natgillin/translations-raw huggingface dataset:
Det var projektets formål at etablere "en organisation, i hvilken hver enkelt har mulighed for at trives på sin arbejdsplads og i sit arbejde og at opnå en vis udvikling på følgende områder:
The aim of the project was to set up "an organization in which each individual, at his place of work, is given the opportunity to fulfil himself in his work and to achieve a certain amount of development in the following areas : use of scope for initiative and creativity; opportunities for self-expression; awareness of membership of a group which enjoys a measure of autonomy and is capable of playing its part in building the workshop's future".
- uddannelse i socialteknisk analyse; - forskning og forslag om en metode til analyse af arbejdsvilkårene på fordamperværkstedet; - udkast til et arbejdsdokument, der beskriver forskningsprocessen;
made up of the two middle managers involved in the outline planning stage, one junior manager and the consultants: training in sociotechnical analysis; research and proposal of a method for analyzing the working conditions in the evaporators' workshop; drafting of a working document outlining the research process; setting-up of a working structure for the managers.
Værkstedslederens planlæg­
Outline planning of the project
Uddannelse/ konsultation ningeudkast til projektet dec. 1976 marts 1977
Dec '76 March '77 consultancy by the works manager
Uddannelse/ konsultation
Training/ consultancy
Detaljeret planlægning af projektet af en valgt arbejdsgruppe marts 1977
Detailed planning of the project by a select working party ι m
Uddannelse/ konsultation april 1977 dec. 1977
Training/ consultancy ι—*
Overtagelse af projektet af he­le ledelsen og det tilsynsfø­rende personale k. Formulation og forhandling om angrebsmåden for "ledelsesrepræ­sentanternes gruppe"
Takeover of the project by the entire manage­ment and super­visory staff the "management representatives' group" ί
Beslutning om at gennemføre pro­jektet: forelæggelse for be­driftsrådet og personalet april 1977 juni 1977
Decision to implement the project: presentation to the works
Værkstedsudvalget arbejde siden juni 1977
Work of the workshop committee since June '77 it
Afdelingens arbejdsgruppers arbejde siden juni 1977
Work of the section working parties since June '77
Uddannelse/ konsultation
* consultancy ltancy I
Ændringer i arbejdsorga­nisationen planlagt for 1979
Γ scheduled for 1979
Overtagelse_af_nrojektet_af_hele_ledelsen personale
Takeover of the project by the entire management and supervisory staff
Denne fase omfattede alle eet hundrede og halvtres ledere og til synførende på fabrikken fra arbejdsformænd til øverste ledelse.
This phase involved all the one hundred and fifty managers and supervisors in the factory, from foremen to senior management.
- uddannelse i socialteknisk analyse; - meningsudtalelser vedr. det ledende og tilsynsførende personales problemer: roller, anevar, etatus; - analyse af fabrikkens driftsmetoder og forventede udviklinger; - udnævnelse af en delegeret til "ledelsesrepræsentanternes gruppe".
These groups attended three days of meetings with the consultants at which the themes were: training in sociotechnical analysis; - expression of opinions of the problems of the managerial and supervisory staff: roles, responsibilities, status; analysis of the factory's operating methods and developments hoped for; nomination of a delegate to the "management representatives' group".
- man blev fortrolig med den nye ramme for at kunne udtrykke sig og med relationerne på ledelsens og de tilsynsførendes niveau; - man etablerede en arbejdsstruktur for ledende og tilsynsførende personale - "ledelsesrepræsentanternes gruppe", som fik over draget ansvaret for forskning, der skulle føre til handling og introducere ændringen.
The main results of this phase were: familiarization with a new framework for expression and relations at managerial and supervisory levels; setting-up of a working structure for the managerial and supervisory staff - the "management representatives' group", which was given responsibility for research into action to introduce change.
I slutningen af denne fase forelagde konsulenterne en rapport vedr. en analyse af arbejdet på møderne for øverste ledelse, idet man henledte opmærksomheden på ønskeligheden af at gå videre med projektet med gruppens delegerede i "ledelsesrepræsentanternes gruppe" som mellemmænd.
At the end of this phase, the consultants submitted to the senior management a report analyzing the work of the meetings and drawing attention to the desirability of proceeding with the project through the intermediary of the groups' delegates on the "management representatives' group".
