Управление качеством реферат на английском
Обновлено: 05.07.2024
Представлен реферат по английскому языку на тему Менеджмент/ Management с переводом читать бесплатно.
Одной из наиболее важных функций, реализуемых менеджментом, является планирование. На данном этапе менеджеры определяют цели, а затем думают о стратегиях их достижения. Сюда входит создание плана и последующее разумное поведение. Когда цели установлены, менеджеры готовят задания и приступают к их организации в различных подразделениях и отделах. Следующий этап менеджмента – это управление. На этом этапе менеджер распределяет задачи сотрудникам и имеет право контролировать процесс их выполнения. Контроль является важным этапом, так как менеджер может привносить некоторые коррективы в деятельность каждого работника. Он или она должны убедиться, что производительность соответствует плану. Заключительный этап – это согласование, то есть объединение результатов коллективной работы.
Большинство международных компаний имеют трехуровневую систему управления, которая состоит из:
— Менеджеров первого звена
— Менеджеров среднего звена
— Менеджеры высшего звена.
Менеджеры первого звена занимаются, в первую очередь, контролем и направлением. В эту группу входят супервайзеры или руководители подразделений. Кроме того, они могут мотивировать сотрудников и вести отчет производительности. Менеджеры среднего звена являются руководителями филиалов или отделений, и отвечают за функционирование отдела. Они уделяют больше времени организационным вопросам, чем менеджеры первого звена. Менеджеры верхнего звена представлены советом директоров. Их обязанность заключается в том, чтобы управлять и контролировать работу всей организации. Они пытаются следить за мировой экономикой, политикой и рынком конкуренции.
“Management” has become a frequent word in business area. It’s a wide notion, but in general, management means organizing and coordinating a group of people for directing them towards accomplishing a goal. This process can include manipulation of various resources: human, financial, natural, technological, etc. Apart from organizing entities, management uses other functions, such as forecasting, planning, staffing, controlling, actuating, commanding. Speaking of its etymology, the word ‘manage’ has Italian roots. It means to handle something. People, who have the responsibility to manage small firms or large companies, are either directors or managers. These people have the authority to make decisions according the enterprise.
One of the most important functions, that management implements, is planning. At this stage managers set objectives and then think of strategies for achieving them. It involves the creation of a plan followed by intelligent behavior. When the objectives are set, managers prepare tasks and proceed to organizing them within various sections or departments. Next stage of management is commanding. At this stage the manager hands out the tasks to employees ad has the right to supervise whether the y are being carried out. Controlling is an important stage, when manager can bring some corrections to the individuals’ activities. He or she should make sure that performance is according to the plan. The final stage is coordinating, i.e. bringing together the results of collective work.
Most international companies have a three-leveled management system, which comprises of:
- First-level managers
- Middle-level managers
- Top-level managers.
First-level managers focus on controlling and directing on the first place. This group includes supervisors or section leaders. Other than that, they can motivate employees and keep performance feedback. Middle-level managers are branch or department leaders, who are responsible for department’s function. They devote more time to organizing than lower management. Top-level managers are presented by the board of directors. Their responsibility is to control and oversee the performance of the whole organization. They try to follow the world economies, politics and broad competition.
Total Quality Management (TQM) has been around for several years. The concept is being applied to business and industry processes for the purpose of quality improvement. Many businesses feel that TQM is only for large manufacturing type businesses or major industries. (Lee p1) TQM can be used for everyone with managers and employees. Certainly everyone involved with customer service. It is important to recognize the TQM and assessment are made up of identifiable, measurable components. Proper orientation to and understanding of the TQM philosophy, team development, problem solving techniques, and statistical process control must be the mission of everyone in any organization. (Lee p1)
The wall street journal has twice reported on the struggling efforts of companies trying to improve overall quality and customer satisfaction. (Chaudron p2) Management must realize that to fully implement TQM, satisfy customers, and promote teamwork in the entire organization, often wrenching systemic changes must be made: profit sharing may be introduced; individual performance appraisals may be radically changed or eliminated; organizational structure may be realigned away from functions to a customer process or geographic based structure, information may be given to employees formerly reserved for senior management; and significantly more authority may be given to line employees. (Chaudron p2)
A manager of people needs to understand that all people are different. This is not ranking people. They need to understand that the performance of anyone is governed largely by the system that he works in, the responsibility of management. (Deming p1) A leader of transformation, and managers involved, need to learn the psychology of individuals, the psychology of a group, they psychology of society, and the psychology of change. (Deming p1)
Changing behaviors is probably the most critical area in the process of change. People do not necessarily resist change. They resist being changed. It is important to give people time to understand the true needs and the process of change. Leaders promote open communication and clear visionss of the organizations future. The stronger culture values towards the market place, the less need for policy, instructions, organizational charts etc. Leaders empower and involve people to achieve the organization s objectives. (Deming)
TQM has been proven to work in many types of businesses such as Health Care facilities, Universities, multi million dollar corporations and small businesses. Can the concepts of TQM be applied to Hotel management operations? The Hotel industry is a very competitive business, based almost solely on customer satisfaction. Hotels have been feeling much more pressure in the past decade; they have been feeling a sense of crisis. Crisis that is caused due to th increasing number of new hotels being built up and down the interstates. An old hotel must use the concepts of TQM to keep themselves in the forefront of customer minds.
