natgillin/translations-raw huggingface dataset:
Virksomhedens organisation har været genstand for en løbende til pasning og ændringsproces, hvor de mest markante træk gennem halv fjerdserne har været følgende:
The organization of the company has been constantly adapted and changed, the most significant features during the 1970s being as follows:
- en gennemgribende decentralisering inden for rammerne af et styringssystem bestående af årlige budgetter og mål og planer for de enkelte enheder i virksomheden
- Thorough decentralization within the framework of a system of control consisting of annual budgets and objectives and plans for the individual units making up the firm.
- indførelse af edb som værktøj ved materiale- og økonomi styring
- Introduction of data processing equipment as a means of keeping a check on materials and finance.
- oprettelse af en selvstændig markedstingafdeling til styrkelse af den tekniske del af salgssiden
- The setting up of an independent marketing division to strengthen the technical aspects of marketing.
- etablering af projekt- og matrixoroanisation til udvikling af nye produkter
- Establishment of a project and matrix organisation for the development of new products.
- indførelse af langtidsplanlægning inden for alle områder
- Introduction of long-term planning in all fields.
Samarbejdsforsøqene og den videre udvikling
Experiments in cooperation and further developments
I slutningen af efteråret 1970 modtog N. Foss Electric samtidig med nogle andre virksomheder en opfordring fra LO og DA til at deltage i samarbejdsforsøg inden for jernindustrien.
At the end of 1970, N. Foss Electric, simultaneously with several other firms, received a request from the Danish Employers' Confederation and the Danish Federation of Trade Unions to participate
Det blev besluttet at gå med fra foråret 1971.
In the spring of 1971 it was decided to go along with this.
Tidligere på året havde virksomheden gennemført en række organisa toriske ændringer.
Earlier in the year the concern had made a number of organizational changes.
I foråret 1970 havde et konsulentfirma under søgt fabrikationsområdet, hvilket resulterede i en ny organisations-
In the spring of 1970 a management consultancy firm had investigated the manufacturing side with the result that a new plan of organization (see Figure 6) was drawn up for that section and at the same time new managers were appointed to take charge of manufacture.
Situationen for arbejderne var præget af individuelt arbejde, hvor hver enkelt arbejder af værkførerne fik tildelt arbejde af en varighed af 1-20 timer, samt en funktionsspecialisering mellem de enkelte arbejdere.
Every worker was given his individual task, being allocated by the shop foreman to a job that would take from 1 to 20 hours; there was also specialization of functions as between individual workers.
Kontakterne til produktionsforberedelsesfunktionerne og kontrolsektionen blev varetaget af værkførerne.
Contacts with production preparation functions and the control section were taken care of by the foremen.
Til styring af forsøget nedsattes en fremdriftsgruppe under samarbejdsudvalget, der formulerer målsætningen med forsøgene således:
A'progresa' group was set up under the cooperation body to supervise the experiments and formulate the objectives thereof as follows :
"I praksis at eksperimentere sig frem til ledelsesformer, der i videst mulig omfang medfører en delegering af ansvar og be føjelser til den enkelte medarbejder eller grupper af medarbejdere, således at de ansatte får mulighed for at være med bestemmende ved udformningen af deres egen arbejdssituation og for at øve indflydelse i beslutningsprocessen i virksomheden" .
"In practice to experiment so as to discover forms of management which, wherever possible, will result in delegation of responsibility and powers for the individual employee or groups of employees in such a way that they shall be given an opportunity of having a say in the framing of their own work situation and of exerting influence over the decision-making process in the concern."
Den officielle forsøgsgruppe blev dannet af fire faglærte (senere udvidet til syv, heraf to ikke-faglærte ) , som i maskinværkstedet var beskæftiget med samtlige aktiviteter inden for pladearbejde fra opmærkning af råmaterialer til komponenternes overgang til halvfabrikata.
The official experimental group consisted of four skilled workers (later expanded to seven, two of them being unskilled) who were employed in the machine shop on all work connected with the manufacture of metal plates from the marking out of the raw material to the time when the components were turned into semi-finished products.
Baggrunden for netop at etablere denne gruppe var dels, at gruppen ikke ville være afhængig af andre i maskinværkstedet i forarbejdsningsprocessen af materialerne og at alle var erfarne og dygtige. Desuden var den daværende tillidsmand med i gruppen
The reason for setting up this particular group was partly that it would not be dependent upon others in the machine shop with respect to the process work on the materials and that all the members were experienced and competent.