Formulering af og forhandling_gennem__BAR__BAR_ledelsesreDræBentMternes grunge" om en medbestemmende angrebsmåde
Formulation and negotiation by the "management representatives' group" of a participatory approach
Der fandtes en lang rakke problemer, der skulle løses, og der var blevet fremsat forslag om forbedringer på gruppemøderne. Det var repræsentantgruppens opgave at bygge videre på punkterne, der var blevet rejst og at udarbejde konkrete, klart argumenterede förelag. Målet var at identificere områder for prioriteret handling og at udarbejde paeeende forekningsstrukturer, idet dette altsammen skulle føre til eft aktionsplan, der skulle forelægges øverste ledelee til forhandling.
A large number of problems to be solved and suggestions for improvements had been raised at the group meetings and the role of the representatives' group was to build on the points which had been raised and to produce concrete, clearly argued proposals.
Resultaterne af denne fase var følgende:
This phase was also handled by the consultants.
- oprettelse af og forhandling med øverste ledelse om et fælles organ, værkstedsudvalget. der skal bestå af fem repræsentanter for ledelsen og fem repræsentanter for de manuelle arbejdere, og som sammen med øverste ledelse skal dele ansvaret for beslut­ninger om ændringer, der skal introduceres,
The results of this phase were as follows: familiarization with the participatory working method; development of the group into an operational and dynamic structure; an overall view of the various sociotechnical and economic problems ; liaison between the representatives group and the original group by means of a two-way system of information exchange (half a day every fortnight); selection of five fields for priority action: two in production management, two in managerial development, one concerned with absenteeism; planning and negotiation with the senior management of a decisionmaking procedure in which the main people at all levels affected by a given type of action would be given a voice in "operational groups"; formation and negotiation with the senior management of a joint body, the workshop committee, made up of five management representatives and five manual workers' representatives, which was to share responsibility with the senior management for decisions on changes to be introduced.
I april 1977 besluttede øverste ledelse at begynde på processen med at inkludere arbejdsstyrken som helhed i forsøget, og den forelagde pro­jektet for bedriftsrådet til udtalelse.
In April 1977 the senior management decided to begin the process of bringing the workforce as a whole into the exercise and submitted the project to the works council for its opinion.
Man var nødt til at følge denne procedure og opnå en nogenlunde velvillig udtalelse fra bedriftsrådet for at sikre statstilskuddet til uddannelsen af den manuelle arbejdsstyr­ke (fra FACT - Formation). Det var desuden underforstået, at øverste le­delse ville lade projektet falde, dersom bedriftsrådets udtalelse var ugunstig.
It was necessary to follow this procedure - and to obtain a not unfavorable opinion from the works council - in order to secure a government subsidy for the training of the manual workforce (from FACT - Formation).
Bedriftsrådet anmodede om løngarantier under og efter eksperimentet og om beskæftigelsessikkerhed.
The works council asked for wage guarantees during and after the experiment and for security of employment.
Værkstedslederen og dennes personale, der ikke ønskede at lade in formationerne blive kontrolleret af fagforeningsrepræsentanterne, fore lagde projektet for hele arbejdsstyrken under bedriftsrådsmedlemmernes tilstedeværelse.
Being unwilling to let the information be controlled by the trade-union representatives, the works manager and his staff presented the project to the entire workforce in the presence of the members of the works council.
Dette fandt sted i slutningen af juni.
This was at the end of June.
Værketedsudvalget, fælleeorganet, der var nøglen til ændringsproceeeen, var oprindeligt værkstedslederens idé og blev senere overtaget af lederne/tilsynsførende, der definerede dets sammensætning og rolle.
The workshop committee, the joint body which was the key to the process of change, was originally the idea of the works manager and was subsequently taken up by the managers/supervisors, who defined its composition and role.
- fem mennesker fra værkstedet, een udnævnt af alle arbejdere i hver afdeling, idet de tilsynsførende og værkstedsrepræsentanterne virker som inspektører;
The composition of the committee is as follows : five people from the workshop, one nominated by all the workers in each section, with the supervisors and work­shop representatives acting as scrutineers; - five members of the management/supervisory staff nominated by the senior management, ie the two foremen in the work­shop, the workshop manager, the production manager and the methods manager.
Det er udvalgets rolle at organisere, føre tilsyn med og kontrollere handlingerne på linie med projektets mål.
The role of the committee is to organize, supervise and monitor action in line with the aims of the project.