To make the TQM philosophy work in the hotel industry, you must have continuos commitment from all levels of employees. Corporate owner, general managers, department managers, shift supervisors and hourly employees. The commitment must be to embrace and implement the philosophy of Deming and the principles of TQM on a daily basis. The focus must be on the processes of the organization and on providing leadership. Above all this commitment must be consistent.
Owners and management must decide together and implement methods that can bring about change in the processes that produce product (room style and cleanliness) and service (customer satisfaction ) for the hotel.
Management must review its mission and challenge suppervisors and employees to identify their respective departments philosophies, goals, objectives, and expected outcomes. If they don t know the results they desire, assessment is meaningless. Once this is accomplished, techniques can be identified to measure quality improvement and to reduce the variation of outcomes. Commitment to quality is essential if companies are to succeed in a commercial environment.
If you look at a 30 year old hotel and compare it to several new hotels, the older one better offer something of good quality and with excellent customer service. Competing with brand new is tough in this day and age. Customers want the best, they expect the best. TQM style will help bring out the best in any company.
Comparing management styles of two hotels, brings about some interesting discoveries. One that used the TQM philosophy and the other that did not. The most obvious difference was the attitudes of the employees. The TQM hotel has employees that feel like they are the hotel. The same projection was received from the housekeeping staff as for the guest service agents. The general manager does not call them employees he calls them team members. They have team meetings, they all realize the importance of each job and each of them cross train for the other positions. The general manger has empowered the employees to make decisions on behalf of the business. They all have support from corporate managers and district managers. With this franchised hotel they all support each other. They try to keep their workplace fun with contest and monetary winnings. These employees enjoy coming to work and try to make each day better than the last. When the hotel succeeds so do the employees.
The hotel without TQM present does not run the same at all. Employees come to work to fill their shifts. They make the same amount of money whether the hotel is full or empty. Empowerment is not a work that is recognized. All departments are separate and do not necessarily work together. The manager does much more managing and works harder because everything that happens is brought to them. When shown the difference between the hotels we are also forced to look at which one fares better in the community. With out a doubt the TQM hotel surpassed the other hotel.
Suggestions to make TQM work for everyone.
+ Make a personal self-examination regarding your willingness and discipline to alter day-to-day management behaviors in such a way that the organization is ever mindful of the strategic importance of TQM.
+ Establish agreed upon quality measurements, followed by widespread search for the best performers to measure against.
+ See out customer feedback and objectively measure their concerns.
+ Work with employees to help them understand the strategic importance of new TQM activities and to buy into the process.
+ Don t go overboard. Focus on a few processes and their characteristics.
+ Create an organization that is capable of learning from itself in the quest for continuos quality improvement in the strategic process
Quality management principles are a comprehensive and fundamental rule of belief, for leading the operation and organization, aimed at continually improving performance over the long term by focusing on customers while addressing the needs of all stake holders. (Quality Management) These principles used in hotel management could take you to the competitive edge.
Principle 1 Customer Focused Organization: organizations depend on their customers and therefore should understand current and future customer needs, meet customer requirements, and strive to exceed customer expections.
Principle 2 Leadership: Leaders establish unity of purpose, direction, and the internal environment of organization. They create that environment in which people can become fully involved in achieving the organization s objectives.
