Quality Based Management (QBM)
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Quality Based Management (QBM) focuses on customer satisfaction by prioritizing the fulfillment of customer requirements over short-term cost objectives. It emphasizes continuous improvement and involvement of all organization members in enhancing processes to meet customer expectations. Key strategies include waste elimination, a pull system for production, and a commitment to producing quality products while reducing delivery timelines.
Quality Based Management (QBM)
- 1. AN OVERVIEW ON QUALITY BASED MANAGEMENT
- 2. WHAT IS QBM MANAGEMENT OF QUALITY OR QUALITY OF MANAGEMENT REAL MEANING OF QBM IS BUSINESS MANAGEMENT CENTERED ON PRIMACY OF FULFILLING CUSTOMER REQUIREMENTS(QUALITY) AND NOT SHORT TERM REQUIREMENTS(COST) A CUSTOMER FIRST ORGANISATION
- 3. CUSTOMER FIRST EVERYONE WILL WORK FOR CUSTOMER REQUIREMENTS EVERYONE TOGETHER WILL COMPETE WITH COMPETITORS EVERYONE UNDERSTAND CUSTOMER REQUIRMENTS WILL PRODUCE ONLY WHEN REQUIRED BY CUSTOMER WILL MAKE OUR PLANT RELIABLE FOR CHANGING REQUIREMENTS OF CUSTOMER WE WILL RECOGNISE AND SATISTY THE INTERNAL CUSTOMER
- 4. QBM SO IT IS THE INVOLVEMENT AND COMMITMENT OF EACHAND EVERY ONE IN THE ORGANISATION INCONTINUOSLY IMPROVING THE PROCESSING AND SYSTEMS IN ORDER TO SATISFY AND DELIGHT THE REQUIREMENTS AND EXPECTATIONS OF OUR CUSTOMERS.
- 5. SATISFACTION OF CUSTOMER NEEDS AND EXPECTATION EXPECTED REQUIREMENTS THAT MEET BASIC NEEDS BUT MIGHT NOT BE VOICED BY CUSTOMER BECAUSE THEY ARE TAKEN FOR GRANTED REVEALED REQUIREMENTS THAT ARE NORMALLY VOICED IN PROPORTION TO THEIR LEVEL OF SATISFACTION. THESE ARE OFTEN EASILY MATCHED BY COMPETITORS AND WHEN THEY BECOME UNIVERSALLY AVAILABLE, THEY BECOME EXPECTED EXCITING REQUIREMENTS THAT CUSTOMERS CAN NOT VOICE BECAUSE THEY DO NOT YET EXIST BUT CAN LEAD TO INNOVATION PRODUCTS
- 6. QUALITY FROM A CUSTOMER VIEWPOINT 1.PERCEIVED QUALITY: BRAND 2. PRODUCT SELECTION SUPPORT 1. PERFORMANCE 2. EASE OF USE 3. SENSORY ATTRIBUTES 4. EMOTIONAL ATTRIBUTES 5. ECONOMY OF USE 6. DURABILITY 7. DEPENDABILITY 8. EHS QUALITY 9. REPONSIVENESS, EFFICIENCY, COURTESY 10. TECHNICAL ASSISTANCE 1. RELATIONSHIP 2. EASE OD DOING BUSSINESS WITH
- 7. ASPECT OF QUALITY PRODUCT QUALITY CUSTOMER SATISFACTION PROCESS QUALITY EFFECTIVENESS AND EFFICIENCY SOCIAL QUALITY CONFORMITY TO REGULATIONS DEFINITION OF QUALITY THAT INCLUDES MANAGEMENT AND PRODUCTION THE TOTAL COMPOSITE PRODUCT AND SERVICE CHARECTERISTICS OF MARKETING, ENGINEERING, MANUFACTURING AND MAINTENACE THROUGH WHICH THE PRODUCT AND SERVICE IN USE WILL MEET THE EXPECTATION OF THE CUSTOMER
- 8. SOME IMPORTANT FEATURES OF QBM PEOPLE MANAGEMENT WASTE ELIMINATION WAY OF MANAGEMENT PUSH TO PULL SYSTEM DAILY WORK MANAGEMENT