Ved forsøgets start overtog gruppen detailplanlægningen og senere gradvis en række andre aktiviteter, som f.eks. kontrol med fremstillede emner; anskaffelse af nye maskiner og værktøjer; ansættelser etc.
At the start of the experiment the group took over the detailed planning and later gradually a number of other activities, such as the inspection of finished products, purchase of new machinery and tools, engagement of workers, and so on.
Efter erfaringerne med pladegruppen opstod der interesse for at benytte gruppeformen andre steder, og i midten af 1973 blev hele maskinværkstedet inddelt i grupper.
As a result of experience gained in the Sheet Metal Group, other sectors of the company became interested in the group system and in the summer of 1973 the entire machine shop was divided up into groups.
Ved slutningen af samarbejdsforsøget i 1973 var der således sket en væsentlig opbrydning af det hierarkiske system, man startede i 1971.
At the end of the cooperation experiments in 1973 (they started in 1971)the system of hierarchy had changed character to a considerable extent.
Et betydningsfuldt led i denne udvikling var også, at grupperne fik adgang til at gå direkte til de personer i fabrikationsområdet, som de skønnede var mest egnede til at medvirke ved løsning af deres arbejds mæssige problemer.
An important element in this development was also that the groups were afforded direct access to those people in the manufacturing division whom they regarded as best suited for solving their work problems.
Den senere udvikling har på den ene side været præget af nye produktionsstyringssystemer, der har lagt en grænse for selvstyret og på den anden side af, at maskinværkstedet i højere grad beskæftiger sig med prototyper og prøveserier af nye produkter, indtil disse er indkørt i den rutinemæssige produktion.
Subsequent developments have been characterized, on the one hand, by new systems of production control which have set limits to autonomy and, on the other hand, by the machine shop becoming increasingly involved with prototypes and test series of new products prior to their becoming part of routine production.
En stor del af rutineproduktionen foregår så på fabrikken i Irland eller ved hjælp af underleverandører.
A large proportion of routine production is done at the factory in Ireland or with the help of sub-contractors.
I modsætning til maskinværkstedet blev initiativet til oprettelsen af den første gruppe i montagen taget af de arbejdere, der var beskæftiget med et specielt kompliceret apparat.
Contrary to what happened in the case of the machine shop, the initiative with regard to setting up the first group in the assembly section was taken by the workers who were dealing with some particularly complicated apparatus.
Baggrunden var, at et meget ufuldstændigt produktionsgrundlag havde nødvendiggjort en tæt kontakt mellem arbejderne.
The reason was that a very incomplete production basis had rendered close contact between the workers vitally necessary.
I løbet af et par år var hele montagen inddelt i grupper.
In the course of a couple of years the whole assembly section was split up into groups.
Udviklingen frem til 1975 var præget af, at grupperne overtog en række kontrolaktiviteter, udarbejdede oplæg til ændret produktionsgrundlag og modtog produktionsplaner, normtabeller og kontrolrapporter.
What took place up to 1975 was that the groups took over a number of control activities, worked out suggestions for an amended production basis and were provided with manufacturing schedules, tables setting out standards, and control reports.
I 1975 er grupperne første gang med til udarbejdelsen af mål og planer med henblik på budget for kommende år.
In 1975 the groups were involved for the first time in the preparation of objectives and plans relating to the budget for the ensuing year.
Samme år in volveredes montagen i projektgrupper omkring udvikling af nye produkter .
In the same year the assembly section was implicated in project groups concerned with the development of new products.
Efter 1975 er der ikke sket markante ændringer med hensyn til montagemedarbejdernes arbejdssituation.
Since 1975 there have been no significant changes with regard to the work situation of the employees in the assembly section.
De ikke-faglærte medarbejderes kompetence er blevet yderligere øget og den generelle kompetence i grupperne på områder som detailplanlægning og kvalitetskontrol er hævet.
The competence of the unskilled workers has been further increased and the general level of authority in groups has been raised in fields such as detailed planning and quality control.
I 1978 har man i den ene montagesektion indført de så-
In 1978 the so-called briefing discussions, which had been going on in the firm for many years so far as salaried employees were concerned, were extended to one assembly section.