Principle 3 Involvement of People: People at all levels are the essence of an organization and their full involvement enables their abilities to be used for the organization s benefit.
Principle 4 Process Approach: A desired result is achieved more efficiently when related resources and activities are managed as a process.
Principle 5 System Approach to Management: Identifying, understanding, and managing a system of interrelated processes for a given objective contributes to the effectiveness and efficiency of the organization.
Principle 6 Continual improvement: Continual improvement is a permanent objective of the organization.
Principle 7 Factual Approach to Decision Making: Effective decisions and actions are based on the logical and intuitive analysis of data and information.
Principle 8 Mutually Beneficial supplier Relationships: Mutually beneficial relationship between organizations and its supplier enhance the ability of both organizations to create value. (Quality Management)
If all principles are applied with effective management, they will most certainly do a whole lot of good to create a better atmosphere for more effective people. Changing behaviors is probably the most critical area in the process of change. Leaders should empower and involve employees to achieve the organization s objectives. Continuous improvement is a mindset, a way of doing business. We are never good enough; we can always be better. This is an ethic and an aspiration. (CIDR)
On the other side of the coin, not everyone agrees with the whole TQM concept. In an article by Robert A Zawacki, Carol A. Norman, Paul A. Zawacki and Paul D Applegate, they say that total quality programs are a bust because TQM programs try to implement 9,000 new practices simultaneously. Their conclusions were (1) Involve everyone in the process, and (2) be willing to change everything, but concentrate on one thing at a time. They believe that most continuos improvement and partnering programs are failing because individual contributors are overworked, lack alignment and feel devalued by their leaders. In their opinion the error that many leaders made in the 1990 s , in their rush to embrace the total quality movement, was that although they recognized the importance of quality they put more efforts into planning than they did into implementation and follow-up. (Zawacki p1)
TQM can work with efforts of everyone. From the highest paid to the lowest paid. Everyone in the company is important. Jobs will be better, people will be happier and customers more satisfied. That spells better business and more business. Everyone wins. All it takes is commitment.
В разработке представлены тексты для самостоятельной работы по дисциплине иностранный язык для специальности Техническое регулирование и управление качеством по семестрам с критериями ценивания для каждого вида заданий.
САМОСТОЯТЕЛЬНАЯ РАБОТА ДЛЯ СТУДЕНТОВ СПЕЦИАЛЬНОСТИ ТЕХНИЧЕСКОЕ РЕГУЛИРОВАНИЕ И УПРАВЛЕНИЕ КАЧЕСТВОМ
2 КУРС 3 СЕМЕСТР
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Materials Science and Technology is the study of materials and how they can be fabricated to meet the needs of modern technology. Using the laboratory techniques and knowledge of physics, chemistry, and metallurgy, scientists are finding new ways of using metals, plastics and other materials.
Engineers must know how materials respond to external forces, such as tension, compression, torsion, bending, and shear. All materials respond to these forces by elastic deformation. That is, the materials return their original size and form when the external force disappears. The materials may also have permanent deformation or they may fracture. The results of external forces are creep and fatigue.
Compression is a pressure causing a decrease in volume. When a material is subjected to a bending, shearing, or torsion (twisting) force, both tensile and compressive forces are simultaneously at work. When a metal bar is bent, one side of it is stretched and subjected to a tensional force, and the other side is compressed.
Tension is a pulling force; for example, the force in a cable holding a weight. Under tension, a material usually stretches, returning to its original length if the force does not exceed the material's elastic limit. Under larger tensions, the material does not return completely to its original condition, and under greater forces the material ruptures.
Fatigue is the growth of cracks under stress. It occurs when a mechanical part is subjected to a repeated or cyclic stress, such as vibration. Even when the maximum stress never exceeds the elastic limit, failure of the material can occur even after a short time. No deformation is seen during fatigue, but small localized cracks develop and propagate through the material until the remaining cross-sectional area cannot support the maximum stress of the cyclic force. Knowledge of tensile stress, elastic limits, and the resistance of materials to creep and fatigue are of basic importance in engineering.
Creep is a slow, permanent deformation that results from a steady force acting on a material. Materials at high temperatures usually suffer from this deformation. The gradual loosening of bolts and the deformation of components of machines and engines are all the examples of creep. In many cases the slow deformation stops because deformation eliminates the force causing the creep. Creep extended over a long time finally leads to the rupture of the material.