- 9. PEOPLE MANGEMENT AREAS OF INVOLVEMENT WORKERS, STAFF ENGINEERS, PROFESSIONALS 5S HIGHER LEVEL KAIZEN KAIZEN ACTIVITIES ADVANCED PROBLEM SOLVING AND SYSTEM IMPROVEMENT AUTONOMOUS MAINTENANCE DEPLOYMENT OF GOALS PROBLEM SOLVING CROSS FUNCTIONAL MANAGEMENT CREATING LEAN OFFICE TRAINING OF SUBORDINATE
- 10. ROLES AND RESPONSIBILITIES WORKING HOUR TITLE RETAIN IMPROVEMENT BREAKTHROUGH TOP MANAGEMENT 10 30 60 MIDDLE MANAGEMENT 20 60 20 OPERATOR 60 30 10
- 11. WASTE ELIMINATION A STUCTURED APPROCH IN AN ORGANISATION, FOCUSED ON IMPROVING QUALITY, COST AND DELIVERY BY UTILIZING VARIOUS METHODS OF WORK SIMPLIFICATION AND WASTE REDUCTION
- 12. 9 WASTE IN THE MANUFACTURING OVERPRODUCTION WAITING LOW QUALITY DOWN TIME INVENTORY INSPECTION AND TESTING MATERIAL MOVEMENT AND HANDLING START UP AND SET UP HUMAN RESOURCES
- 13. 9 WASTES IN THE OFFICE ENVIRONMENT LACK OF SYSTEM HIERARCHY PROCEDURES INFO RETRIEVAL AND STORAGE EXCESS OFFICE SUPPORT STAFF LACK OF OFFICE AUTOMATION MEETING PLANNING AND CONDUCT INCONCLUSIVE MANAGEMENT STYLE LACK OF DETAIL IN PLANNING
- 14. QBM WAY OF MANAGEMENT THINKING: NEW MINDSET ACTING: BEHAVIORS, TOOLS AND TECHNIQUES MANAGING: SYSTEMS
- 15. PUSH TO PULL SYSTEM PRODUCED ONLY WHEN REQUIRED ENSURE THE AVAILIBILITY OF MACHINES WHEN REQUIRED TO PRODUCE PRODUCE RIGHT PRODUCT FIRST COMMIT THE DELIVERY SCHEDULE AND ADHERE TO COMMITTMETS REDUCE THE ORDER TO DELIVERY TIME RESOLVE THE CROSS FUNCTIONAL ISSUES ON PRIORITY BASIS FOR DELIVERY COMMITMENTS
- 16. BASIC OBJECTIVES OF PULL SYSTEM TO DO MORE AND MORE WITH LESS AND LESS HUMAN EFFORT, LESS EQUIPMENT, LESS TIME AND SPACE. AT THE SAME TIME COMING CLOSER AND CLOSER TO PROVIDING CUSTOMERS WHAT EXACTLY THEY WANT ITS AIM TO REDUCE THE TIME LINE BY RESERVING THE SEQUENCE OF ACTIVITIES AND ELIMINATING NON VALUE ADDED OPERATIONS
- 17. PULL SYSTEM REQUIRES SUPPORT PRINCIPLE OF PULL WORK ON JUST IN TIME PRODUCE WHEN REQUIRED ONLY PRODUCTION BATCH SIZE = CUSTOMER REQUIREMENT ZERO INVENTORY SELF INSPECTION REQUIREMENTS RELIABILITY OF THE PLANT
- 18. DAILY WORK MANAGEMENT ROLES AND ACCOUNTABILITIES ESTABLISH RESPOSIBILITIES, ACCOUNTABILITIES, CONTROL POINTS AND GRAPHICAL TARGETS REVIEW MAINTAINING CAPD CYCLE ABNORMALITY HANDLING DETECT AND TAKE CORRECTIVE ACTION ON ABNORMALITIES DOING KAIZEN MAKING MANY SMALL IMPROVEMENTS IS AN ANTIDOTE TO ANY DETERIORATION
- 19. DAILY WORK MANAGEMENT EQUIPMENT MAINTENACE PREVENTING DETERIORATION OR FAILURE OF EQUIPMENT FOLLOWING STANDARS STANDARDS ARE SET UPSTREAM OR AFTER IMPROVEMENTS-ALSO ON COURSE OF ROUTINE MANAGEMENT. TRAIN EVERYONE BASED ON STANDARDS CHANGE CONTROL NOT ALLOWING CHANGES IN 5M OR DESIGN TO AFFECT OUTCOME
- 20. DIFFICULTIES IN QBM THE VALUE OF QUALITY IS JUDGED BY PURCHASERS, NOT BY SUPPLIERS SUPPLIERS DO NOT OBTAIN THERESULTS OF QUALITY DIRECTLY QUALITY PROBLEMS IN MASS PRODUCTION CAN NOT BE SOLVED BY REWORKING, REPROCESSING OR ANY OTHER ACTIONS DIRECTED SOLELY AT THE RESULTS QUALITY IS ACHIEVED THROUGH THE COMBINED ACTIVITIES OF MANY DIFFERENT ELEMENTS
- 21. Thank You