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Архитектура Аудит Военная наука Иностранные языки Медицина Металлургия Метрология Образование Политология Производство Психология Стандартизация Технологии |
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Архитектура Аудит Военная наука Иностранные языки Медицина Металлургия Метрология Образование Политология Производство Психология Стандартизация Технологии |
UNIT 4. THE «QUALITY» YOU CANNOT FEEL
Vocabulary (to) be akin to – быть сродни; (to) coerce – принудить, заставить; excessive – чрезмерный; (to) herald – возвестить, ознаменовать; (to) hinder – препятствовать, мешать munitions – боеприпасы; (to) pervade – пронизывать, распространяться; previous – предыдущий; (to) tackle – решить, преодолеть; (to) undermine – ослабить, подорвать ISO 9000 is everywhere. Drive on any motorway and you notice the 'quality assured to ISO 9000' logos on commercial vehicles. Managers in both private and public sectors know that achieving this standard it is a requirement for doing business with many customers. But is ISO 9000 improving the way organizations serve their customers - or is it a disease in the fabric of our industrial society? It was 1979 when Margaret Thatcher pushed the button that began the spread of the ISO 9000 phenomenon. In the interests of 'improving' British management, she was persuaded that an approach used by the military and power generators would have value. For the previous 20 years, the UK had experienced problems with munitions production, power generation and, in fact, all its new technologies. These were tackled by the introduction of the British Standard BSD 5750, which required organizations to specify how they worked, write that down and prove it to an inspector. For the first time we had a standard that was concerned not with what was made but how it was made - that is, a management, not a product standard. In 1987, the British Government persuaded the International Standards Organization to adopt it as an international standard. The infrastructure of consultants, assessors and quality managers now pervades organizational life on an international scale. The tragedy is that far from being a force for improvement, this British invention is bad for business. It makes people do things that make them worse and stops them doing things that would make them better. ISO 9000 is not improving organizations because it is based on bad theory. Underlying it are concepts of specification and control, rather than those of understanding and improvement, which are the heart of real quality. Customers will recognize that ISO 9000 has led our organizations to focus on procedures rather than service; managers’ point to the excessive bureaucracy and work whose only purpose is to satisfy the ISO 9000 assessor. What had happened was that Government Ministers and managers had persuaded themselves that this standard for 'quality assurance' was akin to the 'Japanese miracle'. After eager visits to Japan, they copied the things they saw - quality circles and suggestion schemes. But it was what they didn't see that mattered, a different way of thinking about the design and management of work. These and principles and methods behind the 'miracle' were based on managing the organization as a system, and the cornerstone was the integration of decision-making with work - something anathema to ISO 9000's traditions. The Japanese, coerced into registering to ISO 9000, complain that it has been undermining world-class thinking. This year Toyota Japan has declared it will not use ISO 9000. Now the standard is being revised. After a five-year review, December this year will see the publication of ISO 9000: 2000, claimed as 'an improvement'. Already, the growth of registrations to ISO 9000 is diminishing in those countries where ISO 9000 has been well established. In countries that follow rather than lead, the rate of new registrations continues apace. The 2000 review was heralded with an admission that people had problems interpreting it and with value for money. But while the new standard has some new language, its underlying philosophy remains unchanged. The requirements for documentation remain; management is conceptualized as an arm's-length activity. The new ISO 9000 maintains a philosophy of planning and control, whereas we should be encouraging managers to learn about the 'what and why' of current performance as the basis for learning rather than control. When managers do learn how to understand the 'what and why' of current performance they discover for themselves just how much their registration to ISO 9000 is hindering rather than improving performance. Answer the questions according to the text: 1. When did the spread of ISO 9000 begin? 2. What did the British Standard BSD 5770 require? 3. What is the heart of real quality according to the text? 4. This year Toyota Japan has declared it will not use ISO 9000, hasn`t it? 5. Does the new ISO 9000 maintain a philosophy of planning and control? Exercises: 1) Match the words with their opposites: 1. vehicles a. a natural fact 2. a phenomenon b. a norm/sample 3. munitions c. too much 4. to tackle d. a perfection 5. a standard e. weapons 6. a scale f. to force 7. an improvement g. means of transport 8. excessive h. to delay 9. to coerce i. a level 10. to hinder j. to solve 2) Translate word expressions into English using the text and the words from Ex. I: Коммерческий транспорт, уникальное явление, производство оружия, решать проблемы новых технологий, международный стандарт, выводить на высокий уровень, улучшение качества, чрезмерная бюрократия, вынуждать зарегистрировать в системе, мешать реорганизации. 3) Use the proper word form in the gap:
4) Use the proper grammatical form (refer to the text if it is needed):
5) Choose the best variant: The 2000 1. ______was heralded with an admission that people had problems interpreting it and with 2. _______ for money. But while the new standard has some new language, its underlying philosophy remains 3. ______. The requirements 4. _______ documentation remain; management is conceptualized as an arm's-length activity. The new ISO 9000 5. ________ a philosophy of planning and control, whereas we should be encouraging managers to learn 6. _________ the 'what and why' of current performance as the basis for learning 7. ________ than control. When managers do learn how to understand the 'what and why' of current performance they discover for themselves just how much their registration to ISO 9000 is hindering rather than improving performance.