Ved disse får hver enkelt medarbejder lejlighed til 12 gange om året i en samtale med værkføreren systematisk at drøfte personlige interesser og ambitioner, ønsker om uddannelsesmuligheder, tilfredsheden med arbejdssituationen generelt og gensidige forventninger.
65 personal ambitions and interests, his wishes with respect to training, satisfaction with the work situation in general and the mutual expectations.
Individuelle periodisk tilbagevendende samtaler mellem arbejdere og arbejdsleder er exceptionelt i dansk industri og må ses i sammenhæng med de efterhånden store krav til med arbejdernes kompetence og fleksibilitet.
Individual conversations recurring periodically between workers and supervisors are unusual in Danish industry and must be regarded in the light of the big demands that have gradually arisen in the matter of employees' skills and flexibility.
Udviklingen i antallet af medarbejdere i maskinværkstedet og montagen har været:
Changes in the number of workers employed in the machine shop and assembly sections have been as follows :
Værkførere Arbejdere
Foremen Workers
Antallet af medarbejdere nåede et højdepunkt i 1974 og efter af skedigelser i 1975 blev det besluttet, at maskinværkstedet på længere sigt skulle være mest beskæftiget med indkøringen af nye produkter og produktionen af de mere komplicerede apparater.
The number of workers reached its peak in 1974 and after the dismissals of 1975 it was decided that in the long term the machine shop should be used primarily for introduction of new products and the manufacture of more complicated equipment.
Mens man en overgang havde antaget en del ikke-faglærte i maskinværkstedet, har man i dag kun beskæftiget 10%.
Whereas at one time the company had a large number of unskilled workers in the machine shop, only 10% are employed today.
I montagen er det omvendt, her er kun 10% af arbejderne faglærte.
In the assembly section the position is reversed and only 10% of the workers are skilled.
Som tidligere nævnt fik.de delvis selvstyrende grupper fra starten adgang til at tage direkte kontakt på tværs af hierarkiet.
As previously stated, semi-autonomous groups were allowed right from the start to contact others directly, irrespective of their placing in the hierarchy.
Dette fik afgørende betydning for udviklingen af samarbejdet, og af de del vis selvstyrende grupper.
This was of decisive importance for the development of cooperation and the semi-autonomous groups.
Kommunikationen blev væsentlig bedre, idet man undgik værkføreren som et ofte forsinkende og meningsforstyrrende mellemled.
Communication was considerably improved, since the system bypassed the shop foreman who was often an intermediary who held things up and prevented the exchange of ideas.
Et system af mere eller mindre formaliserede kontakter blev efterhånden etableret, og i visse tilfælde kunne man ligefrem tale om, at en medarbejder i produktionsforberedelsen direkte fungerede som et slags medlem af en delvis selvstyrende gruppe i en periode.
A system of more or.less formalized contacts was gradually established and in certain cases it could be said straightout that an
47 at udbygge samarbejdet på tværs mellem lager, indkøb, planlægning og metode, således, at organisationen også på dette niveau kunne fungere mere fleksibel.
In order to deal with this increased pressure from the workers, more conferences were introduced in the department concerned with production preparations for the purpose of expanding cooperation between warehouse, purchasing section, planning and methods, so that the organization could also work in a more flexible way at this level.
De delvis selvstyrende grupper blev således igangsættere af en "organisationsudvikling fra neden" som tog ud gangspunkt i konkrete praktiske problemstillinger.
The semi-autonomous groups thus became the promoters of an "organizational development from the bottom" based on concrete practical problems.
Det repræsentative samarbejdssystem
The representative cooperation system
Udviklingen i det repræsentative samarbejdssystem har været præget af mange ændringer ofte af radikal karakter.
Development in the representative cooperation system has been characterized by many changes, often of a radical nature.
Disse har både været udtryk for konkrete modsætninger mellem arbejdere og ledelse såvel som forsøg på at finde former for samarbejdsrelationer, som har været acceptable for begge parter.
These have been at one and the same time an expression of concrete clashes of interest between workers and management and an attempt to find forms of cooperation that would be acceptable to both parties.
