TBL approach

Three stages could be involved in this cycle of continuous improvement, which tend to build on each others over time. These are Compliance: Many enterprises will decide to adopt the TUB approach in order to simply comply with the buyers’ expectations or local regulations, with aim of retaining their “license to operate” in the face of buyers’ demands or government inspections.
Efficiency: With time or sometimes in parallel with the pressures to comply enterprises will come under pressure to improve performance and they will use this pressure, handled through a TUB approach, as a driver for cost savings, productivity improvements and quality enhancements focusing on process efficiency and resource utilization. This option offers a mix of cost saving and productivity improvements.
Differentiation: Later on the enterprises involved for sometime In the TUB process thought of using the TUB approach strategically, aiming at strengthening their competitive position by moving them from being “price takers” to being “price setters” Criteria for selection of industries: The enterprises are Seems (Small and Medium scale Enterprises) Significant direct or indirect exporter The existence of at least some management capacity and the availability of an information system Significant level of Interests shown by person within the enterprise with a track record of leadership or Innovation and the authority(CEO/ Chairman/Plant manager) to sustain an Initiative such as TUB In the face of competing pressures A clear potential for Improvement Likelihood of effect arising from changes at the selected enterprise Basic stages of any sustained TUB process: The basic stages of any sustained TUB process Includes Enrolment:

Being prepared for to “sign up” for the program In the beginning Application: Being prepared to commit company’s resources especially staff time to Investigating company’s performance Implementation: Being prepared to Invest resources In Implementing options arising from the TUB process Maintenance: Being prepared to sustain over the long term, the Minimal gains made as a result of Implementing Improved options CONTINUOUS IMPROVEMENT By businesswoman Later on the enterprises involved for sometime in the TUB process thought of information system Significant level of interests shown by person within the enterprise with a track record of leadership or innovation and the authority(CEO/ Chairman/Plant manager) to sustain an initiative such as TUB in the face of competing pressures A clear potential for improvement The basic stages of any sustained TUB process includes Enrolment: Being prepared for to “sign up” for the program in the beginning Application: investigating company’s performance Implementation: Being prepared to invest resources in implementing options arising from the TUB Being prepared to sustain over the long term, the initial gains made as a result of implementing improved options