Dets arbejde begyndte i juni 1977, og siden da har det:
Its work started in
- koordineret aktiviteterne i afdelingens arbejdsgrupper; - modtaget lister over problemer, der er identificeret af afdelingens arbejdsgrupper, og undersøgt disses analyser og forslag om løsninger ; - fastsat kriterier til valg af problemerne, man ønsker at gå i lag med på følgende grundlag: eet problem, der skal klares i hver af deling, udsigterne til en hurtig løsning, ændringens overensstemmelse med mellemsigtede teknologiske udviklinger på værkstedet
June 1977, since when it has: set up employee working parties in each of the five sections in the workshop; coordinated the activities of the section working parties; received lists of problems identified by the section working parties and studied their analyses and proposed solutions; laid down criteria for selection of problems to be tackled,
57 valgte problemer forbundne udgifter fik udvalget tildelt et budget på 150,000 francs i januar 1978, og det står det frit, hvorledes det administrerer dette budget);
57 on the following basis; one problem to be tackled in each section, the prospects for a quick solution, consistency of the change with medium-term technological developments in the workshop (in practice the committee accepted all the priorities agreed by the working parties); arranged the technical changes called for by the section working parties: lighting, noise insulation, installation of a new bending machine, installation of new welding benches, modification of work stations, modification of trolleys, resurfacing of the floor etc. (to finance the capital expenditure involved in the solutions to the problems selected, the committee was allocated a budget of 150,000 francs in January 1978 and it has a free hand in the administration of this budget); introduced changes in work organization (distribution of work in a section) and re-classified various work stations; analyzed the production process in the tubing section in order to study the problems of space and handling.
Alle disse aktiviteter har efterhånden fået udvalget til nærmere at undersøge og modificere organisationsmodellen på værkstedet.
All these activities are gradually leading the committee to review and modify the organizational model in the workshop.
5 arbejdsgrupper
Work_of the_section_working_parties
Tillige med værkstedsudvalget etablerede man fem arbejdsgrupper blandt arbejdstagerne i juni 1977 - een for hver afdeling.
As well as the workshop committee, five employees' working parties were set up in June 1977, one for each of the sections.
Disse arbejds grupper består kun af et lille antal - fire eller frem - arbejdere på værkstedsgulvet.
These working parties are each made up of only a small number - four or five - of shopfloor workers.
Værkstedsudvalget havde besluttet at anmode om frivillige, men der meldte sig så mange, at det blev nødvendigt at afholde valg i hver afdeling.
The workshop committee had decided to call for volunteers, but there were so many that it was necessary to hold elections in each section.
Arbejdernes store interesse i at deltage i disse arbejdsgrupper forklares af den kendsgerning, at det var blevet bekendt gjort, at medlemmerne ville modtage en særlig uddannelse, og at de vil le få garanti for at få udbetalt den højeste produktivitetsbonus for tiden, der var optaget af møder.
The workers' great interest in taking part in these working parties is explained by the fact that it had been announced that special training would be given to members and that they would be guaranteed the maximum productivity bonus during the time taken by meetings.
Arbejdsgrupperne i afdelingerne havde til opgave at udføre deres egen analyse af arbejdsvilkårene i deres afdeling, at identificere pro blemerne, at foreslå en prioriteringsrækkefølge til at klare disse, at undersøge konkrete måder til disses løsning og fremsætte forslag om løsninger til værkstedsudvalget.
The role of the section working parties has been to carry out their own analysis of working conditions in their sections, to identify problems, to propose an order of priority for tackling them, to examine concrete ways of solving them and to propose solutions to the workshop committee.
Dette indebar derfor mindre formel uddannelse til udviklingen af yderligere intellektuelle og tekniske kundskaber end uddannelse af en ny art, der hjælper de forskellige erhvervsfaglige grupper med at kun ne forstå deres almene arbejdssituation og gennem handling at lære at spille de nye roller og udøve nye beføjelser i forbindelse med denne situation,
The process of learning to analyze and solve problems was organized by the consultants in four series of sessions; the workers were divided into two training groups and the total number of hours involved was over one hundred.
I almindelighed tilbød uddannelsesprogrammet alle personaletrin en læretid i følgende:
The training programme run by the consultants has served to set in train a dynamic process of learning through analyzing and solving problems as a group.
