natgillin/translations-raw huggingface dataset:
I programmeringsfasen indgik også udarbejdelsen af nogle overordnede principper og forslag vedrørende medarbejderforhold m.v.
The programming phase also included the drawing-up of a number of major principles and proposals on industrial relations etc.
Disse forslag var skitseret i nogle arbejdspapirer og var kun perifert omtalt i selve byggeprogrammet.
These proposals had been outlined in a number of working papers but only marginal reference had been made to them in the building programme itself.
Der var dog i byggeprogrammet taget højde for de mere grundlæggende principper omkring de selvstændige produktionsenheder, som var skitseret allerede i initiativog idefasen.
The building programme did nevertheless provide for the more basic principle of independent production units which had already been outlined in the concept and design phase.
De dokumenter, der foreligger som resultat af programmeringsfasen omfattende byggeprogram og arbejdspapirer m.m. , har sammen med interviews med planlæggerne dannet grundlag for beskrivelsen af DfB-ledelsens mål og intentioner i foregående afsnit.
The documents reflect ing the work in the programming phase, and which included the building programme and various working papers etc., and interviews with the policy makers, were used as the basis for the description of the aims and intentions of The United Breweries' management contained in the previous chapter.
Indsatsen i programmeringsfasen foregik i den til lejligheden etablerede projektorganisation under ledelse af DfB's tekniske direktør.
This detailed planning phase was carried out by, or in close cooperation with, the suppliers.
Projektorganisationen omfattede en teknisk projektgruppe fra koncernens planlægnings- og projekteringsafdeling og en arbejdsgruppe vedrørende medarbejderforhold.
The main planning phase resulted in a proposal which was final ized in the spring of 1977 and on which the board's approval of the project and the budget was based.
Desuden blev ledere og tekniske eksperter fra koncernens planlæg nings-, drifts- og vedligeholdelsesafdelinger inddraget ved vurdering af byggeprogrammet.
Once the proposal had been adopted the site work went ahead although the detailed planning phase had not been completed.
Projekteringsfasen kan opdeles i tre delfaser: a) en dispositionsfase, hvor den idemæssige hovedlinie med hen syn til bygningernes placering og udformning m.v. fastlægges, b) en hovedprojekteringsfase, hvor principperne for de tekniske løsninger fastlægges, og hvor priserne for de foreslåede løsninger beregnes og c) en detailprojekteringsfase, hvor den detaljerede projektering af enkeltafsnit af anlægget foregår.
In addition to the planning of buildings and equipment, the project planning phase also provided for training activities at the Fredericia Brewery.
Detailprojekteringen foretages af eller i tæt samarbejde med leverandørerne.
Plans for the recruitment of staff etc. were also drawn up.
Som resultat af hovedprojekteringsfasen forelå i foråret 1977 et projektforslag, som var grundlag for koncernbestyrelsens godkendelse af projektet og anlægsbevillingen.
The contractors' technicians were also involved in the detailed planning phase. The group's training department took part in the planning of the training activities.
Med godkendelse af projektforslaget kunne anlægsarbejdet sættes i gang, selv om detailprojekteringen ikke var afsluttet.
In addition, a meeting was held between the group management and the executive of the national brewery workers' union.
Projektforslaget beskæftigede sig kun med den fysiske opbygning af bryggeriet og ikke med eksempelvis den organisatoriske opbygning ud over, hvordan hensynet til denne afspejlede sig i den fysiske udformning.
Work began at the site in the spring of 1977 and was completed in the autumn of 1979. The erection of the actual buildings, from the laying of the first stone to roofing, took from September 1977 until the autumn of 1978.
Ved siden af den fysisk-tekni-ske projektering blev der dog i perioden også arbejdet med planlægning af uddannelsesaktiviteterne på FB, ligesom der blev lagt planer for personalerekruttering m.v.
Installation and testing of the equipment ended in the autumn of 1979 with the last bottling line.
Projekteringsarbejdet var helt domineret af den tekniske projektgruppe og de grupper af teknikere og arkitekter, som dele af arbejdet blev delegeret til.
The building phase was carried out by the contractors and suppliers in accordance with the specifications set down in the project description.
I detailplanlægningen blev også leverandørernes teknikere involveret.
This group made sure that the con tractors and suppliers complied with the technical specifications, deadlines and costs stipulated in the contracts.
