Английский язык. Практический курс для решения бизнес-задач. Нина Пусенкова
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СКАЧАТЬ (with) v – соглашаться, соответствовать, соблюдать

      20. quality circles – кружки качества

      21. demand n – спрос, требование, потребность, нужда

      demand v – требовать

      demanding a – требовательный, сложный

      22. failure n – неудача, провал, банкротство; отказ (в работе), повреждение, срыв, авария

      fail v – потерпеть неудачу, провалиться, обанкротиться; отказать

      23. expediting n – связь с поставщиками, время исполнения (время для розыска и выполнения потерянного или неправильно направленного заказа)

      expeditor n – диспетчер, экспедитор

      expedite v – ускорять

      24. work-in-progress (WIP) – незавершенное производство, полуфабрикаты

      25. cycle time – время рабочего цикла

      26. layout n – схема расположения, компоновка, планировка, чертеж

      lay out v – располагать, размещать; выделять средства

      27. waste n – отходы, потери; расточительство, перерасход

      waste v – терять, тратить попусту, расточать

      28. dedication n – посвящение, преданность, приверженность

      dedicate v – посвящать

      dedicated a – посвященный, приверженный, преданный

      29. lean manufacturing – рациональное производство

      Exercise 1. Answer the following questions.

      1. What were the news from Japan that amazed the US manufactureres and scholars around 1980? 2. What was the company that pioneered the development of the Japanese manufacturing principles? 3. Why did the US companies manufacture components and parts in large batches? 4. Why did the US companies hold safety stocks? 5. What were the ideas of the US quality gurus that the Japanese successfully applied? 6. What other contributors to improved quality did the JIT approach consider? 7. What was the underlying principle of the quality circles? 8. Why were partnership relations with suppliers so important? 9. Why does it make economic sense to eliminate variety? 10. How did the Japanese shorten cycle times? 11. What was the basic idea of kanban? 12. Why were the Japanese companies happy when they discovered some problem in a process? 13. What is the key premise of the Lean Manufacturing?

      Exercise 2. An American car manufacturer hired a Japanese consultant to help enhance its competitiveness and cut costs. The advisor suggested applying some of the Japanese manufacturing principles. Invent a dialogue between the US vice-president for production and the foreign consultant. Use the following terms.

      JIT

      kanban

      batch size

      safety stocks

      long-term partnership relations with suppliers

      elimination of variety

      shorter cycle-times

      quality circles

      elimination of waste

      problem-solving

      lean manufacturing

      commitment to excellence

      Exercise 3. Compare the American and Japanese management principles along the following lines.

      Exercise 4*. Fill in the blanks using terms given below.

      The Characteristics of the Japanese Approach to Business

      The system of…….. in the large organizations is called Nenko Seido. This means:

      – guaranteed employment until……… at 55;

      – promotion and……….. by seniority;

      – an internal labor market meaning………. from within the company;

      – extensive…….. with an emphasis on long-term behavior, attitudes and performance;

      – extensive……… package, which is regarded as a right and incorporates the needs of the workers’ family;

      – pay which starts off low, but rises dramatically with……….

      Nenko workers in Japan are the privileged………. This system only applies to male……., and there are many smaller non– Nenko organizations, which service and supply their big brothers. The role of the non– Nenko organizations in the economy is to provide the……….. and lower………, achieved by lower wages, absence of job security, pensions, sick leaves, welfare benefits and bonuses.

      The second distinctive characteristic of Japanese business is the fundamental importance of the group. Work is divided and allocated to groups, not individuals. The groups operate as specialists in dealing with………, but within the team the worker is regarded as a………… who will……… between jobs………. in company practices, rather than acquiring a specific technical skill.

      The third feature, which is typical of Japanese corporation, is a very tight centralized control based on…………, which are linked to detailed planning. Also stringently controlled from the center is the……….. of trainee managers, who will ultimately be trusted to carry the company forward into the future.

      Control is also indicative throughout the entire organization, СКАЧАТЬ