Adopted from http: //www.slideshare.net/siddharth4mba/the-case-against-iso-9000-by-john-seddon UNIT 5. QUALITY PUT INTO PRACTICE Vocabulary (to) allocate – распределять; assessment – оценка, оценивание; benefits – преимущества, выгода; breakthrough – прорыв; customer perception – понимание запросов клиента; (to) embark – начинать, придерживаться. first and foremost – прежде всего; goal/target – цель; (to) implement – внедрять, применять; (to) perceive – понимать, воспринимать; (to) scale up – постепенно увеличивать, расширять в масштабе; (to) shoulder – брать на себя; (to) take the lead – взять на себя инициативу; (to) urge – настойчиво просить; Joseph Juran, along with W. Edwards Deming and Philip Crosby, is one of the founders of the quality management movement. While Deming and Crosby often spoke of quality in more philosophical terms, urging companies to adopt quality as a vision, Juran concentrated on the problems of planning and implementing quality systems. Juran was born in Romania in 1904, but grew up in rural Minnesota. He attended the University of Minnesota, where he studied electrical engineering and was also chess champion. He then went to work for Western Electric Company at Hawthorn, near Chicago, where he developed many of his most important ideas on quality. After the Second World War, he joined the faculty of New York University and began further revising and publicizing his ideas. This led him towards a series of lectures and consultancy projects in Japan during the 1950s and 1960s. Juran defines quality as 'managing the activities needed to achieve the quality objectives of an organization'. He begins from two principles. First, managers have to realise that 'they, not the workers, must shoulder most of the responsibility for the performance of their companies'. Second, they must understand the financial benefits that can be realised once quality is made a priority. He thus turns quality into a management issue first and foremost. Juran insists that the user, not the producer, defines quality. If the customer does not perceive that a product has delivered good quality, then the company has failed. An assessment of quality, therefore, means that management must look outside the company as well as inside. The assessment of quality is seen as the first step in implementing a quality system, and requires the company to analyze customer perceptions, internal systems, whether there is a 'quality culture' in the organization and, most important, the financial costs of delivering poor-quality products. In organizing for quality, managers again must take the lead. Juran suggests the idea of 'quality councils', teams of senior managers drawn from all departments who could lead the coordination of systems across the company. Quality is implemented in three stages. First, in the planning stage, quality targets are set and resources are allocated. In the control stage, performance is evaluated and compared with goals, and the gap between the two identified. Third, for each gap, a quality improvement project is set up to find ways of closing the gap and then implementing the solutions. Juran thinks that the next breakthrough in quality will need to scale up. Right now, the companies that have reached the state of being quality leaders represent a very small part of the economy. We have a very desperate need to scale that up. We are scaling it up, but the pace disappoints him. A number of forces, of course, are urging scaling up. The companies that have achieved leadership are forcing their suppliers to do the same. Therefore, that is a force for scaling up. The needed breakthrough is to scale up, and one of the hidden ingredients there is a feeling of cultural resistance. People are too reluctant to tackle these activities engaged in by the leaders. They are afraid: " For us, that's unknown territory. We are not sure where it will lead us. Our business is different." When the quality leaders embarked on their successful approach, either defensively because their market was being taken away by the Japanese or for other reasons, none of them really achieved the state of leadership in less than six years. Some took eight to 10 years. And that, in itself, is a process of scaling up. Answer the questions – are the statements true (T) or false (F): 1. Joseph Juran is the only founder of the Quality management ideology. 2. Juran was born in Romania at the beginning of the XXth century. 3. Juran`s definition of quality is based on three principles. 4. Juran insists that the user and the producer determine quality. 5. The assessment of quality is considered to be the first step in producing a quality system. Exercises: 1) Match the words with their synonyms: 1. to urge a. a question 2. terms b. embodying 3. implementing c. to call 4. an objective d. to give 5. an issue e. a decision 6. an assessment f. a goal 7. a solution g. an evaluation 8. a perception h. conditions/relations 9. to allocate i. to start 10. to embark j. a comprehension 2) Translate word expressions into English using the text and the words from Ex. I: Призвать к миру, внедрение системы качества, в философском отношении, цели организации, вопросы управления, оценка качества, решение важных задач, распределять ресурсы, придерживаться успешного подхода. 3) Use the proper word form Ex. I in the gap: 1. The company …. its resources properly to make more profit. 2. The …. of the staff is an obligatory procedure. 3. In the planning stage, quality …. are set. 4. When the quality leaders …. on their successful approach, none of them really achieved the state of leadership in less than six years. 5. A quality improvement project is set up to find ways of closing the gap and then the solutions. 6. The assessment of quality requires the company to analyze customer ….. 7. Deming and Crosby …. companies to adopt quality as a vision. 4) Use the proper grammatical form (refer to the text if it is needed):
5) Choose the best variant: The (1) _______ of quality is seen as the first step in implementing a quality system, and (2) _____ the company to analyze customer perceptions, (3) ______ systems, whether there is a “quality culture” (4) ______ the organization and, most important, the financial costs of delivering poor-quality products. In organizing for quality, managers again must take the (5) ______. Juran suggests the idea of 'quality councils', (6) ________ of senior managers drawn from all (7) _______ who could lead the coordination of systems across the company.