Vocabulary
bar— брусок, прут
completely — полностью, совершенно
compression — сжатие
creep — ползучесть
cross-sectional area — площадь поперечного сечения
cyclic stress — циклическое напряжение
decrease — уменьшение
elastic deformation — упругая деформация
elastic limit — предел упругости
exceed — превышать
external forces — внешние силы
fatigue — усталость металла
fracture — перелом, излом
loosen — ослаблять, расшатывать
permanent deformation — постоянная деформация
remaining — оставшийся
shear — срез
simultaneously — одновременно
to stretch — растягивать
technique — методы
tension — напряженность
to propagate — распространяться
to bend — гнуть, согнуть
to extend — расширять, продолжаться
to meet the needs — отвечать требованиям
to occur — происходить
to respond — отвечать реагировать
to suffer — страдать
torsion — кручение
twisting — закручивание, изгиб
volume — объем, количество
rupture — разрыв
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Density (specific weight) is the amount of mass in a unit volume. It is measured in kilograms per cubic metre. The density of water is 1000 kg/ m 3 but most materials have a higher density and sink in water. Aluminium alloys, with typical densities around 2800 kg/ m 3 are considerably less dense than steels, which have typical densities around 7800 kg/ m 3 . Density is important in any application where the material must not be heavy.
Stiffness (rigidity) is a measure of the resistance to deformation such as stretching or bending. The Young modulus is a measure of the resistance to simple stretching or compression. It is the ratio of the applied force per unit area (stress) to the fractional elastic deformation (strain). Stiffness is important when a rigid structure is to be made.
Strength is the force per unit area (stress) that a material can support without failing. The units are the same as those of Stiffness, MN/m 2 , but in this case the deformation is irreversible. The yield strength is the stress at which a material first deforms plastically. For a metal the yield strength may be less than the fracture strength, which is the stress at which it breaks. Many materials have a higher strength in compression than in tension.
ability — способность
amount — количество
absorb — поглощать
amount — количество
application — применение
brittle — хрупкий, ломкий
car body — кузов автомобиля
constituent — компонент
crack — трещина
creep resistance — устойчивость к ползучести
definition — определение
density — плотность
ductility — ковкость, эластичность
failure — повреждение
gradual — постепенный
permanent — постоянный
rigid — жесткий
to sink — тонуть
square root — квадратный корень
stiffness — жесткость
strain — нагрузка, напряжение, деформация
strength — прочность
stress — давление, напряжение
tensile strength — прочность на разрыв
toughness — прочность, стойкость
yield strength — прочность текучести
Young modulus — модуль Юнга
2 КУРС 4 СЕМЕСТР
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An important feature of hot working is that it provides the improvement of mechanical properties of metals . Hot-working (hot-rolling or hot-forging) eliminates porosity, directionality, and segregation that are usually present in metals. Hot-worked products have better ductility and toughness than the unworked casting. During the forging of a bar, the grains of the metal become greatly elongated in the direction of flow. As a result, the toughness of the metal is greatly improved in this direction and weakened in directions transverse to the flow. Good forging makes the flow lines in the finished part oriented so as to lie in the direction of maximum stress when the part is placed in service.
The ability of a metal to resist thinning and fracture during cold-working operations plays an important role in alloy selection. In operations that involve stretching, the best alloys are those which grow stronger with strain (are strain hardening) — for example, the copper-zinc alloy, brass, used for cartridges and the aluminum-magnesium alloys in beverage cans, which exhibit greater strain hardening.
Fracture of the workpiece during forming can result from inner flaws in the metal. These flaws often consist of nonmetallic inclusions such as oxides or sulfides that are trapped in the metal during refining. Such inclusions can be avoided by proper manufacturing procedures.
The ability of different metals to undergo strain varies. The change of the shape after one forming operation is often limited by the tensile ductility of the metal. Metals such as copper and aluminum are more ductile in such operations than other metals.
