natgillin/translations-raw huggingface dataset:
Til gengæld er CAD ikke meget udbredt i virksomhederne (kun 11% benytter CAD).
The importance of determining the organisational options within a company, before opting for a specific type of technology, is also stressed.
Det mest skuffende aspekt af under søgelsen var, at kun 0,5% af selskaberne havde vedtaget en CIM-strategi, til trods for, at der generelt syntes at være god forståelse for betydningen af at integrere CA-teknologierne.
Similarly, there is a need for companies to embrace an interdisciplinary corporate 'philosophy', which takes account of the human factor.
Resultatet var, at det danske Industriministerium indførte et CIM strategiprogram i sit TUP-program for forskning og udvikling.
Clearly the existing company culture or corporate philisophy of a compnay is likely to have a bearing on its willingness to change and its attitude towards innovation.
Man kan tillige anskue CIM ud fra en anden synsvinkel, nemlig ved at se på det grund læggende mål: at anvende edb-netværkene til at fremskynde og forbedre tidligere adskilte funktioner og gøre dem mere økonomiske ved at sikre, at de nødvendige data er fuldt tilgængelige i alle faser af det kommercielle, logistiske og teknologiske procesforløb.
For example, in France many companies are still run along the Tayloristic lines which makes it difficult to introduce the kind of corporate strategy demanded by CIM which is based on initiative, ability and intelligence.
Et af hovedmålene er at forbedre kvaliteten i virksomheden med henblik på:
Research carried out in Denmark in 1987 revealed that the majority of large companies (500+ employees) use some form CAM within their production, with particular use being made of this within the process industry (e.g. chemicals, food), characterised by a range of highly automated production units.
* kortere forarbejdningstid * hyppigere overholdelse af frister * formindskelse af varelagre * bedre produktkvalitet
The most disapppointing aspect of the analysis was that only 0.5% of companies had adopted a CIM strategy, despite the fact that there appeared to be a generally good understanding of the importance of integrating CA technologies.
Der lægges mindre vægt på at reducere arbejdsstyrken end på at øge virksomhedens kvalitet med de heraf følgende forøgelser af dens overskud.
As a result the Danish Ministry of Industry introduced a CIM strategy programme into its research and development programme entitled TUP.
CIM er derfor et spørgsmål om arbejdskraftens organisation, og en økonomisk virksomhedsstrategi, der involverer med arbejderne mere i produktionsprocesserne som følge af de netværksprocesser, der finder sted i en virksomhed.
Subsequent budgetary cuts have resulted in the demise of this programme but results to date suggest that in many cases there has been a better understanding and appreciation of the process of strategic planning as a vital part of company management.
Dette resultat støtter det synspunkt, at CIM sandsynligvis ikke vil føre til nogen dramatisk indskrænkning af arbejdsstyrken.
Another way of looking at CIM is through its underlying aim which is that of using computer networks to accelerate, improve and render more economical previously separate operations by ensuring high availability of necessary data at all stages of the commercial, logistic and technological process chain.
Endvidere hævdes det, at såfremt opretholdelsen og forbedringen af den af kunden krævede kvalitet skal være et af hovedformålene med CIM, vil opgaverne på alle områder blive mere serviceprægede.
A primary aim is the improvement of quality within the enterprise, resulting in: combining to increase profitability
I samtlige medlemsstater er der tydelige tegn på, at der er og vil være stadig færre arbejds pladser i fremstillingsindustrien.
) ) ) ) improved processing times more frequent meeting of deadlines reduction in warehouse stocks higher quality of products
CIM er kilde til kontroldata og behandler disse data, og er dermed en del af 'servicesiden' i modsætning til virksomhedens 'kerne', som er produktionssiden.
There is less emphasis on reducing the workforce than on increasing the quality of the company, with associated increases in profits.
Med andre ord tyder alt på, at den kapital, der er investeret i en virksomheds produktionsside, sandsynligvis vil blive formindsket, hvorimod investeringen i virksomhedens serviceside sandsynligvis vil blive forøget.
Consequently CIM is a question of the organisation of labour, an economic corporate strategy, involving people more deeply in the production process as a result of the networking processes occurring within a company.
Således kan CIM betragtes som noget, der skaffer og behandler de nødvendige kontroldata til brug for produktionskernen, og som sådan udgør en del af servicesektoren, hvor der er et reelt vækstpotentiale.