References: The Financial Times Watch the video and discuss it in class: http: //www.youtube.com/watch? v=kao1K30LXEk TEST Choose the proper variant: 1. The last time Britain`s __________ was this low in July 2008. a) unemployment rank b) unemployment rate c) unemployment bank 2. Before ________ of Lehman Brothers plunged the global economy into recession. a) the contest b) the intense c) the collapse 3. According to the latest Office for National Statistics data it is _________ the old ruler no longer apply. a) obvious b) gorgeous c) previous 4. ___________ of people aged 16 to 64 in work stood at 74.4%. a) the portion b) the participation c) the proportion 5. Weaker union and lower inflation ____________ with structural change. a) were coincided b) have coincided c) were coinciding 6. Average earnings were rising ________ an annual rate of 1%. a) up b) at c) to 7. Employers have been __________ no immediate pressure to offer higher pay. a) under b) below c) down 8. The _________ Beijing stock exchange on Qianmen West Riverbank Street is a building that has endured the city`s whirlwind change. a) former b) early c) preceding 9. A growing number of banks and hotels began to appear to serve the _________ of merchants. a) influx b) influence c) index 10. Western-style capitalism and ___________ development are back. a) freewhile b) freewheeling c) freewhaling 11. The fate of the old stock exchange lies in the hands of several __________. a) stakehelders b) stayholders c) stakeholders 12. At the beginning of the last century the situation __________. a) changes b) changed c) has changed 13. In 1990, China got its __________ stock exchange again. a) private b) personal c) own 14. The first foreign fast-food _________ opened in the late 1980s. a) network b) chain c) association 15. Calling for extra effort to rebuild battered consumer and business ___________, the IMF boss quoted Winston Churchill. a) commerce b) conference c) confidence 16. Recent employment figures have shown a jump in the number of over – 50s in the _________. a) jobforce b) workforce c) labourforce 17. Greece has to adopt ___________ debt repayment programs. a) unsustainable b) unsustained c) unsustainful 18. Much of the ECB`s extra funding remains stuck in the banking system and unable to reach ___________ and small business. a) compressors b) confessors c) consumers 19. The potential growth in advanced economies are expected to increase _________. a) slight b) slightly c) slighted 20. She _________ concerns about the Eurozone last week. a) has voiced b) voiced c) was voicing 21. The report sidesteps the need _______ the IMF to write ______ the debts. a) for/off b) in/down c) at/from 22. The problem with power generation and new technologies were _______ by the introduction of the British Standard BSD 5750. a) hindered b) tackled c) persuaded 23. The registration to ISO 9000 is __________ rather than improving performance. a) hindering b) tackling c) persuading 24. The Japanese, __________ into registering to ISO 9000, complain that it has a bad effect. a) coined b) coincided c) coerced 25. The 2000 review was heralded with an _________ that people had problems with the value of money. a) admission b) attraction c) admiration 26. ISO 9000 is __________. a) everybody b) something c) everywhere 27. It makes people do things that make them ___________. a) worse b) worst c) badder 28. Now the standard __________. a) is revised b) is being revised c) is revising 29. Some specialists are concentrating on the problems of planning and _________ quality system into practice. a) implementing b) inventing c) employing 30. The __________ of quality requires the company to analyse customer perception, internal systems and financial costs. a) assessment b) assignment c) appreciation 31. In the planning stage, quality targets are set and resources are ____________. a) located b) relocated c) allocated 32. The quality leaders ___________ on their successful approach. a) stuck b) embarked c) began 33. He worked for Western Electric Company where he developed many of ______ important ideas. a) him b) he`s c) his 34. Juran insists that quality ______________ by the user, not the producer. a) defines b) defined c) is defined 35. The __________ principle of quality makes a manger shoulder most of the responsibility for the company performance. a) one`s b) one c) first
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