natgillin/translations-raw huggingface dataset:
Mellemlederne fø^ler sig således "trængt" af den stedfundne udvikling. Den status, . der tidligere var knyttet til deres fysiske arbejdsm.il-
E.g. the firstlevel supervisors feel themselves "forced" by the development which has taken place.
-76- jø, er forsvundet, idet alle medarbejdere uanset niveau nu har samme fysiske arbejdsvilkår.
The status previously connected with their physical working environment has disappeared, as all employees now have the same physical working conditions, irrespective of their level.
Grupperne, edb-projekterne og samarbejdsudvalget har altsammen bidraget til at indskrænke den kompetence, som mellemlederne tidligere havde.
The groups, the EDP-projects and the cooperation committee have in common contributed to a restriction of the competence previously held by the firstlevel supervisors.
I den udstrækning, mellemlederne derfor ikke har forstået at påtage sig en ny råd givende, koordinerende lederrolle, har de følt en vis grad af frustration og har eventuelt valgt at forlade organisationen.
To the extent to which the firstlevel super visors therefore have not understood to take on a new advisory, co-ordinating leader role, they have felt a certain degree of frustration and have possibly chosen to leave the organization.
Det må også nævnes, at der på grund af den meget systematiske karakter, som udviklingen har haft hos Topsikring, synes der at være blevet mindre plads til "individualisme".
It must also be mentioned that because of the very systematic character of Topsikring's development there seems to have been less space for "individualism".
Dette suppleres af, at den eksterne rekruttering i de senere år har været uhyre beskeden, hvilket begrænser de impulser, der modtages udefra.
This is supplemented by the fact that over late years the external recruitment has been extremely modest which restrains the impulses received from outside.
Et muligt resultat af disse to tendenser kunne være dalende kreativitet og initiativ fra medarbejderne.
A possible result of these two tendencies might be declining creativeness and initiative on part of the employees.
Endelig skal det fremhæves, at medarbejdernes forventninger til samarbejde, sociale forhold, demokratisering samt delegering af ansvar- og bemyndigelse igennem de senere år er steget så kraftigt, at den faktisk udvikling i visse tilfælde har haft van skeligt ved at følge med i samme tempo.
It shall finally be emphasized that during recent years the employees' expectations from co-operation, social conditions, democratization as well as delegation of responsibility and authorization have increased to such a degree that in certain instances the actual development has had difficulty in keeping the same pace.
Som følge deraf ophobes der i stigende grad et ønske hos medarbejderne om, at der snart igen skal ske radikale ændringer inden for organisationen.
Consequently the wish is to an increasing degree accumulated with the employees that radical changes might soon again take place within the organization.
Job- og samarbejdsudviklingen hos Topsikring kan i en vis for stand betragtes som et "biprodukt" af de relativt dramatiske ændringer, der er sket inden for de seneste år:
6.0 Conclusion In a certain sense the work organization in Topsikring can be considered as a "by-product" of the relatively dramatic changes
Disse beslutninger er blevet truffet af selskabets topledelse og har kun i begrænset omfang involveret medarbejderne, enten direkte eller igennem de repræsentative organer.
- the merger between AU and MLU which among other things implied that the employee groups from the two comparatively different merger partners were to be integrated - the relocation of the head office which demanded that a large number of employees could enter into project groups about the relocation in order to solve often com plicated and farreaching problems which perhaps were far beyond the level of competence which the employee had in his everyday situation - the EDP-development, last the introduction of on-line, which has given rise to changes of the administrative employees' job content as well as given occasion for rationalizations' which have made heavy demands on the flexibility of the employees and the organization.
Når beslutningerne imidlertid har skullet føres ud i livet, er dette sket i et snævert samarbejde med medarbejderrepræsentanter.
When the decisions, however, were to be realized, this was done in close cooperation with the employee representatives.
Derved har medarbejderne· fået konkret indflydelse på detail-udformningen af de systemer, som de selv er primærbrugere af.
By means of this the employees have had concrete influence on the detailed structure of the systems of which they are themselves primary users.
Udflytningen og den edb-mæssige udvikling har skabt naturlige for udsætninger for jobberigelse, etablering af selvstyrende grupper, delegering af planlægnings- og kontrolopgaver m.v.
The relocation and the EDP-development have created natural conditions of job enrichment, establishment of autonomous groups, delegation of planning and control tasks etc.