- udvikling i at kunne udtale sig; - lære at arbejde i en gruppe og udvikling af evnen til at analysere det socialtekniske system og arbejdsvilkårene;
It has therefore involved less formal training to develop additional intellectual and technical knowledge than training of a type which helps the various occupational groups to gain an understanding of their overall work situation and to learn - through action - to perform new roles and exercise new powers over this situation.
- lære de nye organisationsmæssige roller; - afmystificering og forståelse af andre sociale og erhvervsfaglige grupper.
Broadly speaking, the training programme offered all levels of personnel an apprenticeship in the following: development of the skills of self-expression; learning to work in a group, development of the ability to analyze the sociotechnical system and working conditions; learning new organizational roles; - démystification and understanding of other social and occupational groups.
Uddannelse for de manuelle arbejdere
Training for the manual workers
Det mest originale aspekt af konsulenternes bidrag er uden tvivl den uddannelse, der ydes arbejderne på værkstedsgulvet i afdelingernes arbejdsgrupper (25 mennesker).
The most original aspect of the consultants' contribution is undoubtedly the training given to the shopfloor workers in the section working parties (25 people).
Formålet med denne uddannelse er at sæt te arbejderne på værkstedsgulvet i stand til aktivt at bidrage til ind satserne i forbindelse med en forbedring af arbejdsvilkårene på værkstedet ved at lære dem at:
The aim of this training was to enable the shopfloor workers to make an active contribution to efforts to improve working conditions in the workshop by teaching them how to: - analyze their work stations ; carry on a continuing appraisal of the working environment; negotiate and compare their points of view with other groups affected by change; find solutions to improve their working conditions.
Uddannelsen sigtede ganske indlysende på tre målsætninger:
The training was clearly aimed at three objectives:
1) udvikling af arbejdernes evne til selv at udtale sig gennem erhvervelsen af analytiske teknikker og metoder for at arbejde selvstændigt og kollektivt; 2) bredere og dybere kundskaber om selskabet og dets produkter; 3) udvikling af nye tekniske færdigheder, der er relevante for arbejdsorganisationens skiftende mønster og for arbejdsindholdet på værkstedet.
1) development of the workers' ability to express themselves through the acquisition of analytical techniques, and of methods of working individually and collectively;
Disse målsætninger blev forfulgt ved hjælp af en uddannelsesmetode,
2) broadening and deepening of their knowledge about the company and its products;
59 der blev udarbejdet af konsulenterne og som ikke så meget bestod af blot at videregive ny viden, som i en afpasning af uddannelsen til arbejderne under hensyn til deres egne erfaringer.
These objectives have been pursued by means of a training method devised by the consultants which consists not so much in merely imparting new knowledge as in the adaptation of the training by the workers in the light of their own experience.
Det har været uddannelseskonsu­lenternes centrale rolle at afmystificere (videnskabelige) kundskaber til fordel for arbejderne, for således at hjælpe dem med at tale deres eget sprog m.h.t, deres arbejdsmiljø, at rationalisere deres egne erfaringer og at danne sig et begreb herom, idet de anbringer deres idéer i en logisk rækkefølge og udvikler disse fra det konkrete til det abstrakte.
The central role of the training con­ sultants has been to demystify (scientific) knowledge for the benefit of the workers by helping them to speak in their own language on their working environment, to rationalize their own experience and to conceptualize by ordering their ideas in a logical fashion and developing from the concrete to the abstract.
Konsulenterne har planlagt og udført dette uddannelsesprogram i seks stadier, nemlig i den i diagrammet på side 61 viste rækkefølge.
The consultants have planned and carried out this training programme in six stages, in the sequence shown in the diagram on page 61.
- Deltagerne udtrykker deres meninger om deres arbejdsstationer og arbejdsmiljø, idet de søger at identificere arbejdsmiljøpro­blemer.
Expression of views by participants on their work stations and working environment, seeking to identify working conditions problems.
Der blev gjort en indsats for at anvende andre midler til at udtrykke sig end mundtligt - d.v.s. fotografier, notater skrevet på papir o.s.v.
Efforts were made to use means of expression other than the spoken word, eg photographs, notes written on pieces of paper etc.
Et een-dags møde, der varede syv timer; et meget nyttigt møde. - Uddannelse i at observere og beskrive, idet man fremdrager be­greber om subjektivitet og objektivitet, modtagne idéer, emotio­nelle og rationelle o.s.v.
