Please, check my translation. Vol 4 №4. In search of quality. Meanwhile American managers always were saying that they believe in quality, stand for quality and fight for quality, seniority of them starting understand that they were oriented basically to achievement of some acceptable quality level. Quality for Americans hasn’t become first-priority task, in spite of slogans and mottos. Seniority of companies executors, managers, government officials and economic strategists don’t think about quality permanently and everyday so far. Key in quality management – not control, but defect-free work. High quality of production provides essentially by setting-up defect-free production, rather than control of ready production. The main idea of such method is to direct all efforts to elimination of possibility of defect appearing during production and assembling processes. In the issue possible defects are eliminating as early as at interim period rather at complete product. Such approach hasn’t spread widely at American companies yet. Wasteful quality examining, defect eliminating and producing new detail instead of rejected work draw away 15 to 40 % of producing capacity of environment in many cases. And spending for those works are 20 to 40 % per each salary dollar. One of approaches that gives possibility to solve those problems is manufacturing execution system, developed by Japanese, named “JIT” (Just-In-Time). Basic idea of the system is rather simple. Materials and components ought to feed to each workplace by relevant orders precisely when they are needed rather than store in big amounts near each workplace. Main target of this system is permanent improving of producing process, elimination of every available waste, such as: time, material etc. At present hundreds of American companies apply this system with success: from “Campbell” and “Uorner Lambert” to “Motorola” and “Intel”. For example, using of it in “Harley Davidson” company permitted to unleash 22 million dol., which was fixed as material inventory at past. Using of this system allows dramatically reduce expenses for management personnel, find defects during producing process and eliminate those immediately on-site, ensure work of all departments with minimal costs. No doubt, adopting of this system requires smoothly running mechanism and responsibility of each worker at his workplace. Also psychological resistance of managers, who don’t get used work without stocks, required to be overcome.

Please, check my translation. Vol 3 №3. When Li Yakoka, who was discharged from “Ford”, came to “Kreisler” on president position, the company was on the verge of bankruptcy. “Kreisler” had enviable track record in research and development field, good dealer net and first-class designers. But he found out in short time that company didn’t work as holistic mechanism. Each department worked absolutely separately, without maintaining any relations between colleagues. There were 35 vice-presidents which hadn’t heard about responsibility delegation. Corporate structure was absolutely irrational – automobile marketing and producing was in charge of one vice-president. Meanwhile manufacturers made automobiles without being interested in marketing department opinion, just hoping that somebody will buy them. In company, practically, was absent of integral financial control system. There nobody had idea about how financial plans and projects was making. Government oriented to short-term benefits, not to long-term wellbeing of company. When benefits started reducing, “Kreisler”, instead of using competitive advantages as good engineering and designer personnel, began reducing of expenses by reducing investments to researches and developments. Quality of automobiles was unacceptable, customers complained a lot and many automobiles were being returned to dealers for repair. “Kreisler” share of automobile market permanently reduced while level of customer loyalty to Kreisler’s automobiles was lowest among “Big Three”. Customers perceived this brand as “boring and stiff”. Employees of “Kreisler”, which hadn’t idea about team work, moral spirit leaved much to be desired.

please, check my translation №1. Z theory by William Urchin In 1981 professor of Californian University William Urchin developed Z theory which combines features of American and Japan managing styles. In Z type organization employees take part in decision-making process and capable to perform great amount of various producing tasks. This method of approaching, similar to culture of Japan companies, serves as significant impact force for increasing working efficiency and, at the same time, reducing absentee and turnover of stuff. Z theory underlines importance of such aspects as labor rotation, skill extension of stuff, preference of multifunctional worker as compared with single-functioned as well as necessity in permanent development and training personnel. According to William Urchin opinion, employees want to build friendly relations based on collaboration with colleagues and employers. In the network of his theory worker needs support from company and highly appreciates working environment in which family, culture, traditions and social institutes matters not less than work itself. Workers like those have high developed sense of order, discipline and moral duty to work hard. At last, according to Z theory suggested that stuff work with maximal return if management will support them and care about their well-being. Important premise of that theory is that management should be assured in employees. Z theory supposes it is necessary to develop such workforce which would save devotion to his company and would rather work there all life. In that case when worker would reach senior manager level he would throughoutly know company, its activity and would be able efficiently use Z theory to new stuff. №1. Теория Z Уильяма Учи. Уильям Учи, профессор калифорнийского университета, разработал в 1981 году теорию Z, которая сочетает в себе черты американского и японского управленческого стиля. В организации типа Z работники участвуют в процессе принятия решений и способны выполнять множество самых разнообразных производственных заданий. Такой подход, сходный с культурой японских компаний, служит важной движущей силой повышения производительности труда при одновременном уменьшении прогулов и текучести кадров. Теория Z подчеркивает значимость таких аспектов, как ротация работ, расширение навыков сотрудников, преимущество специалистов широкого профиля по сравнению с узкой специализацией, а также потребность в постоянном развитии и подготовке кадров. По мнению Уильяма Учи, работники хотят построить дружеские взаимоотношения на основе сотрудничества с коллегами и работодателями. В рамках его теории работники нуждаются в поддержке со стороны компании и высоко ценят рабочую среду, в которой семья, культура, традиции имеют и социальные институты имеют не менее важное значение, чем сама работа. У таких сотрудников очень высоко развито чувство порядка, дисциплины и моральное обязательство усердно трудиться. Наконец, в рамках теории Z предполагается, что работники будут трудиться с максимальной отдачей, если менеджмент будет их поддерживать и заботиться об их благосостоянии. Важной предпосылкой данной теории является то, что менеджмент должен быть уверен в своих сотрудниках. Теория Z предполагает, что необходимо развивать такую рабочую силу, которая сохраняла бы преданность своей компании и предпочитала бы работать в ней всю жизнь. В таком случае, когда сотрудник дорастает до уровня старшего менеджмента, он будет досконально знать компанию и ее деятельность и сможет эффективно применять теорию Z к новым сотрудникам.

Why msn? Who want to use skype!? Wellcome  - shadoff07

shadoff's notebook entry: May 22, 2010 I was advised by my friend to visit this site to find interlocutor from random part of world. I hope there is many english speakers who want to make acquaintance with me. Particular girls;)