Quality management учебное пособие

4.Answer the following questions:

1.Which are the basic TQM concepts?

2.What is the essence of JIT manufacturing?

3.What is the idea of the zero defects concept?

4.What is the main point in lean manufacturing?

5.Why is it recommended to review designs systematically?

6.What are some of the ways to save production costs?

5.Translate the sentences into English:

1.Нет необходимости иметь большие запасы сырья.

2.Детали изготавливаются и поставляются, когда они нужны.

3.Система производства «точно в срок» не может работать без хорошо развитой системы информации о заказах на готовую продукцию и сроках ее доставки.

4.Цель малозатратного производства состоит в том, чтобы уменьшить потери.

5.Необходимо постоянно пересматривать проекты, чтобы уменьшить затраты.

6.Describe basic TQM concepts.

(1)A benchmark is defined as a standard by which something can be

measured or judged. Benchmarking is a process used in quality management, in which organisations use industry leaders as a model in developing their business practices. This involves determining where you need to improve, finding an organisation that is exceptional in this area, then studying the company and applying its best practices in your firm. It is a structured approach for evaluating a product, a process or a field of activity of a firm against that of the recognised leader. Benchmarking systematically studies the best firms, and then uses their best practices as a standard of comparison, a standard to meet or even to surpass.

(2)Benchmarking recognises that no company is exceptional at everything. That is why it is a continuous process involving firms from any industry and any country. Benchmarking requires that you constantly look for better solutions.

(3)Benchmarking has been used since the eighties in the USA and with a short delay in Europe as well. Companies carry out benchmarking in order to

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receive an objective evaluation of their performance and to make use of the experiences of other companies to improve their own efficiency.

(4)There are many types of benchmarking, the most widely used being internal and external benchmarking. Internal benchmarking studies the practices and performance within the client organisation, where a comparison can be made site to site, department to department, country to country. External benchmarking determines the performance of other, preferably world-class companies, comparing their own performance to that of the direct competitors or the best organisations operating in similar fields or in all industry groups.

(5)The self-assessment models based on the EFQM excellence model, the Baldridge National Quality Award, the Deming Prize are all benchmarking tools to help measure the current performance of the company against the market needs, supply chain needs, operational needs, and competitive requirements.

Exercises

1. Match 1-8 with a-h to form expressions from the text:

2.Choose the correct alternative:

1.The principle of benchmarking consists i n .

a)developing the company's practices; b) becoming exceptional in one's area;

c)studying and applying the practices of industry leaders.

2.Benchmarking is a continuous process because.

a)no company is exceptional at everything; b) there are 2 main types of benchmarking; c) there are many industry groups with their leaders.

3.Benchmarking was first implemented i n .

a)Europe; b) the USA; c) the USA and Europe.

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4.In all types of benchmarking comparison is made against...

a)competitors; b) leaders; c) a standard.

3. Read about benchmarking procedure and answer the questions below:

Benchmarking procedure:

(1)Identify your problem area. Use various research techniques: informal conversations with customers, employees or suppliers, surveys, questionnaires, etc.

(2)Identify organisations that are leaders in these areas. Consult customers, suppliers, financial analysts, trade associations.

(3)Study their best practices. An initial study at a library or on-line will give you an overview. More detailed information will require an in-person visit. Prepare two lists in advance: a list of your objectives and a list of questions. Choose 2-5 visitors from people that will be responsible for implementing any recommendations and cover a broad range of functional responsibilities. Look for everything remarkable or unexpected.

(4)Implement the best practices. Delegate responsibility for actions to individuals. Monitor the results.

(1)What are the best ways of problem areas identification?

(2)Who can help identify the industry leaders?

(3)How can one get an overview of the leader's best practices?

(4)How should you prepare for a visit to the leader's organisation?

(5)Why is it important to choose several visitors? Who should you choose from?

(6)What should visitors pay attention to during the visit?

(7)What is necessary for effective implementation of the best practices?

4.Translate the sentences into English:

1.Компании осуществляют проверку всех аспектов своей деятельности, чтобы получить объективную оценку своей работы и повысить ее эффективность.

2.Ведущие компании отрасли используются как модель или стандарт, которому нужно соответствовать.

3.Важно изучать деятельность лучших компаний и применять их опыт и лучшие методы.

4.Всегда возможно найти лучшее решение какой-либо проблемы.

5.Сравнение может производиться как внутри одной компании, так и между разными компаниями одной и той же или различных отраслей.

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6.Speak on benchmarking.

(1)Six Sigma is a number of best practices and methodologies centered on defining, measuring, analysing, improving and controlling the quality in every one of the company's products, processes and transactions - with the ultimate goal of eliminating all defects. It is a quality management programme developed to improve organisational performance.

