natgillin/translations-raw huggingface dataset:
28 blive mere tilfredse, når de selv kunne vælge kvaliteten og mængden af de produkter, de ønskede at købe.
-28- time. Five persons are employed on a casual basis, to deal with empty bottles returned and give general assistance.
Derfor forventer ledelsen, at "elektroniske vægte vil forsvinde i den form, de nu bliver brugt".
Some of the staff are skilled, for example in the specialty departments (butchery department).
De håndbårne terminaler er indført for at lette personalet og forhindre for mange fejl.
The distribution as to skilled and unskilled workers is about even.
"Det er væsentligt nemmere for personalet at gå rundt i forretningen med en lille maskine end at skulle stå og holde rede på en hel stak papirer. De ordrehæfter, personalet før i tiden skulle bruge, var det ikke alle, der kun ne benytte." Håndterminalerne skulle kunne bevirke, at en større del af personalet kan medvirke i disponeringen og derved få mere indhold i arbejdet.
The supermarket has an agreement with HK and Naerings- og Nydelsesmiddelarbejderforbundenes Samvirke (Association of Food, Drink and Tobacco Workers' Unions).
Specialiseringen skulle falde, hvilket skulle medføre mere selvstændighed i arbejdet,- siger man. En række andre teknologiers indførelse har en karakter, hvor kontrolelementet resp. styringselementet ikke er det fremtrædende.
To make optimum use of this system, the store has its own merchandise codes, which cover almost all the lines it sells.
Synspunkterne på disse centrerer sig derfor mere direkte om det driftsøkonomiske og det håndteringsvenlige (og dermed tidsbesparende).
A description of supermarket C with respect to organizational structure, stock buying, stock handling, work distribution, etc, can be found in Section D.
Frostskabe er indført, fordi man gerne ville formindske antallet af de normale frysekummer, da disse dels er meget pladskrarvende, dels meget strømforbrugende.
The management of a large chain proper: Case D It was considered necessary, in order to guarantee the chain's anonymity, to refrain from giving a complete description of it.
Samtidig opnås en lettere vare håndtering. Sættelad er et andet eksempel på en teknisk forbedring, hvor be grundelsen for anskaffelse klart er lettelser i håndtering.
Our description will therefore be restricted to the primary area of interest of this report, namely experience with the introduction of new technology.
Man skal således ikke håndtere de samme varer flere gange, før de kan sættes på plads i butikken. Telefon med printer er anskaffet af tilsvarende grunde.
Up to the pre sent time it has acquired experience with control systems which, when they were introduced, would have been regarded as advanced.
"Det skulle lette arbejdet, og endvidere er der den fordel, at man kan bestille, når man ønsker det, og man kan ændre ordrer. Samtidig får man sikkerhed for, at ordren er gået ind."
The introduction of new intelligent point-of-sale terminal systems, linked to a central computer at the chain's main establishment, will thus be a natural development of this pattern.
Det kan afslutningsvis konkluderes, at det i supermarked A var ledelsen, som havde eksplicitte synspunkter med hensyn til år sager til anskaffelse af ny teknologi.
With regard to concrete experience with new cash register technology, it may be noted that the chain is currently conducting an experiment with minicomputer-controlled point-of-sale terminals in a large supermarket.
Medarbejdernes synspunkter var få og meget generelle.
The chain plans to launch a larger-scale experiment in I983, involving 30 stores.
En anden væsentlig årsag er ledelsens forestillinger om, at ny kasseteknologi vil betyde en forbedring af beslutnings­grundlaget.
There are two basic reasons for introducing new technology in supermarkets today.
"De nye kasseterminaler vil være meget værdifulde i og med, at de kan lette os i vor arbejdstilrettelæggelse.
One is that new technology is believed to be instrumental in reduc­ing costs and hence in increasing profits.
De kan også bruges til kundeanalyser."
This is the most important reason.
Ydermere har kæden besluttet sig til at forbedre sit informations­grundlag. "Det er helt sikkert, fordi det også kan lette dispo­neringen i hovedkontoret (kædens centralled)."
The other is that existing equipment has to be replaced anyway.
Endvidere an­føres som årsag, at "det nye system kan skabe en bedre indtje­ning, hurtigere dataindsamling, og det giver større kontrolmu­ligheder. "
An extension to this is when the technology used in the store cannot be replaced by the same kind of equipment: that particular model may no longer be produced.