Ved planlægningen af uddannelsesaktiviteterne var koncernens uddannelsesafdeling involveret.
During the building phase, an external group became involved in the plans for the new brewery.
I perioden afholdtes desuden et møde mellem koncernledelsen og ledelsen af det landsdækkende bryggeriarbejderforbund, hvor sidstnævnte blev informeret om planerne for det nye bryggeri.
The technical runningin phase started with the first trial production run in May 1979 and ended in the summer of 1980 when the runningin problems were solved and a fairly normal production le vel had been reached.
Byggefasen startede med igangsættelsen af anlægsarbejdet på byggepladsen i foråret 1977 og sluttede med montering og af prøvning af de sidste maskindele på den senest byggede tappekolonne i efteråret 1979.
Thus, recruitment of staff, training, establishment of the work organisation and industrial relations, the setting-up of groups, the establishment of cooperative structures, ex pectations, attitudes and norms etc. were part of the "social" run ning-in phase.
Indsatsen i denne fase omfattede alt, hvad der havde med den fysiske opbygning af bryggeriet at gøre inklusive installering og afprøvning af anlæg.
The extent to which the development of the project could be influenced in the runningin phase was determined by the framework laid down in previous decisions.
Selve bygningerne blev opført mellem september 1977, hvor den før ste grundsten blev nedlagt og efteråret 1978, hvor alle bygninger var under tag.
In some cases these decisions were reflected in physical constraints in the lay-out of buildings and equipment.
Arbejdet i byggefasen blev udført efter projektbeskrivelsens specifikationer af de entreprenørfirmaer og leverandører, der havde fået de forskellige entrepriser udliciteret.
The difference in the degree of freedom in influencing the various areas of the project meant that this phase was of crucial importance for a number of aspects of the social set-up, such as work organisation, management and industrial rela tions and associated assessments and attitudes, whereas the techni cal set-up was much less susceptible to change during this period.
Det praktiske arbejde på byggepladsen blev styret og koordineret af et konsulentfirma, der havde fået overdraget denne opgave af projektgruppen.
On the one hand, there were many more factors involved, e.g., the growing number of staff and, on the other, the structure was in creasingly exposed to outside influences.
Projektgruppen overvågede, at aftalerne med entreprenører og leverandører blev overholdt med hensyn til tekniske specifikationer, tidsfrister og økonomi.
This chapter describes those parties who influenced the final set-up in one way or another, including actual decision makers, groups working for these decision makers, or other groups representing special interests.
I byggeperioden begyndte en udefra kommende gruppe at gøre sig gældende i forbindelse med planerne for det nye bryggeri.
From the outset, the technical manager of The United Breweries was the prime mover in the project and was in charge of the overall management in most phases.
Det var et udvalg nedsat af Bryggeriarbejderforbundet i ef teråret 1977.
In 1977 he was elected chairman of the new board of the Fredericia Brewery and was thus also assigned part of the overall reponsibility for the new brewery after its establishment.
Det såkaldte "Fredericiaudvalg" tog kontakt til
The project team drew on the resources of the group's other technicians in various phases of the work.
20 projektledelsen for specielt at orientere sig om planerne vedrørende arbejdsorganisatoriske og personalemæssige for hold.
The final version of the building programme and project proposals, as well as subsequent decisions in the planning phase, were thus to a very large extent the result of decisions taken by the building committee.
Indkøringsfasen startede med ansættelsen af de første medarbejdere (efter direktøren og administrationschefen) i maj 1978.
A technical project group was established to take charge of the pro gramming and actual project work.
Der er både tale om en "teknisk" og en "social" indkø ring.
In the programming phase this group, whose members were recruited from the group's planning and project department, was composed of selected technical planners.
Den tekniske indkøring vedrører prøvekørslen og produktionsopstart og dertil hørende tekniske tilpasninger og ud bedring af fejl.
However, in the project planning phase, the group was extended to include a num ber of ad hoc groups, approx.
Tidsmæssigt strækker den tekniske indkø ringsperiode sig fra den første prøvekørsel i maj 1979 til de tekniske indkøringsproblemer er løst og man havde opnået nogenlunde normal produktion i sommeren 1980.
90 technicians in all, who were also re cruited primarily from The United Breweries' technical staff. The ma nager of the technical project group was responsible to the building committee for the day-to-day management of the project.