Ved starten af samarbejdsforsøgene i begyndelsen af 1971 etableredes et samarbejdsudvalg ifølge SU-aftalen på 8 medlemmer til afløsning af et eksisterende kontaktudvalg.
When the experiments with cooperation started at the beginning of 1971, a cooperation committee was set up in conformity with the Agreement on Cooperation and Cooperation Committees; it had eight members and replaced an existing contact committee.
Samtidig etableredes et særligt samarbejdsudvalg for funktionærer (SU 2).
At the same time a special cooperation committee for salaried employees was set up.
Arbejdet i samarbejdsudvalget var i den første periode præget af, at der fra arbejderside var et stort behov for information om virksomhedens stilling og ledelsens hensigter.
To begin with, work in the cooperation committee was characterized by the workers' urgent need for information about the firm's position and the intentions of the management.
Det meste af tiden gik derfor med, at ledelsen informerede om salgsbudgetter, produktionsplaner og udviklingsaktiviteter.
Most of the time was therefore spent on information given by the management regarding sales budgets, production programmes and development activities.
Efterhånden blev samarbejdsudvalget et forum for diskussion af alle slags problemer, som ikke var blevet løst ved direkte kontakt mellem de involverede personer.
Gradually the cooperation committee became a forum for discussion of all kinds of problems that had not been solved by direct contact between the persons affected. One of the most essential points discussed at
Et af de helt centrale spørgsmål, som blev diskuteret i perioden, var ønsket om en større tryghed i ansættelsen.
67 this time was the desire for more job security.
I 1972 nåede man frem til en af tale om funktionærlignende vilkår for arbejdere med mere end 2 års anciennitet.
In 1972 agreement was reached giving workers who had been with the firm for more than two years advantages similar to those enjoyed by the salaried employees.
Aftalen omfattede overgang til månedsløn, fuld løn under sygdom, længere opsigelsesvarsler (3 mdr.) og graviditetsløn i lighed med ordningen for funktionærer.
This agreement included a changeover to monthy pay, full pay during sickness, longer periods of notice (3 months) and paid maternity leave on the same basis as for salaried staff.
Efter at hele maskinværkstedet var gået over til at arbejde i del vis selvstyrende grupper i 1973 dannede arbejderne i maskinværkstedet et såkaldt kontaktudvalg.
After the entire machine shop had begun to operate in semi-autonomous groups in 1973 the workers there formed what was known as a liaison committee.
Dette bestod af en repræsentant for hver af de 8 delvis selvstyrende grupper og skulle be handle alle de forskellige spørgsmål som diskuteredes i samarbe jds--udvalget, idet arbejderne følte et behov for at finde frem til en fælles holdning for at modvirke, at udviklingen domineredes af ledelsen.
This consisted of one representative for each of the eight semi-autonomous groups and was intended to deal with all the various questions discussed in the cooperation committee, since the workers felt the need for a common attitude to prevent the development being dominated by the management.
I 1973 etableredes endvidere for første gang en formel kontakt til SU 2, idet de to samarbejdsudvalg nedsatte et fælles
In 1973 formal contact was established for the first time with Cooperation Committe 2 when the two committees formed a joint sub-committee to deal with discussions on the introduction of flexitime.
Arbejdet resulterede i, at der i slutningen af 1973 indførtes en forsøgsordning med et flextidssystem.
The outcome of this work was that at the end of 1973 an experimental flexitime scheme was introduced.
Samarbejdsudvalget blev i denne periode styrket kraftigt som in formationsorgan, og arbejderne nåede gennem arbejdet i samarbejds udvalget væsentlige forbedringer i arbejdsforholdene som funktionærlignende ansættelsesforhold og flextid.
At this time the cooperation committee was considerably strengthened as a means of information and through their work in the cooperation committee the workers managed to obtain some important changes in their working conditions such as terms of employment on a par with those of the salaried staff and flexitime.
Samtidig blev for maskinværkstedets vedkommende modstridende synspunkter mellem arbejdere og ledelse trukket kraftigere op med dannelsen af kontaktudvalgene.
At the same time the conflicting views of workers and management so far as the machine shop was concerned were brought much nearer to one another by the establishment of liaison committees.
De næste par år blev væsentligst påvirket af forhold omkring til bagegangen i salget i slutningen af 1974 og i 1975.
The next few years were affected considerably by circumstances connected with the fall in sales at the end of 1974 and in 1975.