In a survey conducted by the Institut fur Arbeitswirtschaft und Organisation (IAO) in Stuttgart covering 141 companies and carried out in 1988, only 20% viewed the reduction in personnel as a possible goal for enterprises using CIM.
Virksomhederne bliver i stigende grad opmærksomme på, at produktion skal betragtes som en tjenesteydelse.
These findings support the view that CIM is unlikely to result in a dramatic contraction of the workforce.
Mange fremstillingsvirksomheder er begyndt at undersøge, hvorledes de skal gribe organisationsstrategien an for at reagere på samme måde som en servicevirksomhed.
The flexibility which CIM brings to the manufacturing process is viewed as central to a company's ability to offer a more flexible presence in the market place.
Svaret synes at ligge i indførelsen af fleksible produktionssystemer med en fleksibel organisation, som styres af en fleksibel arbejdsstyrke, der alle integreres i vidt omfang for at konkurrere effektivt i et kundeorienteret miljø, som styres af markedskræfterne.
Furthermore, it is argued that, if the retention and improvement of the quality required by the customer is to be one of the main aims of CIM, then tasks in all areas shift in the direction of service sector tasks.
CIM og de små og mellemstore virksomheder
CIM as part of the service sector
Når man taler om små og mellemstore virksomheder, er det vigtigt at erkende, at dette begreb har forskellige betydninger i de forskellige medlemsstater.
Throughout the Member States there is ample evidence to suggest that jobs within the manufacturing industries have declined and will continue to decline, with the only real growth being predicted within the service sector, often referred to as the tertiary sector.
I Storbritannien har 99% af virksomhederne under 100 ansatte, mens 64% beskæftiger én eller to. 76% af Storbritanniens virksomheder er familieejede, og af disse ledes kun 3,7% af personer, der ikke hører til familien.
However, the introduction of CIM has led to a radical shift within traditional manufacturing industries from a predominantly manufacturing base towards combined manufacture and service provision.
Virksomheder, som hylder de gammeldags
As a source and processor of
Et synspunkt går ud på, at denne virksomhedstype sandsynligvis enten vil forlade markedet, eller ejeren vil trække sig tilbage fra den aktive lederrolle, mens han vil forblive aktiv på kapitalpolitikkens område.
In other words, while the capital which is invested in the manufacturing part of a company will probably decrease, it is suggested that investment in the service sector side of a company is likely to increase.
Små og mellemstore virksomheder har som regel problemer, fordi de, skønt de kan arbejde ukonventionelt, ofte mangler midlerne til forskning og udvikling og, hvad der er vigtigere, mangler ansatte med de kvalifikationer, der kræves for at innovere.
In this way CIM can be viewed as the provision and processing of necessary control information for the manufacturing core and as such forms a part of the service sector, where growth is a real possibility.
Stuttgart-arbejdsgruppen fandt en række vigtige grunde til, at de små og mellemstore virksomheder burde indføre CIM, nemlig:
Many manufacturing companies are beginning to examine what they will need to do in terms of organisational strategy, in order to react in the same way as a service sector company.
* * * * øget fleksibilitet formindskelse af omkostningerne som følge af kortere forarbejdningstider formindskelse af krav til lagerkapacitet forbedret kvalitet
The answer appears to lie in the introduction of flexible manufacturing systems, run along flexible organisational lines, operated by a flexible workforce, all of which must be highly integrated to compete effectively within a market-driven , client-oriented environment.
CIM betragtes som særlig velegnet for små og mellemstore virksomheder, hvor der er forholdsvis mange korte batchkørsler.
In talking of Small and Medium-sized Enterprises (SMEs), it is important to recognise that this term has different meanings in the different Member States.
Små og mellemstore virksomheder ser sig selv konfronteret med enorme strukturforandringer, og problemer med et stort overskud af specialarbejdere og ufaglærte arbejdere vil ramme dem hårdere end de større virksomheder.
For example, in Denmark SMEs are those companies where there are fewer than 500 employees, whereas in Portugal, there are a large number of family-run businesses employing few people.
Indførelsen af CIM ledsages af en decentraliseringsproces.
In the UK, 99% of businesses employ under 100 people and 64% employ one or two people.
Således kan små og mellemstore virksomheder på nogle måder siges at have en fordel, forjo mindre virksomheden er, des kortere er informationsvejene.