Vocabulary
feature — черта, особенность
to provide — обеспечивать
improvement — улучшение
property — свойство
eliminate — ликвидировать, исключать
porosity — пористость
directional — направленный
to segregate — разделять
casting — отливка
elongated — удлиненный
to weaken — ослабевать, ослаблять
transverse — поперечный
flow — течение, поток
finished — отделанный
thinning — утончение
fracture — разрушение
strain hardening — деформационное упрочнение
brass — латунь
beverage — напиток
can — консервная банка
to exhibit — проявлять
inner — внутренний
flaws — недостатки, дефекты кристаллической решетки
inclusion — включение
trapped — зд. заключенный
refining — очищать, очистка
to avoid — избегать
to undergo — подвергаться
tensile ductility — пластичность при растяжении
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Ductility is the ability of a material to deform without breaking. One of the great advantages of metals is their ability to be formed into the shape that is needed, such as car body parts. Materials that are not ductile are brittle. Ductile materials can absorb energy by deformation but brittle materials cannot.
Toughness is the resistance of a material to breaking when there is a crack in it. For a material of given toughness, the stress at which it will fail is inversely proportional to the square root of the size of the largest defect present. Toughness is different from strength: the toughest steels, for example, are different from the ones with highest tensile strength. Brittle materials have low toughness: glass can be broken along a chosen line by first scratching it with a diamond. Composites can be designed to have considerably greater toughness than their constituent materials. The example of a very tough composite is fiberglass that is very flexible and strong.
Creep resistance is the resistance to a gradual permanent change of shape, and it becomes especially important at higher temperatures. A successful research has been made in materials for machine parts that operate at high temperatures and under high tensile forces without gradually extending, for example the parts of plane engines.
ability — способность
amount — количество
absorb — поглощать
amount — количество
application — применение
brittle — хрупкий, ломкий
car body — кузов автомобиля
constituent — компонент
crack — трещина
creep resistance — устойчивость к ползучести
definition — определение
density — плотность
ductility — ковкость, эластичность
failure — повреждение
gradual — постепенный
permanent — постоянный
rigid — жесткий
to sink — тонуть
square root — квадратный корень
stiffness — жесткость
strain — нагрузка, напряжение, деформация
strength — прочность
stress — давление, напряжение
tensile strength — прочность на разрыв
toughness — прочность, стойкость
yield strength — прочность текучести
Young modulus — модуль Юнга
3 КУРС 5 СЕМЕСТР
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TEXT A. MACHINE TOOLS —
A MEASURE OF MAN'S PROGRESS
The variety and combinations of machine tools today are unlimited. Some of them are very small and can be mounted on a work-bench 1 but others are so large that we have to construct special buildings to house them.
There are some basic operations at any workshop. They are turning, drilling, threading, etc. The main machine tool of such a workshop is the multipurpose lathe. What is a lathe? It is a power-driven machine 2 with special tools which can cut or form metal parts. The metal that cuts another metal must be very hard and so tools should ^be made of very hard steel alloys. The tool itself is very small in comparison with the mechanism that is to direct it.
Technological progress improves accuracy of machine tools. Today's equipment can produce parts with very high accuracy. One can find a number of 3 machine tools that can measure and inspect their production themselves — machine tools that are to handle the parts mechanically and automatically. Such machines can hold the parts which are to be measured and are able to indicate precise measurements themselves. A great many of such "clever" machines can be found today in our industry.
Since machine tools become faster and more complex, automatic measurements and inspection ought to be of greater importance. Automation is one of the main factors of engineering progress.
Flexible production lines form the basis for automated workshops. The main principle of such a flexible line is the fact that it can be switched over from one product to another, which has a similar structure but a different outline, almost instantaneously. It is equally efficient in conditions of both mass and small-batch production 4 and will serve to increase the productivity.
Notes on the Text
1. work-bench — верстак
2. power-driven machine — станок с механическим приводом
3. number of — ряд, несколько
4. small-batch production — производство маленьких партий продукции
accuracy n — точность machine tool n — станок
alloy n — сплав main a — главный
condition n — условие mount v — помещать, устанавливать
cut (cut) v — резать multipurpose a — многоцелевой
direct v — управлять outline n — очертание, конфигурация
drill v — сверлить part n — деталь
equip v — оснащать precise a — точный
fast a — быстрый produce v — производить
flexible a — гибкий similar a — подобный
handle v — управлять steel n — сталь
hard a — твердый switch v — переключать
hold (held) v — держать thread v — делать нарезку резьбы
house v — вмещать tool n — резец
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