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.

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