(2)The Greek letter sigma о stands for standard deviation, which is a statistical way to describe how much deviation exists in a process. Below is a table illustrating the levels of sigma. In practical terms «six sigma» means reducing the defects in a process to just three per million. It is an extremely demanding target for quality control, as the greater the number of defects that occur, the greater the cost of correcting them as well as the risk of losing the customers. Six Sigma system helps reach high results in delivering defect-free goods and services, which will result in customer satisfaction.

(3)In Six Sigma, a customer becomes the top priority. Keeping customers happy is good and profitable for the business. On the contrary, defects can lead to lost customers. Research suggests that a dissatisfied customer will tell nine to ten people about an unhappy experience. So a high level of defects puts a company at serious risk.

(4)But the benefits of Six Sigma are not just financial. People at all levels of a Six Sigma company find that it makes their work more effective, less chaotic, and often more rewarding. It also helps firms improve work processes, profitability, speeds and efficiencies of all kinds. It gives cost savings to businesses as well as opportunities to retain customers, find new markets and build a reputation for top-quality goods and services.

(5)Six Sigma makes every department of the organisation better able to meet the changing needs of customers, markets and technologies - with benefits for employees, customers and shareholders.

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(6) Six Sigma provides customers with what they want when they want it. It means providing employees with the basic tools to cope with work challenges. It helps reduce production cycle time, eliminate product defects and greatly increase customer satisfaction.

Exercises

1. Match 1-9 with a-i to form expressions from the text:

2.Say whether these statements are true or false, and if they are false, correct them:

1.The Greek letter sigma means top quality.

2.The greater the number of defects, the more customers you will lose.

3.Thanks to Six Sigma system customers get satisfaction.

4.Dissatisfied customers bring financial losses.

5.Six Sigma offers benefits mostly to customers.

6.Through Six Sigma employees cope with work challenges.

3.Fill in the gaps to complete the following sentences:

1.In Six Sigma. is the top priority.

5.Six Sigma offers benefits f o r .

4.Translate the sentences into English:

1.Отклонение от стандарта обозначается греческой буквой «сигма».

2.Имеется шесть уровней отклонения от стандарта.

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3.Шесть сигм означает, что отклонение от стандарта составляет 3.4 на миллион.

4.Система «шесть сигм» - это инструмент управления качеством, который помогает компаниям производить товары и услуги, свободные от дефектов.

5.Система «шесть сигм» обеспечивают потребителей всем необходимым

внужное время.

6.Конечная цель этой системы - удовлетворенный потребитель.

7.Система «шесть сигм» улучшает рабочие процессы, повышает рентабельность и эффективность компании.

8.С помощью этой системы сотрудники компаний лучше справляются с трудными задачами.

5.Speak about Six Sigma.

Unit 6 KEY ROLES FOR SIX SIGMA

(1)Six Sigma cannot work without employee participation. It combines both strong leadership and employee involvement.

(2)When the management has decided to adopt Six Sigma it has to

collect business leaders, team leaders and team members. Some people's roles have martial arts names: Black Belt, Green Belt, Master Black Belt. Other roles have more familiar titles.

(3)The Black Belt is the most important role in Six Sigma. The Black Belt is a full-time team leader who works at a specific project. He or she is responsible for getting the team started, building their confidence, participating in training, managing team dynamics, and keeping the project moving to successful results.

(4)Without a strong Black Belt, Six Sigma teams are usually not effective. The Black Belt must have many skills including strong problem solving, the ability to collect and analyse data, organisational experience and good administrative sense. He or she should be good at getting things done on time through the efforts of others. Many Black Belts are drawn from the ranks of middle management.

(5)Master Black Belt (MBB) serves as a coach or consultant to Black Belts working on a variety of projects. In some companies, the MBB plays more of an organisational role, helping promote use of Six Sigma methods and solutions. The MBB may also become a part-time Six Sigma coach for Black Belts and other groups. As a coach, the MBB's job is to ensure that the Black Belt and his or her team complete their work properly.

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(6) A Green Belt is a person trained in Six Sigma skills, often to the same level as a Black Belt. He usually serves as a team member, but sometimes he can be a part-time Six Sigma team leader. The role of the Green Belt is to bring the new concepts and tools of Six Sigma to the day-to-day activities. They operate under the guidance of Black Belts and support them in achieving overall

results.

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(7) The Champion or Sponsor is an executive or a key manager who is responsible for initiating and sponsoring a Black Belt or a team project.

to the Chief Executive Officer (CEO)19 or president. His aim is to stimulate the interest to Six Sigma in the whole organisation and help its members to use Six Sigma tools, methods and practices.

Exercises

1. Place the key roles on the right in the main three categories on the left:

2.Fill in the gaps to complete the following sentences:

1.Responsibility for realisation of a particular project lies on...