Edb-styringen af forsikringsproduktionen er så effektiv, at den måske nok skaber en meget vidtstrakt teknologiafhængighed, men samtidg retfærdiggør,- at den enkelte sagsbehandler overdrages omfattende be føjelser og selvstændigt ansvar i police- og skadesspørgsmål.
The EDP-control of the insurance production is so effective that it may create a very extensive dependence on technology but at the same time justifies that farreaching authorities and independent responsibility are delegated to the individual employee in questions of policy and claims.
På tilsvarende måde virker de fysisker arbejdsforhold i Ballerup fremmende på demokratisering, etablering af produktionsgrupper med delvist selvstyre og effektiv kommunikation.
In a corresponding way the physical working environment at Ballerup has a promoting effect on democratization, establishment of product groups with semi-autonomy and effective communication.
For virksomheden har denne udvikling indebåret betydelige rationaliseringsgevinster, personalebesparelser, forbedret serviceniveau over for kunderne og større fleksibilitet og smidighed i organisationen.
To the company this development has resulted in considerable gains of rationalization, saving of personnel, improved service level towards the customers and a greater flexibility and elasticity within the organization.
Medarbejderne har opnået væsentligt forbedrede fysiske arbejds forhold, mulighed for mere alsidighed og ansvar i jobbet, samt indflydelse på egen og gruppens arbejdssituation.
The employees have obtained considerably improved physical
- "samlebånds-produktion" af de mere standardiserede for sikringstyper, hvad der kan give en uhensigtsmæssig en sidighed i de enkelte jobs,
78 working conditions, possibility of greater comprehensiveness and responsibility in the job as well as influence on their own and the group's working situation.
- mellemlederne, der har følt sig presset ind i et valg mellem at omstille sig til en væsentligt ændret arbejds situation eller forlade virksomheden, samt
The attainment of these very great economic and social improvements has not been possible without the organization at the same time encountering some problems or inconveniences. Among these are:
- "individualiteten", der er blevet vanskeligere at opretholde p.g.a. den meget effektive og systematiske styring og udvikling af de teknologiske, administrative, fysiske og sociale forhold i virksomheden.
- the dependence on technology which partly provides a fixed and uniform framework for those employed in the production, and partly furthers (necessitates ?) a centralized manage ment of the company in general - "assembly line production" of the more standardized insurance types which may give an inexpedient one-sidedness in the individual jobs - the firstlevel supervisors have felt themselves pressed into a choice between adjusting themselves to a considerably changed working situation or leaving the company - "the individuality" which it has become more difficult to preserve because of the very effective and systematic management and development of the technological, administrative, physical and social conditions in the company.
Topsikring fremstår i dag som et dynamisk, progressivt forsikringsselskab, der har formået at tegne en skarp profil hos of fentligheden.
Today Topsikring appears as a dynamic, progressive insurance company having been able to draw a sharp profile in the public.
Indadtil har den kraftige udvikling i de senere år skabt en medarbejderstab med øgede kvalifikationer, større fleksibilitet, - men også større forventninger om samarbejde, demokratisering og større ansvar.
Internally the rapid development during recent years has created a staff of employees with improved qualifications, greater flexibility - but also greater expectations from co-operation, democratization and increased responsibility.
Hvordan Topsikrings fremtidige udvikling skal bidrage til at indfri disse forventninger, kan være svært at sige, men mulige metoder at tage i anvendelse kunne være: en udbygning af det repræsentative demokrati (via samarbejdsudvalget), eller til supplering heraf en øget reel brugerindflydelse på edb-systemer-ne, fortsat diversification til nye forretningsområder m.v.
It may be difficult to say how Topsikring's future development is to contribute to the fulfilment of these anticipations, but possible methods might be: an improvement of the representative democracy (via the cooperation committee or in supplement hereof), an increased real influence from the users on the EDP-systems, continued diversification to new fields of business etc.
Der satses på teknisk højt udviklede kvalitetsprodukter med avanceret design.
From mono via stereo to quadrophony (4-channel transmission).
Virksomhedens hovedaktiviteter ligger i Struer i Nordjylland, men herudover findes der satellitvirksomheder i Skive og Lemvig.
The main activities of the company are situated at Struer (a provincial town in North Jutland), but beyond these there are satellite plants in two neighbouring towns.
