Costly setting up disliking permanent stress loyalty scrapping

Date: 2015-10-07; view: 435.

Achieve expenses present aspects guarantee deficiency

Translate the text into Russian.

In production and operation management, over the past few decades, there has been increasing emphasison 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 coststhat 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 awarranty,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 lifetimeemployment – 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.