Den "sociale" indkøringsfase omfatter de planlagte såvel som de ikke planlagte aktiviteter og processer, der fører frem til den sociale struktur, normer og roller på arbejdspladsen.
The various technical groups were in charge of the project planning phase and were therefore responsible for implementing the provisions of the building programme.
Således indgår rekruttering, uddannelse, oplæring, opbygning af arbejdsorganisation og samarbejdsorganisation, gruppedannelser, etablering af samarbejdsrelationer, forventninger, holdninger og normer m.m. i den sociale indkøringsfase.
Although these provisions were fairly de tailed, the project planning phase did, however, give scope for choos ing alternative solutions, and thus had various consequences in such areas as work functions and manning requirements in the brewery.
Tidsmæssigt er den sociale indkøringsfase vanskelig at afgrænse, idet der er tale om en fortsat udviklingsproces, som gradvist går over i et mere stabilt forløb.
As an example, the brewing process offered the possibility of locating all the control functions in the central control rooms or to have some functions carried out manually in the plant.
Muligheden for at påvirke forholdene i indkøringsfasen er bestemt af de rammer, der er resultatet af tidligere beslutninger.
An industrial relations committee was set up to advise the building committee and was as such part of the project team.
Disse har for nogles vedkommende givet sig udtryk i fysiske bindinger i form af bygninger og anlæg og for andres vedkommende som hensigtserklæringer, som det er muligt at ændre eller moderere.
This committee was to formulate and put forward proposals on such matters as ma nagement, organisation, cooperation, personnel policy etc.
Forskellen i frihedsgraderne på de for skellige områder bevirkede, at denne fase fik afgørende be tydning for en række forhold i det sociale system som ar bejdsorganisationen, ledelses- og samarbejdsforholdene og de
The com mittee was established in March 1976 and completed its work in Au gust 1976. During this period, it visited several Danish firms
Mens indflydelsen og beslutningsmekanismerne var forholdsvis enkle og kontrollerbare for planlæggerne i de tidligere fa ser, var indkøringsperioden karakteriseret ved et langt mere komplekst påvirkningsmønster. Dels var der tale om mange flere aktører, nemlig den stadig voksende stab af ansatte, og dels var der i stigende grad tale om et åbent system med man ge påvirkninger udefra.
However, it is difficult to determine whether these ideas had any impact on the lay-out of buildings and equipment i.a. because the overall concepts regarding the independent production units had already been formulated in previous proposals.
Styringen af udviklingen i indkø ringsfasen må dog - med ovennævnte forbehold for tidligere lagte bindinger og det mere åbne påvirkningsmønster - siges i særlig grad at ligge i hænderne på den tidligt ansatte direktion, der allerede før indkøringsfasen var udpeget til at forestå ledelsen af det nye bryggeri.
Two of the members of the industrial relations committee were later appointed managers of the new brewery, i.e. the managing director, who had been plant inspector at The United Breweries, and the head of administration ( the former external consultant). While they were working on the industrial relations committee their eventual appointment was "in the air", so to speak.
Mange parter har spillet en rolle i forbindelse med planlæg ningen og opbygningen af den nye arbejdsplads.
External Consultants.
I dette afsnit præsenteres en oversigt, over hvilke parter, der på den ene eller den anden måde har været med til at påvirke resultatet.
Since The United Brewery Group had a large number of resources at its disposal in the field of technical planning of new breweries, only limited use was made of external consultants.
DfB's bestyrelse har godkendt planerne om opførelse af FB og godkendt anlægsbudgettet.
However, an external firm of consultants was entrusted with managing the build ing work itself.
DfB's direktion har løbende fulgt projektet og godkendt alle overordnede dispositioner i forbindelse hermed.
Contractors. The site preparation and building work was awarded to a number of contractors, who carried out the work in accordance with detailed specifications.
DfB's tekniske direktør har fra starten været primus motor i projektet og har forestået den overordnede ledelse af dette i de fleste faser.
Suppliers. Plant and machinery were ordered from a large number of dif ferent suppliers based on detailed specifications and tenders.
Han har været ophavsmand til eller godkendt centrale ideer på såvel det tekniske som det arbejdsorganisatoriske område.
A sub stantial part of the detailed planning was therefore carried out by the suppliers, in some cases in close cooperation with the technical project groups.