Training in observation and description, bringing out the notions of subjectivity and objectivity, received ideas, emotional and rational, etc.
Et een-dags møde for hver af de to uddannelsesgrupper, der blev relativt dårligt modtaget af arbejderne, fordi uddannelsen var for koncentreret og abstrakt,
A one-day session for each of the two training groups, which received a relatively poor reception from the workers because the training was too condensed and abstract.
- Assimilation og kollektiv udvikling af en arbejdsstationsanalyse, der er gitterbaseret på et videnskabeligt gitter, udarbejdet af LEST.
Assimilation and collective development of a work station
Diagram over uddannelsen for arbejderne på værkstedsgulvet
Schedule of training for shopfloor workers
Indledende introduktion -ekstern
Preliminary intrcduction external
35 timer i løbet af 5 uger
30 hours over 4 weeks
16 timer i løbet af 2 uger
35 hours over 5 weeks and group work
Drøftelse og forhandlingsmøde baseret på arbejdsstationeanalyse
Discussion and negotiation meeting, based on work station analysis
30 timer i løbet af 5 uger k.
16 hours over 2 weeks
Teoretiske bidrag til mere dybtgående analyse og problemløsning
Theoretical contributions adding depth to analysis and problem-solving
Arbejdsmøder til formulering af løs ninger af problemer vedr. arbejdsvilkårene fremsat af ar bejdsstationerne på værkstedet
Working meetings to formulate solutions of working conditions problems posed by work stations in the workshop.
Teknisk uddannelse til gennem førelse af de valgte løsninger
Technical training for implement­ation of solutions selected
Definition af varigheden: fra august 1978. "\k timer om ugen
Duration to be defined: from August 1978 14 hours a month
- Uddannelsesgruppernes definition af analyseopgaverne vedr. de enkelte arbejdsstationer og diskussion af problemer med arbejds­vilkårene og deres følger.
Definition of individual work station analysis tasks by the training groups and discussion of working conditions problems and their consequences.
Formålet var at få arbejderne til at stille en ergonomisk og økonomisk diagnose, der - omend den ikke var videnskabelig - var nyttig for en analytisk angrebsmåde til arbejdsorganisationen.
The aim was to get the workers to make an ergonomie and economic diagnosis which, although not scientific, was useful to an analytical approach to work organization.
Et eksempel: en arbejders eneste opgave består i at hænge paneler på transportbåndet » træthed og tab af motivation ► panelerne hænges forkert r panelerne males dårligt på transportbåndet 1 de skal pudses efter og resultatet er spild.
An example: a worker's sole task is to hang panels on the production line ► fatigue and loss of motivation ► panels incorrectly hung f panels poorly painted on the production line ► retouching to be done and waste.
Hver især af de to grupper udarbejdede et omfattende dokument vedr. arbejdsstationsanalyse, og dette blev forelagt værksteds­udvalget. To to-dages møder for hver gruppe.
Each of the two groups drew up a substantial document on work station analysis which was submitted to the workshop committee.
- Instruktion i at kunne udtale sig mundtligt (lære at fremsætte et problem eller at give eller bede om oplysninger).
Instruction in oral expression (learning to set out a problem, or to supply or ask for information).
Tre dage.
Three days.
- Indførelse i de forskellige metoder for gruppearbejde (deltagelse i et møde). To dage.
- Grounding in the various methods of group work (taking part in a meeting).
Diskussionsmøder med andre personaletrin (febr. 1978)
sion_meetings_with_other_levels
Fremlæggelse af resultaterne af arbejdet og forhandlingerne baseret på arbejdsstationsanalyser sammen med værkstedsudvalget og specialister­ne fra de relevante afdelinger.
Presentation of the results of work and negotiations based on work station analysis with the workshop committee and the specialists from the relevant departments.
Uddannelse i selskabets produktionsmetoder (febr./marts 1978)
Training on the company's production methods (Feb/March 78)
Teoretisk og praktisk uddannelse med sigte på dybere analysearbejde og problemløsning, Ni tre-timers møder i løbet af fem uger.
Nine tree-hour sessions over five weeks.
Arbejdsmøder til formulering af løsninger (siden april 1978)
Working meetings to formulate solutions (since April 78)
Siden april 1978 har man allerede afholdt tyve to-timers møder.
Since April 78 about twenty two-hour sessions have already been held.