1. Match the words and phrases from the text with their definitions on the right.

1)reliability a) to outperform

2) durability b) to be responsible to

3) to give guidance to c) guarantee

4) to be committed to d) to reconsider

5) to contribute to e) to contact closely

6) to focus on f) to stress

7) to accomplish g) to concentrate on

8) to beat out the competition h) the ability to last or exist long

9) to identify with i) to get rid of something

10) to liaise j) to identify, to find out

11) warranty k) a fault or imperfection

12) to scrap l) the state of trust to someone or dependence on

something

13) deficiency m) to share ( the ideas, feelings) of someone

14) to point out n) to supervise

15) to review o) to join with others in giving money, help, etc

16) to emphasize p) to perform

2. Complete the following passage, using suitable forms of the words given

below:

achieve reach report feedback objective progress

performance role stage view

My boss called me into his office to discuss my (1)____ during the last six months. She said that I had made good (2)____ and had no difficulty in (3)____ my goals. She made it clear that she was going to give me a good (4)____ .

I suppose I should have been grateful to her. However, one thing bothered me. I wondered why she didn’t ask me what I felt about the job. Why didn’t she get some (5)____ from me? I thought that was one of the main (6)____ of the interview.

Since my (7)____ was obviously to sit quietly and say nothing. I did just that. At this (8)____ of my career, I can’t afford to upset my boss. But if I ever (9)____ her position, I shall handle these interviews differently. In my (10)____ , it’s vital to listen to employees.

3. Match up the words given below with the italicized words in the text.

Translate the text into Russian.

achieve expenses present aspects guarantee deficiency

costly setting up disliking permanent stress loyalty scrapping

In production and operation management, over the past few decades, there has been increasing emphasis on quality, as defined by the consumer, in terms of features offered, appearance, reliability, durability, serviceability, and so on.

An important concept has been Total Quality Management (TQM), according to which management should ensure that quality extends throughout the organization in everything it does, or at least in all features of products and services that are important to the customer. The company should aim for the highest quality level possible, because a lack of quality can be more expensive than achieving high quality. As the production theorist Philip Crosby puts it, quality is free.

What he means is that there are many costs that result from production that is not 100 % perfect: inspecting, testing, identifying the causes of defects, implementing corrective actions, training or retraining personnel, redesigning a product or system, getting rid of, reworking or repairing defective products, replacing products in accordance with a warranty, dealing with complaints, losing customers or their goodwill, etc. Quality theorists such as Josef Juran, W.E.Deming, and Crosby have shown that prevention is usually much cheaper than failures. Every extra dollar spent on prevention might save $10 spent on inspection and failure costs.

Furthermore, even if the current quality level appears perfect, the company should still continuously look for product improvement, and aim to be the best in the industry.

Although management is responsible for designing and installing an overall system which excludes defects and low quality, everyone within that system, in the entire supplier-producer-customer chain, should be responsible for quality. In TQM, every worker is quality inspector for his or her own work, trying to get it right the first time, aiming for zero defects, resenting “over the shoulder” inspection.

Many large Japanese companies – especially those guaranteeing lifetime employment – have been able to attain high quality, because of the motivation of their staff, and the long-term nature of nearly all the relationships among employees, suppliers, distributors, owners and customers.