Som formand for byggekomiteen havde han det overordnede ansvar for projektorganisationens arbejde med programmering og projektering.
The suppliers* proposals reflected the latest brewing technology available at the time the tenders were put in, as it was not possible to develop equipment in the detailed project planning phase.
Han blev i 1977 formand for den nye bestyrelse for Fredericia Bryggeri og fik som sådan også et overordnet ansvar for den nye arbejdsplads efter dens etablering.
The board of the Fredericia Brewery was set up in 1977 following the establishment of the Fredericia Brewery as an independent limited company.
Det var desuden den tekniske direktør, der udpegede den kommende direktion på Fredericia Bryggeri.
In addition, two representatives of the employees at the Fredericia Brewery were elected to the board in the autumn of
I ide- og initiativfasen var specielt personer fra koncernens planlægnings- og projekteringsafdeling involveret.
In the development and runningin phase the management of the Frede ricia Brewery consisted of the managing director, who had been the plant manager at The United Breweries, and the head of administrati on who was recruited externally.
Da projektorganisationen blev op rettet, blev denne for en stor del bemandet med folk fra
They had both been involved in the
24 planlægnings- og projekteringsafdelingen. Projektorganisationen trak i forskellige faser på ressourcerne i koncernens øvrige teknikerstab.
26 planning, i.e., as members of the industrial relations committee in 1976, and were appointed officially to their new jobs in the spring of 1977 (the new chief engineer and the new production manager later became members of the top management).
Projektorganisationen blev etableret i januar 1976 som en selvstændig gruppe inden for koncernen.
These managers were to organize the work, in the new brewery in accor dance with the intentions and ideas which had been developed in the planning stages.
Med etableringen af projektorganisationen skete der en præcisering og formalisering af den struktur, der havde udviklet sig i ide- og initiativfasen. Projektorganisationens øverste myndighed var byggekomiteen med den tekniske direktør som formand og med andre DfB-ledere som medlemmer.
They dealt with recruitment, introduction and training of new staff, the e- stablishment of management and organisational structures, work organi sation, the establishing of a industrial relations structure and the drawing up of a personnel policy.
Byggekomiteens hovedopgaver var at godkende byggeprogram og projektforslag, men gik i denne for bindelse også aktivt ind i ideformuleringen og formuleringen af principløsninger.
Brewery were clearly in a position to influence the development in the runningin phase, this opportunity was not exploited very efficiently.
Den endelige udformning af byggeprogram og projektforslag såvel som senere afgørelser i planlægningsforløbet var således i høj grad resultatet af beslutninger i byggekomiteen.
On the one hand, the need for such a development process had been over looked, or the experience of controlling such a process was insuffi cient; on the other; a clash of interests occurred among the members of the management in the runningin phase.
Denne gruppe, hvis medlemmer var rekrutteret fra koncernens planlægnings- og projekteringsafdeling, bestod i programmeringsfasen af ud valgte tekniske planlæggere, men udvides i projekteringsfasen til at omfatte et antal ad hoc grupper med ialt ca. 90 teknikere, som også fortrinsvis var rekrutteret blandt DfB's tek niske medarbejderstab.
This group influenced the development of social norms and roles in the runningin phase through its managerial functions and by helping to establish cooperative structures within the management group and with the workers.
Den tekniske projektgruppes leder var over for byggekomiteen ansvarlig for den daglige ledelse af projektet.
However, the possibilities for working constructively towards specific goals was very limited because the middle management group was only involv ed in the planning and development process at a relatively late stage.
25 valg mellem at placere alle indgrebsfunktionerne i de centrale kontrolrum eller at lade nogle funktioner udføre manuelt ude i anlægget.
Furthermore, the recruitment programme provided for a relatively long introduction and training period for the new employees be fore they began the actual production work.
Som en rådgivende gruppe over for byggekomiteen og som sådantilknyttet projektorganisationen etableredes en medarbejderforholdsgruppe, der havde til opgave at arbejde med og stille forslag om medarbejderrelaterede forhold så som ledelse, organisation, samarbejdsforhold, personalepolitik m.v.
On the face of it, therefore, the employees who had been taken on at an early stage had ample opportunity to influence work organisation structures. However, the possibilities for doing so were limited for several reasons.