Personalet mener, at der er flere årsager til, at den ny tekno­logi indføres.
It is then a case of looking around for something comparable, and it will often be new models.
"Et af motiverne kan være for at gøre arbejdet nemmere, et andet er at spare lønudgifter.
The management reasons thus: "a wide range of advanced equipment is available to assist in improving profits, and we need it for precisely that reason".
Et tredie motiv kan være, at den ny teknologi kan give et bedre informationsgrund­lag."
The employees confirm the management's view, saying that they would imagine that "they (the management) will install anything that may prove to be pro­fitable", and that it is a question of "whether it will pay for itself in purely economic terms".
Det er karakteristisk for supermarked B, at der ikke er ekspli­citte årsagsangivelser, når det drejer sig om den enkelte kon­krete investering i ny teknologi. Dette kan hænge sammen med, at supermarkedet befinder sig i en typisk "before­situation".
The concrete reason for introducing the new point-of-sale terminals was that the existing cash registers were approaching the end of their service life and had to be replaced in any case.
Som tidligere nævnt skal der forsøgsvis opstilles nye kasseter­minaler i løbet af efteråret 1983.
(For a description of ΕΑΝ-PLUS, see Annex 1.)
Det er et gennemgående træk, at det er ledelsen i B, som formu­lerer årsager til anskaffelse af ny teknologi.
ΕΑΝ-PLUS for a number of reasons makes it possible to reduce costs (reduced price labelling, fewer keyboard errors, etc), but it becomes really effec­tive, according to the management, only "when the point-of-sale terminals are linked together in a scanning system".
Personalet er usikker med hensyn til at pege på konkrete grunde, og når de ud­taler sig, er det i vage vendinger.
A further reason given was that "this system can be expanded, and we have already increased its coverage by 400 item codes".
Ledelsens generelle begrundelse for at indføre ny teknologi er "at gøre tingene nemmere".
It is also felt that there will be an improvement in the decision-making system. "It enables better information to be obtained.
Det uddybes med, at der i supermar­kedet er mange funktioner, der enten kan undlades eller gøres hurtigere.
Analyses can be carried out, for example, to assist in the planning of work, to tell us when peak loads occur at check-outs.
Endvidere er forventningen om en bedre indtjening som følge af øgede kontrolmuligheder og bedre information ofte en hovedårsag.
This information provides a better means of determining what floor staff should be put on stand-by for check-out duty.
Indførelsen af mærkning af varerne med koder og nye kasseterminaler indførtes for 5 år siden for at kunne få mulighed for at følge salget bedre.
The new check-out system should also mean that the supermarket can provide better customer service, because the receipt supplied to customers by the new point-of-sale terminals carries a printout of the nature of the goods and the number of units purchased.
Man følte et stort behov for bedre og mere detailleret information med henblik på en bedre planlægning af sortimentet og en bedre tilrettelæggelse af arbejdet i øvrigt.
The new system should also enable check-out staff to work faster, which means that long queues should not form as frequently.
Hertil kom et ønske om at kunne kontrollere forskellige aktiviteter son f.eks. tilbudskampagner.
A final important reason given for the purchase of the new terminals is that they are ergonomically better for the staff.
De elektroniske vægte anskaffede man med henblik på en bedre kundeservice.
With regard to electronic scales, it was felt that these could reduce the costs of packaging, because the work could be passed on to the customers.
En anden årsag var, at håndtering af varerne med denne teknologi ville blive mindretidskrævende for personalet.
Also, it was assumed that customers would be happier if they could select for themselves the quality and quantity of products they wished to buy.
Personalets generelle synspunkter var, at ny teknologi blev ind ført for at minimere omkostninger. Med ny teknologi kan der ansættes mindre kvalificeret arbejdskraft til lavere lønninger.
These expectations have thus far proved to be correct, but it has been found that a disproportionate amount of loss occurs when the customers do their own weighing (they weigh one quantity and then add several more items).
Endelig mener man, at der gør sig et konkurrencesynspunkt gældende .
The management therefore feels that "electronic scales in their present form will be phased out".
Repræsentanterne for denne kædeledelse anfører, at der i grossistledet er en omsætningshastighed på 10-20 dage, mens den i detailledet er 20-40 dage.
"It is considerably easier for staff to walk round the shop carrying a little machine than to stand and shuffle through sheaves of paper.
Det er derfor i det sidste led, de store omkostningsbesparelser ligger og dermed behovet for ny teknologi.