B & O beskæftiger ialt ca. 2600 medarbejdere, hvilket udgør op imod halvdelen af den erhvervsaktive befolkning i lokalområdet. Virksomheden er således i høj grad med til at påvirke egnens erhvervsstruktur, og er nødt til at inddrage en lang række samfundsmæssige og sociale problemstillinger i sin forretningsstrategi.
Β & O has a total of approximately 2,600 employees which figure is almost half the available labour force in the local area. Thus the company is to a high degree influencing the industrial structure in the district and is compelled to include a large number of societal and social problems in its business strategy. In consequence of the business situation Β & 0 had to dismiss Page 212
Som følge af konjunktursituationen måtte B & O afskedige ca. 800 medarbejdere i 1974-75, men beskæftigelsen har siden da været jævnt stigende.
­ 80 ­ about 800 employees in 1974/75, but since then the rate of em­ployment has been gradually rising.
Det er klart, at sådanne beskæftigelsesmæssige svingninger giver store problemer for såvel B & O som det omliggende lokalsamfund.
It is obvious that such fluctuations in employment give rise to great problems to both Β & 0 and the surrounding regional community. 1
Antal beskæftigede i BáO a/s. • Total
Number of employees in B & O A/S Total
Fortjeneste før skat i % af omsætning
Profit prior to taxation in percentage of turnover
Egenkapital i % af anvend: kapital
Net capital in percentage of employed capital
Lederne af de gennemførende funktioner har ansvar for produk­ si tivitet, overholdelse af tidsmæssige og økonomiske planer samt arbejdsmiljø i forbindelse med den daglige produktion.
The managers of the accomplishing functions are responsible for productivity, observance of time schedules and economic plans as well as for work environment in connection with the daily production.
Lederne af fagfunktionerne er derimod ansvarlige for etablering af pro­duktionsgrundlaget samt en optimal udnyttelse af den teknologi­ske ekspertise i forbindelse med produktionen.
The managers of the difference special technical functions, on the other hand, are responsible for fulfilment of the basic production figure and optimum utilization of the technological expertise in connection with the production.
I diagrammet nedenfor er vist matrixopbygningen for den af virksomhedens fabrikker, der producerer TV, båndoptagere, højt­talere, pick­up'er samt elektroniske og mekaniske grammofoner.
The diagram below shows the matrix-structure in the factory which produces televisions, taperecorders, amplifiers, pick-ups as well as electronic and mechanical recordplayers.
TV slut­montage og ju­stering
Factory manager
Mek. gram­mofon og højtta­ler
Mechanical recordplayer and amplifier
Båndop­tager og el­gram­mofon
TV final assembly + adjust ment
B & O har en relativt lang tradition for medarbejder, sarnarbejdsog jobudvikling.
2.0 The Experimental Field This report will especially concentrate on the work organiz­ation which took place in the section producing mechanical record­players.
- virksomhedens målsætning om at udvikle, producere og afsætte produkter af høj teknisk og designmæssig kvalitet, hvilket stiller meget store krav til medarbejderstabens faglige dygtighed, kreativitet m.v.
3.0 The Background of the Experimental Work At Β & 0 there is a comparatively long tradition for develop­ment of employees, co­operation and job. Some of the reasons for this tradition are: ­ the objective of the company to develop, produce and sell high­quality products of advanced design, which makes very heavy demands on the employees' technical skill, creativeness etc.
Operatørerne var fysisk placeret ved siden af hinanden, og de halvfærdige emner gled således fra den ene operatør til den næste.
83 - and the half-finished units thus moved from one operator to the next.
Det var af afgørende vigtig hed, at der ikke opstod flaskehalse, forsinkelser eller produk tionsstop undervejs langs båndet, hvilket gjorde det nødvendigt
It was of vital importance that there were no bottlenecks, delays or production stoppages along the assembly line, which made it necessary to have a number of reserves who could "go into" the production process.
Endvidere var det en væsentlig arbejdsopgave for ar bejdslederne at sikre den kontinuerlige produktionsproces.
Besides, it was an essential task for the supervisors to secure the continuous production process.
Da såvel fravær som personaleomsætning var stor, gav også dette en betydelig arbejdsbyrde for arbejdslederne.
As both absenteeism and personnel turnover were high, this also involved a heavy work load on the supervisors.
