-off the material should not be procured or produced without customer order.

Moving fast moving items directly to assembly line- So that space high running type is saved and there is less transaction in the stores. Also as per BPS rules fast moving material should be Ship-To-Line (STL) i.e. directly to side supermarket of assembly line which can have inventory of about 2-4 hours only.

Additional storage equipment to be installed like kardex so as to store more material in less space- So that many items in rack can be stored in it and the space of the rack will be freed. But it was a lengthy procedure and a costly option so management was against this option. A solution was to be found out to increase space with existing equipments.

Proper labeling and stacking of goods - So that storing, moving and locating of material become easy. Also it helps to help to improve audit score of the stores.

Blocking the scraped material through SAP- So that even if the material comes in stores after that it will not be accepted.

Decreasing the height of bins of racks - So that extra bin can be made by making a partition in existing bin which will provide additional space for material on the floor. But this was also a difficult option because this action required upgradation of software of ASRS which was a bit costly option. Also the ASRS has a weight limit and the structure

also has a limit so as to smoothly operate while taking out the material. So it was planned that the space below the ASRS to be utilized by making extra bins.

Other activities like updating notice boards, communicating BPS and 5S rules, etc. were done so as to improve the overall audit score of the stores.

Actions taken
H2 stores inventory control has been now given a high priority and every stakeholder is actively taking interest in this activity. Following are steps taken of the project:1. Till December many in-house fast moving parts will be directly transferred to line. 2. Many write-off material is now been blocked through SAP so that it will not be allowed in stores. 3. Nonmoving material list is been send to the concerned department and it is been studied. It will soon be approved. 4. Additional bins will be made in ASRS for optimum utilization of space. 5. Future requirement of slow moving material is under study so that it should not be manufactured or procured in future. 6. Proposal for additional storage equipment is under consideration. 7. Many initiatives are been taken to improve 5S audit score of H2 stores.

The recession was a bad patch for the corporate world. It caused a huge loss for the industry. But after every sunset there is sunrise. The market not only has started to regain its situation but also it has now become more cautious. The lesson has been taken and companies are trying to utilize optimum resources. BOSCH being largest auto component manufacturer has implemented many steps in the direction of improvement. Inventory management has become a major issue. So the project helped to improve the stores and helped to control the inventory in H2 stores. The outcome of project was proper planning of materials, effective communication and coordination between suppliers, customers, manufacturers, process planner, etc. It benefited there long term strategic view of the company while manufacturing and procuring any goods in future. Available bins should be used efficiently so that better utilization of the space is possible. . It was an initiative for the company so as to solve the problem of H2 stores.

The project benefited the company as well as me. The summer internship project turned to be an important learning experience for me. Many new things and management techniques were observed practically in the organization.