The order forms which previously had to be used by the staff were not the kind of thing everyone could cope with."
Omkostningsbesparelserne fremkommer gennem bedre sortiments- og lagerstyring og en mere effektiv kassefunktion. Data fra de nye 'intelligente' kasseterminaler er endvidere nødvendige for at kunne forbedre informationsgrundlaget.
The portable terminals should enable a larger proportion of the staff to take part in the stock ordering process and hence become more involved in the work.
Information om ny teknologi får ledelsen ad forskellige kanaler.
Set-down container bodies are another example of a technical improvement de signed to secure increased ease of handling.
Man får information gennem annoncer og gennem sælgere af de for skellige kapitalgoder. Brancheorganisationer formidler en del
It is not necessary to sub ject the same goods to several handling operations before they are put on display in the store.
31 informationer om udbudet.
A telephone/printer was installed for similar reasons.
Endvidere udveksler man erfaringer og diskuterer med ledere i de andre butikker i kæden sant med ledere uden for kæden.
"It was intended to ease the work; it has the additional advantage that orders can be placed at any time and that orders can also be amended.
1 det omfang, det er muligt, forsøger man selv at vurdere den ny teknologi, der indføres hos konkurrenterne.
What is more, there is con­firmation that the order has gone through."
Selve implementeringen starter med, at man gennem samarbejdsudvalget informerer personalet om, hvilke ændringer eller ny tek nologi, man (ledelsen) har til hensigt at indføre i supermarkedet.
It can be concluded, finally, that it was the management in supermarket A which had explicit views on the reasons for acquiring new technology.
Da de nye kasseterminaler blev installeret, blev der afholdt et 2 timers introduktionskursus.
The views of the staff were few and expressed in very general terms.
På dette kursus, der holdtes uden for arbejdstiden, fortalte leverandør og ledelse lidt om, hvad det kunne betyde for det personale, der arbejder i kassen.
The immediate reason for installing new technology in supermarket Β was that it would "ease the work of the staff", said the management.
Selv om personalet generelt informeres gennem samarbejdsudvalget, har personalet ingen indflydelse.
Another impor­tant reason was that the management felt that new point-of-sale technology would mean an improvement in the basis for decision-making.
Ledelsen udtaler, at "personalet først deltager i processen, når beslutningen er truffet.
"The new point-of-sale terminals will be of great value in helping us to organize our work more effectively.
Personalet bidrager i brugen".
They can also be used for customer analyses."
Da man indførte de nye kasseterminaler, udbyggede man langsomt antallet af PLU-numre, for at ændringen ikke skulle blive for voldsom. Personalets vurdering af implementeringsprocesser generelt er, at når der er tale om store ændringer, bør personalet være med.
The chain has furthermore decided that it will improve its information base.
"Når der er tale om store ændringer, bør personalet være med, før man beslutter sig til at lave det om."
A further reason given is that "the new system can improve takings, speed up data acquisition and provide better means of control".
Personalet er noget kritisk, når det skal vurdere implementeringsprocessen i forbindelse med de nye kasseterminaler.
The staff feel that there are many reasons why new technology is being in­troduced.
"På grund af den manglende information var man ofte lidt skeptisk og nervøs, hvilket gav sig udslag i en vis usikkerhed.
"One of the reasons may be to ease the work, another is to save on the wage bill. A third may be that the new technology provides a better information base."
Denne usikkerhed betød, at der ofte blev indkøringsvanskeligheder.
A characteristic feature of supermarket Β is that no explicit reasons are given as far as the individual concrete investment in new technology is con­cerned.
Man trykkede tit på de forkerte taster.
This may have to do with the fact that the supermarket is in a typical "before-situation".
Hvis man havde haft den en halv time alene - uden kunder - da terminalerne blev in stalleret i butikken, kunne nogle af disse problemer undgås."
As has already been pointed out, new point-of-sale terminals are to be installed on an experimental basis during the autumn of 1983· It is always the management at Β who put forward reasons for the purchase of new technology.
Træningen af personalet i brugen af kasseterminalerne bestod efter personalets udsagn alene i, at der ved kasseslusen i en halv time stod én fra det firma, der havde leveret kasseterminalerne. lerne.
The staff are uncertain when it comes to picking out concrete reasons and, when they voice an opinion, it is couched in vague terms.