Selve produktionen var meget ufleksibel, og det var vanskeligt at køre korte produktserier, foretage variationer i konstruktionen eller regulere antallet af producerede enheder.
The production itself was very inflexible and it was difficult to make short product series, vary the construction or regulate the number of produced units.
Motivationen blandt medar bejderne var lav, og foruden den betydelige fraværshyppighed og personaleomsætning opstod der hyppigt samarbejdsmæssige konflikter langs båndene, til dels forårsaget af lønsystemet med individuel eller gruppevis bonus.
The motivation among the employees was low, and in addition to the considerable frequency of absenteeism and personnel turnover there often arose cooperation conflicts along the assembly lines, partly caused by the wage system with individual or group bonus.
Endelig var kvaliteten af de pro ducerede enheder utilfredsstillende, ligesom fejl, der opstod et sted på båndet, vanskeligt kunne rettes på stedet, men ofte før te til, at hele produktet blev samlet, før fejlretningen skete.
Finally the quality of the produced units was unsatisfactory, and the faults, which arose somewhere along the assembly line, were difficult to correct on the spot. The result often was that the whole product was assembled before the fault was corrected.
I 197 3 foretoges en vidtgående omlægning af TV-produktionen. Samlebåndene blev nedbrudt og erstattet med mindre produktionsgrupper, hvor den enkelte operatør udfører.samtlige faser i et relativt langt produktionsforløb.
In 1973 there was an extensive reorganization of the television production.
Konkret betyder denne jobudvidelse, at montøren starter med at hente de komponenter, der ind går i produktionsprocessen. Han udfører derefter en lang række deloperationer, og slutter af med at afprøve produktet, før dette videresendes til egentlig kvalitetskontrol.
The concrete consequence of this job enlargement is that the operator begins by fetching the components forming part of the production process.
På denne måde har medarbejderen oplevet en mangedobling af cyklustiden, ligesom han har opnået betydelig større variation i arbejdsopgaverne.
In this way the worker has experienced a multiplication of the cycle time, just as he also has obtained considerably more variation in the tasks.
Tilsvarende ændringer i produktionsgang og -metode gennemførtes i 1974 for radioproduktionen.
Similar changes of the production process and production method were implemented in the radio production in 1974.
I forbindelse med introduktion af en ny produkttype (Beogram 1902) omlagdes produktionsprocessen i 1977 fra samlebånds- til enkelt mand smontage .
In connection with the introduction of a new type of product (Beogram 1902) the production process was reorganized in 1977 from line assembly to one-man assembly.
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At the next page is an outline of the production lay-out of the section.
De komponenter og materialer, der indgår i pladespillerne, ankom­mer til formontagen fra hovedlageret.
The components and materials used for the recordplayers arrive from the main warehouse to be pre-mounted.
I formontagen sker herefter et antal arbejdsoperationer, der dels kræver megen plads, og dels forudsætter brugen af større, kostbare maskiner. Dette er årsagen til, at formontagen ikke er integreret med selve montagen.
The pre-mounting consists of a number of work operations, partly taking up much room and partly presupposing the use of large, expensive machinery, This is the reason why the pre-mounting is not integrated into the mounting itself.
De formonterede grammofonværker placeres i vogne, der afhentes af de operatører, der står for den efterfølgende montage.
The pre-mounted recordplayers are placed on trucks which are fetched by the operators who are to do the subsequent mounting work.
Operatører­ne bringer en vogn med 10­20 formonterede enheder hen til deres arbejdsplads, der tillige rummer bakker og rum for samtlige de kom­ponenter, der indgår i montagen.
The operators bring a truck with 102 0 pre-mounted units to their work station, which is also equipped with trays and pigeonholes for all the components necessary for the mounting.
Herefter foregår selve montagen og samlingen af pladespilleren.
After this the mounting itself and the assembly of the recordplayer take place.
Når montøren har samlet ca. 10 pla­despillere, kører vedkommende disse ind i den såkaldte afprøvnings­box, der rummer elektronisk testudstyr, så 2 af operatørerne sam­tidig kan afprøve deres pladespillere. Herudover si.dder der fast
When the operator has assembled about 10 record players, he brings them into the so-called testing box having an electronic test equipment enabling two of the operators to test their recordplayers simultaneously.
i afprøvningsboxen en medarbejder fra fabrikkens kvalitetsstyring (FKS).