Samarbejdsud valget havde en central rolle ved indførelsen af en 3-dages arbejds uge i december 1974 og ved afskedigelse af de 46 arbejdere og 38 funktionærere, da det blev klart, at tilbagegangen ikke var af meget midlertidig karakter.
The cooperation committee had a central part to play in the introduction of a 3-day working week in December 1974 and the dismissal of 46 workers and 38 salaried employees when it became clear that the recession was not going to be of a temporary nature.
Ved lønforhandlingerne i sommeren 1975 fik tillidsmanden for de faglærte arbejdere ingen opbakning for sin aftale med ledelsen, hvilket bevirkede, at han trådte tilbage i juni 1975, og ingen ny blev valgt.
In the wage negotiations in the summer of 1975 the shop steward in charge of the skilled workers received no support for his agreement with the management, with the result ^that he resigned in June 1975 and nobody was elected to replace him.
I begyndelsen af 1976 trak arbejderne sig ud af samarbejdsudvalget, idet man følte, at det ikke længere bidrog til samarbejdsudvikling en.
At the beginning of 1976 the workers withdrew from the cooperation committee as they felt it no longer contributed to the development of cooperation.
Den direkte indflydelse over egen arbejdssituation havde man i stort omfang opnået ved dannelsen af de delvis selvstyrende grupper og ved den større fleksibilitet i det hierarkiske system.
They had to a great extent obtained direct influence over their own work situation by setting up semi-autonomous groups and through improved flexibility in the system of hierarchy.
Perioden endte således med, at man stod uden samarbejdsudvalg, smedene havde ingen tillidsmand og det repræsentative samarbejds system var således delvis brudt sammen.
Thus at the end of the period there was no liaison committee, the smiths had no shop steward and the representative system of cooperation had there fore broken down to a certain extent.
Det viste sig dog efter hånden, at der alligevel var behov for en systematisk kontakt mellem ledelse og tillidsrepræsentanter.
With time however it was realised that there was indeed need for some systematic contact between management and shop stewards.
Man blev derfor enige om at holde jævnlige møder mellem fabrikationschefen og tillidsmænd samt talsmænd for de forskellige grupper af arbejdere.
It was therefore agreed to hold regular meetings between the person in charge of the manufacturing side and shop stewards and spokesmen for the different groups of workers.
Smedene i maskinværkstedet valgte i april 1977 en talsmand til at deltage i disse møder.
In April 1977 the smiths in the machine shop elected a spokesman to attend these meetings.
Man holdt møde ca. 2 gange om måneden, og møderne blev brugt til generel information fra ledelsen om salgsudvikling, projekter og fremtidsplaner og til at rejse og diskutere en lang række forskel lige problemer fra arbejderside.
Meetings were held approximately twice a month and were used for the dissemination of general information furnished by the management on sales development, projects and future plans and as a forum for raising and discussing a large variety of different problems coming from the workers' side.
I modsætning til samarbejdsud valgets sammensætning med lige mange ledelses- og arbejderrepræsentanter var der her tale om en situation, hvor en leder mødtes med
Contrary to the composition of the cooperation committee with an equal number of representatives of management and workers, the position here was that one executive met five or six shop stewards.
I begyndelsen af 1975 indtrådte de to medarbejderrepræsentanter i bestyrelsen valgt efter den nye lovgivning.
Early in 1975 the two employee representatives joined the board of directors after being elected in accordance with the new legislation.
Der blev dengang og siden valgt en repræsentant for arbejderne og en repræsentant for funktionærerne.
At that time and subsequently one person has been elected to represent the workers and one to represent the salaried employees.
Repræsentanterne mener ikke, de har haft den store indflydelse på beslutningerne i bestyrelsen, men der er kommet mere åbenhed om de strategiske beslutninger.
These representatives do not believe that they have had any great influence over decisions made by the board of directors, but a greater measure of openness has developed with regard to strategic decisions.
På Foss Electric har man udviklet en meget hurtig og åben kommunikation fra ledelsen til medarbejderne.
At Foss Electric a very fast and unrestricted system of communication has been developed from management to employees.
Adgangen for medarbejderne til at sidde i bestyrelsen har yderligere understøttet dette.
This has been further supported by enabling the workers to have seats on the board.