2.Chief Sigma Officer reports t o .

3.The role o f . is implementation of Six Sigma methods in the whole organisation.

4..assist Champions and consult.

5....are guided by Black Belts.

3.Look through the text and find the adjectives describing the following things:

17Champion/Sponsor - ответственный исполнитель.

18Chief Sigma Officer - главный специалист по внедрению методики «шесть сигм».

19Chief Executive Officer (CEO) - исполнительный директор.

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4.Translate the sentences into English:

1.Сотрудники, имеющие «черный пояс», являются руководителями групп.

2.Они отвечают за своевременное, успешное выполнение определенного проекта.

3.Они должны быстро решать проблемы, анализировать данные, быть хорошими организаторами и администраторами.

4.Сотрудники, имеющие квалификацию «магистр черного пояса» являются консультантами для сотрудников с «черным поясом».

5.Они дают советы «черным поясам» относительно (for) сбора данных, проведения статистического анализа и планирования экспериментов.

6.Сотрудники, имеющие «зеленый пояс» обычно являются членами группы.

7.Они участвуют в ежедневной работе над проектом.

8.Ответственный исполнитель отвечает за организацию работы над определенным проектом и его успешное выполнение.

9.Главный специалист по методике «Шесть сигм» отвечает за использование этой методики в организации.

7.Speak about Key Roles For Six Sigma.

GRAMMAR SECTION

Translate the sentences into Russian:

1. For an organisation to function effectively it has to manage numerous linked activities.

2.It is recognised that customer satisfaction can only be obtained by providing a high-quality product.

3.To achieve customer satisfaction the company has to meet customer needs.

4.It is important that employees should participate in quality improvement activities.

5.There are three elements of quality: customer, process and employee.

6.Recent literature review shows that appropriate risk analysis procedures are not being addressed in more than half the cases studied.

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7.There are several tactics which can be helpful in dealing with resistance to TQM implementation.

8.Participation was found to be more successful than persuasion (принуждение).

9.TQM is best taught by people doing it on a daily basis in their work.

10.With the advent of inexpensive desktop computing, procedures requiring more computational effort have become increasingly popular.

11.Since systems are made up of processes, the improvements made in the quality of those processes largely determine the quality of the resulting product.

12.Detailed requirements were developed, using the guidelines listed below.

13.Having recognised that corporate excellence is measured by an organisation's ability to achieve and sustain outstanding results for its stakeholders, the company's management developed its own version of the EFQM Excellence Model.

14.Having a Champion or a Sponsor is very important.

15.It is one of the most important things to consider.

16.Six Sigma sets short-term goals while achieving long-range business objectives.

17.All employees are invited to attend Green Belt training.

18.The company is looking for people who are ambitious enough to roll up their sleeves and get things done.

19.The current worldwide financial crisis has led to a significant production volume drop in many industries.

20.Processes should be well understood by the people performing them.

21.Many transactions are not right first time simply because there are no clear guidelines and the staff has not been properly trained.

22.Problem-solving teams can increase their chances of success by using a special methodology for identifying a problem's origin.

23.Benchmarking is the process of seeking out and studying the best internal practices that produce superior performance.

24.By identifying how others perform the same functional task or objective clients get ideas they may not otherwise achieve.

25.«Best practices» are documented strategies and tactics employed by highly admired companies.

26.Benchmarking allows organisations to rate themselves against top performers at other companies as well as identify areas needing improvement within their own organisation.

27.The information gathered helped the organisation to develop and achieve a balanced set of results.

28.Customer satisfaction is known to be the company's highest priority.

29.The EFQM Excellence Model is now being used by tens of thousands of organisations across Europe and beyond.

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30.Changes will be successful only if we consider the needs and perspectives of the various parties involved.

31.Workers may have needs and concerns which are different from those of administration.

32.Six Sigma resulted in more savings than eliminating a few jobs could have.

33.If TQM is introduced without consideration of real organisational needs and conditions, it will be met by skepticism on the part of both managers and workers.

34.While TQM has proven to be an effective process for improving organisational functioning, its value can only be assured through a comprehensive and well-thought out implementation process.

35.Despite the attention paid in recent years to improved information systems, many business decisions are still being based on opinions and assumptions (предположение) .

36.Implementation principles will be followed by a review of steps in managing the transition to the new system.

37.TQM is an effective planned change method when properly installed.

38.While there is no one best way to implement change, it is useful to have models to follow.

39.Basic quality measurement systems must be designed with employee involvement.

40.Analysing the process can often give a Black Belt everything needed to define the root cause of a problem.

41.It is necessary to involve staff in quality improvement, for example asking workers to suggest improvements to working processes, training them to detect defects and correct faults, training them to be flexible and multi-skilled.

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