76% of UK companies are family owned, of which only 3.7% are managed by people outside the family.
Til gengæld mangler de de støttesystemer, der er nødvendige for at træffe hensigtsmæssige valg, samt driftskapital og mulighed for at opnå tilskud.
In Germany, the number of family run companies, where the boss is the owner, takes charge of management and equates ownership with managerial competence, has declined heavily over the past 10 years.
Det er hævdet, at små og mellemstore virksomheder er pragmatiske i deres holdning til CIM, som de ønsker at indføre gradvis, idet de i det store og hele stoler på, at de faglærte arbejdere vil yde deres kunder en fleksibel og skræddersyet service.
Enterprises embracing the old-fashioned, patriarchal style of management (the proud owner syndrome) tend to be those which experience the most difficulty in adapting to changes in the market and flexibility requirements and the need to embrace modern management principles.
CIM betragtes ofte ikke som en strategi, men som et forbedret redskab i hænderne på en faglært og alsidig arbejds styrke m.h.p. at øge deres knowhow og opnå større fleksibilitet, større produktivitet, bedre produktkvalitet og kortere leveringstider.
One view is that this type of company is likely to either exit the market or the owner may withdraw from active management, while remaining active in the field of capital policy.
Realistisk set vil CIM-udsigterne for de fleste små og mellemstore virksomheder ikke medføre fuldstændig computer-integration, men en delvis integration, som dog skal udgøre en væsentlig del af de samlede aktiviteter.
SMEs usually find life difficult because, while they may be able to work unconventionally, they often lack adequate budgets for reseaRch and development and, more importantly, they lack employees with the advanced level competence required for innovation.
* CIM's betydning som en strategi må ikke undervurderes.
The Stuttgart working group came up with a series of important reasons for SMEs to introduce CIM, as follows:
Den teknocentriske CIM-model er kommet i miskredit, da den ikke tager hensyn til det høje kvalifikationsniveau, der kræves for at klare tekniske forstyrrelser, omprogrammeringer, kontrol og vedligeholdelse.
* * * * increased flexibility reduction of costs, resulting from shorter processing times reduction of storage requirements improved quality
* Der er ingen sikre tegn på, at CIM vil indebære en drastisk nedskæring af arbejds styrken.
SMEs see themselves confronted with enormous structural changes and the predicted redundancy of semi-skilled and unskilled workers will cause SMEs more problems than large companies.
Det er snarere således, at den vægt, der tillægges kvalitet, sandsynligvis vil involvere medarbejderne mere i produktionsprocessen som følge af det netværk, der opbygges i virksomheden.
For the SME is far less likely to have the capital to invest in upgrading the skills of its workforce and, in many cases, may not even view further training as part of its strategy.
Som kilde til og bearbejder af kontroldata hører CIM til servicesektoren.
Thus in some ways, SMEs can be at an advantage, for the smaller the company, the shorter the information paths.
Forudsat at den optimale fleksibilitet opnås, kan man regne med vækst.
Against this has to set the dual disadvantages of lack of support systems necessary to inform appropriate choice and lack of working capital or access to grants.
CIM er en passende strategi for små og mellemstore virksomheder, trods de to ulemper, nemlig knaphed på kapital og manglende støttesystemer.
It has been found that SMEs tend to adopt a pragmatic gradualist approach to CIM, relying by and large on the skilled craft worker to provide a flexible and customised service to their clients.
F & U-funktionen mangler måske helt, og de har måske ikke nogen ansatte med det høje kompetenceniveau, der kræves for at sikre fortsat innovation.
Rather than being perceived as a strategy, CIM is often viewed as an improved tool in the hands of a skilled and versatile workforce serving to enhance existing know-how and permit greater flexibility, higher productivity, better product quality and shorter delivery times.
Det er mere sandsynligt, at små og mellemstore virksomheder får deres arbejdsgange delvis og ikke fuldstændig computer-integreret.
Realistic CIM prospects for most SMEs will not entail complete computerisation but partial integration, which must, however form an integral part of the overall company operations.
Udbredelsen af CIM vil givet variere fra medlemsstat til medlemsstat.
Summary of issues and questions arising
Man bør overveje at skabe en ramme til støtte for de små og mellemstore virksomheder i alle medlemsstater for at kompensere for de ulemper, der er forbundet med indførelse af CIM.