Beyond this an employee from the quality control of the company (FKS) is permanently sitting in the testing box.
FKS-medarbejderen udtager stikprøvekontrol af de pladespillere, som operatøren selv har afprøvet og kontrolleret.
The FKS-employee takes spot tests of the recordplayers which the operator has himself tested and controlled.
Herefter tager operatøren atter sine pladespillere hen til pakkepladsen og foretager selv emballering af den enkelte pladespiller i papkasser.
The operator then brings his recordplayers to the place of packing, where he himself packs the in dividual recordplayer in boxes of cardboard.
Den færdig indpakkede pladespiller placeres på transportbåndet og forsvinder herefter ud af afdelingen.
When the packing of the recordplayer is finished, it is placed on the conveyor belt and then disappears from the section.
Som det fremgår af diagrammet, er pladespiller-afdelingen opdelt i 3 grupper, hver bestående af ca. 8 operatører.
As appears from figure 3, the section for recordplayers is divided into 3 groups each consisting of about 8 operators.
Selv om disse operatører rent produktionsmæssigt ikke er afhængige af hinanden, udover at de er fælles om benyttelsen af kontrolboxen, har der ud viklet sig et vist sammenhold mellem operatørerne.
Even if these operators are not interdependent as to production, apart from the fact that they share the testing box, a certain solidarity has developed among the operators.
De udveksler erfaringer om montagemæssige spørgsmål, hjælper hinanden med fejl retning, og trækker generelt på hinandens ekspertise. Selv om den enkelte produktionsgruppe opfatter sig som en enhed, eksisterer der også imellem de 3 grupper et vist samarbejde, bl.a. fordi de 3 FKS-medarbejdere rokerer mellem grupperne. løvrigt er lønsystemet opbygget som. fast timeløn med fælles bonus for hele afdelingen, inkl. formontagen.
They exchange experience with questions of mounting, assist each other when correcting faults and generally draw on each other's expertise.
Oplæringstiden for den enkelte medarbejder er øget i forhold til den tidligere samlebåndsproduktion, idet den enkelte medarbejder nu skal beherske mere forskelligartede arbejdsfunktioner. Til gen gæld er det lettere at starte en ny produktion op, idet dette kan ske for få medarbejdere ad gangen.
The training time for the individual worker has been pro longed compared with the former assembly line production, as the individual worker now is to master more varied work functions On the other hand it is easier to start a new production, as this can be made for few workers at a time.
Arbejdslederne kan på den måde koncenterere sig om de "svageste" medarbejdere, mens det før var vigtigt, at alle operatører ved et bånd var i stand til at udførederes del af produktionsforløbet på samme tid.
In this way the supervisors can concentrate on the "weakest" workers, whereas it was previously important that all operators at an assembly line were in a position to perform their part of the production process at the same time.
Cyklustiden er øget fra 23 minutter til ca. h time.
The cycle time has increased from 23 minutes to about half an hour.
Også bufferkapaciteten er øget, idet den enkelte operatør nu kun er afhængig af, at der i formontagen er tilstrækkeligt med delemner, samt at de såkaldte forsyningsmedarbejdere har fyldt rummene med komponenter ved arbejdspladsen op.
Also the buffer capacity has increased, as the operator is now only dependent on a sufficient number of sub-units in the pre-mounting as well as on the so-called provision workers having filled up the pigeonholes at the work station with com ponents.
Kvaliteten af produktionen er væsentligt forbedret.
Serial jobs with final controlling function.
Fejlene kan konstateres af operatøren selv, som også retter dem og derved lær·
Jobs connected in parallel where each operator controls his own work.
Hertil kommer, at samarbejdet mellem operatørerne og FKS-medarbejderne gennemgående er gnidningsfrit, hvilket giver en øjeblikkelig og konstruktiv feedback til operatøren om de fejl, som FKS-kontrollen måtte have konstateret.
Add to this that on the whole the cooperation between the operators and the FKS-employees is frictionless, which secures an immediate and constructive feedback to the operator on the faults which the FKS-control might have found.
Produktionsmængden pr. tidsenhed er øget, idet spildtid, flaskehalse og ledig kapacitet i produktionsprocessen stort set er elimineret.
The volume of production per time unit has increased, as waste time, bottlenecks and idle capacity in the production process, have generally been eliminated.