Medarbejderforholdsgruppen blev etableret i marts 1976 og afsluttede sit arbejde i august samme år.
Firstly, the buildings and equipment already decided upon imposed a number of constraints.
I denne periode foretog gruppen studierejser til flere danske virksomheder, som var kendt for deres progressive ledelses- og samarbejdspolitik samt til Volvos fabrikker i Sverige for at høre om disse virksomheders erfaringer med selvstyrende grupper m.m.
Secondly, it was difficult for the new employees, of whom only a few had previous experience of cooperative processes etc., to exploit the existing possibilities for participation.
Medarbejderforholdsgruppens medlemmer var fire af koncernens lede re suppleret med en udefra kommende konsulent med ledererfaring fra en medarbejderorienteret provinsvirksomhed.
Thirdly, this initial group of employees could not decide to what extent and in what way they should cooperate with management.
Tilknyt tet gruppen var i en periode også to udefra kommende konsulenter, som havde ekspertise vedrørende arbejdsmiljø- og samarbejdsforhold. arbejdsforhold.
For example, was participation in the new forms of cooperation put forward by management in the workers' interest.
Gruppen udarbejdede nogle arbejdspapirer med forslag til ar bejdsorganisation og samarbejdsforhold m.v.
The shop stewards representing the various groups were in a particularly good position to exert influence by participating in cooperation committees and generally, through frequent contacts with the management.
Via byggekomiteen blev gruppens overvejelser kommunikeret til den tekniske projektgruppe, men det er svært at se, hvorvidt disse har haft indflydelse på den fysisk-tekniske projektering, bl.a. fordi de overordnede ideer omkring de selvstyrende produktionsenhe der allerede var formulerede i tidligere oplæg.
To begin with, management took a very positive attitude towards the workers' wishes regarding staff benefits and rights, but less so when it came to innovations in work organisation.
Medarbejderforholdsgruppens forslag var i øvrigt kun i ringe omfang for mulerede som nogle, der stillede krav til den fysiske plan lægning, men rettede sig mere mod, hvordan den sociale side af organisationen skulle opbygges senere.
As the largest group, the brewery workers constituted a major force and one to which the group's management paid special attention. However, as a result of the low level of agreement among the brewery workers and the constant changing
To af medarbejderforholdsgruppens medlemmer blev senere udpeget til ledere af det nye bryggeri.
The skilled workers, particularly the electricians, exerted considerable influ ence on the organisation of their work and enjoyed a high degree of independen ce thanks, inter alia, to good team work.
Det var den kommende di rektør, som var drif tsinspektør på DfB og den kommende administrationschef, som var den udefra kommende konsulent.
The minority groups made up of labo ratory assistants and office staff seemed to have the least opportunity of asserting their views.
Selv om de ikke på det tidspunkt var udpeget "lå det ligesom i luften", at det skulle være dem, der fik overdraget ledelsen af bryggeriet.
However, they did not re ceive fuller information on these plans until the end of 1976 when a meeting was held between the group management and the executive.
At disse to kunne føre gruppens overvejelser og forslag videre i praksis på det nye bryggeri, var en af grundene til, at gruppen betragtede sit arbejde som af sluttet med indsatsen i foråret og sommeren 1976.
The union was invited to follow the building and equiping of the brewery, but no agreement was made on participation in the planning. At the union's congress in the autumn of
Foruden medarbejderforholdsgruppen blev endnu et par ad hoc grupper vedrørende personaleforhold tilknyttet projektorganisationen.
1977, a so-called "Fredericia Committee" was set up under the auspices of the national union and on the initiative of the Copenhagen brewery workers.
En af disse, som bestod af medarbejdere fra koncernens uddannelsesafdeling, planlagde uddannelsesprogrammet for de nye medarbejdere på Fredericia Bryggeri.
This committee was to follow the developments at the Fredericia Brewery as regards wages, manning, technology, organisational matters etc.
EKSTERNE KONSULENTER LEVERANDØRER ENTREPRENØRER
The Copenhagen branches of the brewery workers' unions represent approx.
TEKNISK PROJEKTGRUPPE
50% of the nationwide membership of this union.
Da DfB koncernen rådede over mange ressourcer med henblik på teknisk projektering af nye bryggerier, blev eksterne konsulentfirmaer kun anvendt i begrænset omfang.
Most of the direct contact took place through shop stewards.