The importance of CIM as a strategy must not be underestimated -problems will arise, if enterprises fail to integrate the organisation of work, technological development and ways of ensuring the workforce is competent in their overall strategy.
CIM - BETYDNINGEN FOR ARBEJDSORGANISATIONEN
Willingness to change is an implicit element of CIM.
Det er almindeligt anerkendt, at tilpasning til nye teknologiske udviklinger i fremtiden vil blive yderligere kompleks for virksomhederne og medarbejderne.
There is no firm evidence to support the view that CIM will result in a dramatic reduction in the workforce.
De krævede tilpasninger for at kunne håndtere nye processer og nyt udstyr vil kræve mere end simpel, mekanisk opdatering af kompetence.
Rather, the emphasis on quality is likely to involve people more deeply in the production process as a result of networking within the company.
Forandringer og nye tankesæt vil være ndøvendige i forståelsen af medarbejdernes relationer, i opfattelse af opgaven og funktionen og i arbejdets organisering. sering.
As a source and processor of control information, CIM belongs to the service sector. As such it can be expected to grow, providing that optimum flexibility is achieved.
For at disse ændringer i arbejdsgange og organisation kan få den optimale effekt, skal der investeres kraftigt i ordentlig kommunikation, høringsprocesser og dialog mellem arbejds markedets parter.
Although CIM is an appropriate strategy for SMEs, they suffer the dual disadvantages of under-capitalisation and lack of support systems. The R & D function may be absent and they may lack employees with the advanced level of competence needed to ensure continuing innovation.
I denne del vil der blive fokuseret på betydningen af planlægningsfasen, når det menneskecentrerede CIM-system indføres som del af organisationsstrategien, og på de måder, hvorpå de teknologiske fremskridt ændrer selve arbejdets beskaffenhed.
SMEs are more likely to achieve partial rather than complete computerisation of their operations.
Når en virksomhed forsøger at indføre CIM, skal den betragte produktionssystemer - og teknologi, organisation og personale -ud fra et integrationssynspunkt.
It is generally accepted that adapting to new technological developments will become increasingly complex for enterprises and individuals in the future.
Nøgleordet i CIM er integration, men alligevel opretholder mange virksomheder stadig stive grænser mellem afdelingerne. Selve ordet 'afdeling' smager af 'grænser', hvilket strider imod hele CIM-konceptet.
The required adaptations will go beyond the simple and mechanistic updating of competences to cope with new processes and equipment.
Det giver overhovedet ikke mening at tale om CIM på det tekniske område, uden at erkende nødvendigheden af tæt integration med hvordan arbejdet organiseres.
Changes and new ways of thinking will be called for in the whole range of human relationships, in the perception of tasks and functions and in the organisation of work.
Men såfremt arbejdet tilrettelægges på grundlag af tværfaglige hold, hvis med lemmer fungerer som gruppe, forstår hinandens funktionsområder og ikke tilhører for skellige 'afdelinger', bliver problemløsning noget, der klares af hele gruppen i tæt samarbejde. arbejde.
For these changes in work practices and organisation to have optimum effect, there must be major investment in proper communication, consultative processes and dialogue between the social partners.
Organiseringen af arbejdet skal behandles som noget funktionsbestemt, og ikke afdelingsbestemt. I stedet for at have en konstruktionsafdeling er det mere effektivt at tænke på konstruktion, udvikling og planlægning af arbejdet som funktioner, der kan følges ad.
In this section, attention will be focused on the importance of the planning phase when introducing human-centred CIM as part of the organisational strategy; and the ways in which technological advances are changing the very nature of work.
Sådanne mål kan opfyldes ved at benytte planlægningsgrupper med repræsentanter fra forskellige faggrupperne. ne.
creation of manageable working units further training as an investment in the future
I denne forbindelse er det vigtigt, at grupperne er sammensat af personer fra alle trin i hierarkiet, og ikke blot af ledere og mellemledere.
It is seen as absolutely essential that all these aspects are considered before CIM is introduced into the workplace, so that a truly integrated approach can be implemented.
Eksperter fra de forskellige funktionsområder i organisationerne bliver i stand til at udveksle viden og synspunkter.
The IAO has concluded that few companies have reached the stage where the planning process is based on the strategic considerations outlined above.
En af de store fordele ved en sådan udveksling af oplysninger og erfaringer er, at den kan bidrage til at give den enkelte medarbejder en bedre forståelse af virksomheden som helhed.
Instead, for the majority of companies, technology is the starting point for planning and consequently the organisation of work becomes a satellite of technology, with little use being made of organisational freedom and minimal attention paid to human resource issues such as qualification, acceptance and motivation.
Og det har vist sig, at bedre forståelse øger motivationen og jobtilfredsheden i hele virksomheden.
It is only at the conceptual planning phase that changes can still be made without massive cost repercussions.
Hvis hele produktudviklingsprocessen skal afspejles på hver enkelt arbejdsplads, må virksomheden omstruktureres.
According to K. Ebel, the fact that companies need to draw up efficient, integrated and flexible management and organisation systems before they computerise is borne out by a number of surveys.
Man må komme ud over den situation, hvor al tankevirksomhed og aktivitet finder sted inden for hver afdeling for sig.
In other words, the main benefit does not necessarily stem from sophisticated and integrated technology itself but from the reform of management practices and from a more transparent and efficient organisation".
Styrbare organisationsenheder i virksomheden
Departmentalisation as a barrier to CIM
For at kunne levere tjenesteydelser har fremstillingsvirksomheder behov for en organisation med styrbare og over skuelige enheder.
Whenever a company attempts to introduce CIM, it will need to adopt an integrated approach to production systems - to technology, to organisation and personnel alike.
I denne forbindelse ses CIM som noget, der gradvis skal vokse op indefra og ikke indføres med ét slag.
The key word in CIM is integration, yet many companies still maintain departmental boundaries.
Med andre ord skal computer integration ikke indføres i hele virksomheden på én gang.
The very word 'department' has connotations of 'partition', which runs quite counter to the whole concept of CIM.
Det skal først indføres i individuelle 'øer', dog på den betingelse, at disse 'øer' passer sammen. Det er grunden til, at der skal bruges så megen tid og så mange kræfter på planlægningsfasen.
It makes no sense whatsoever to talk of CIM in the technical area, without recognising the necessity for integration within the organisaiton of work.
CIM kræver en grundlæggende omlægning af de normer og ledende principper, der styrer virksomheden. Ifølge Henderson er der flere årsager til, at nye normer for organisatorisk opbygning er påkrævet, især:
Nowadays interdepartmental teamwork is seldom viewed as effective, since it merely affords the chance for each of the separate departments to refuse to take responsibility when problems arise.
* de politiske forandringer i både Vest- og Østeuropa * globaliseringen af verdensmarkederne * globaliseringen af selve den højteknologiske produktion * konkurrencen mellem de store handelsblokke * forbrugernes krav om individuelt designede produkter
However, if work is organised along the lines of interdisciplinary teams, whose members function as a group, understand each other's areas of operation and do not belong to separate 'departments' as such, then problem solving becomes a co-operative group activity.
i skarp modsætning til Taylors model, der er kendetegnet ved standardisering eller standardiseret integration.
There is a need for approaching the organisation of work in terms of functions, rather than in terms of departments.
Arbejdsstyrken skal af en autokratisk ledelse trænes til at udføre simpelt og uhyre monotont arbejde i kæmpemæssige fabrikker.
Instead of having a design department, it is more effective to think of design, development and work planning as functions, which can grow together.
Denne type organisation virker efter lukkede mekaniske, indadskuende principper, som ikke forventes at blive ændret fra uge til uge.
By looking at functions rather than departments, it is possible to consider organisational alternatives.
Arbejder ne behøver kun at lære at udføre deres eget arbejde, og det at lære betragtes som noget passivt, der er baseret på indlæringsregler og -procedurer. (Indlæringsaspektet ved denne model vil blive mere indgående behandlet i Del IV.)
For example, instead of divorcing all planning from the factory floor in its own discrete department, it is possible to consider incorporating a number of planning functions into the work undertaken at the point of production assembly.
Den nye organisationsstruktur er karakteriseret ved et fleksibelt, integreret system.
In order to achieve integration, information must be networked and made accessible or transparent.
Dvs en virksomhed, der består af decentraliserede selvstændige grupper, hvor der gives de enkelte et større ansvar, samtidig med at der opstilles fælles værdinormer og strategier.
Employees will have to learn to see where manufacture links up with sales, where produciton control links up with manufacture, with administration, with development and with design.