Ved indførelsen af de håndbårne terminaler foregik det på den måde, "at vi var til et møde i frokostpausen, hvor vi fik at vide, hvordan de virkede.
Supermarket C The management's general justification for the introduction of new technology
32 centrallageret."
-32- is "to make things easier".
Hertil replicerer ledelsen, at det ikke ex de store problemer, der opstår ved den måde, man implementerer tingene på.
This is enlarged upon by the statement that there are many functions in the supermarket which can either be dispensed with or speeded up.
"I starten er der en skræk blandt personalet for at dumme sig. Disse problemer må man lukke ørerne for."
A principal reason is often also that a better posi tion can be achieved as regards takings, through improved control facilities and better information.
Der er ikke i supermarked A foreløbig konstateret ændringer i beskæftigelsen eller i kravene til ansattes kvalifikationer.
Goods coding and new point-of-sale terminals were introduced five years ago in order to make it possible to monitor sales more effectively.
På længere sigt vurderer personalet dog den ny teknologis ind flydelse på beskæftigelsen således, at "den vil have en negativ indvirkning.
A strong need was felt for better planning of the merchandise range and better organization of the work in general.
Ledelsen vil ikke fyre folk her og nu, men de ansætter ikke flere, når folk holder op (naturlig afgang)."
There was also a wish to have con trol over various activities, such as special-offer campaigns.
Ledelsen mener ikke, at der er de store problemer.
The electronic scales were acquired in order to offer customers better service.
"Da centrallageret blev oprettet, blev folk overflyttet dertil, og vi har haft et beskedent fald i beskæftigelsen.
Another reason was that the handling of goods by this technology would be less timeconsuming for the staff.
Ovenstående beskrivelse af de faktiske implementeringsprocesser bør ses i sammenhæng med graden af accept m.h.t. ny teknologi.
The general views of the staff were that new technology was being introduced to minimize costs.
Ledelsen i supermarkedetaccepterer fuldt ud den ny teknologi.
Thanks to the new technology, less qualified staff could be employed at lower wage rates.
"Der er ikke nogen, der har givet udtryk for nogen utilfredshed."
Finally, it was thought that a competitive aspect was involved.
Det kan konstateres, at personalet i supermarked A også accepterer den ny teknologi, men det vil nok vare mere rigtigt at kalde det en passiv accept.
As can be seen, the staff at supermarket C, where more experience had been gained of new point-of-sale technology, had more precise views on the reasons for the introduction of new technology.
Accepten kan skyldes, at man ikke lægger mærke til, hvorhen ud viklingen går.
The management of a larger chain of supermarkets: Case D
Der er således ikke sket en revolution inden for supermarkederne; man kan snarere tale om, at der sker en række gradvise ændringer.
Representatives of this chain state that the rate of stock turnover on the wholesale side is 10-20 days, while on the retail side it is 20-40 days.
Denne udvikling medfører en del påviselige positive ændringer i arbejdet i form af arbejdslettelser.
It is in the latter area, therefore, that there is greatest scope for cost savings and hence the greatest need of new technology.
Dette er specielt slået igennem i håndteringen af varerne, men også i kassefunktionen ("man skal ikke trykke så hårdt på tasterne") og i genbestillingen.
Cost savings can be secured through better control of the assortment and stock of goods and more efficient check-out operation.
"MSI'en er en stor lettelse. Varens nummer står på hylderne, og der står også, hvor mang stk. der er i en karton."
Data from the new "intelligent" point-of-sale terminals are also necessary to improve the information base.
Personalet påpeger også, at der er "blevet mere tid til kunderne, og det er for os større arbejdsindhold. Det er mere trivielt at
A further purpose of the new techniques is to enable a greater degree of centralized control to be achieved.
Endelig kan man påpege, at personalets accept nok også skyldes, at der ikke er blevet fyret medarbejdere ved indføreise af ny teknologi. Dette har givetvis en stor psykisk betydning.
C.3 Introduction and the implementation process, the consequences for employment and acceptance of the new technology
Information om ny teknologi får butiksledelsen fortrinsvis gen nem den kæde, man er en del af.
The management acquires information on new technology through a variety of channels.
"For kasseterminalsystemets vedkommende forholder det sig således, at jeg blev ringet op og spurgt, om jeg ville være med i et forsøg."
Information is obtained by way of advertisements and through salesmen who supply the various capital products.
Generelt foregår implementeringsprocessen i kæden på den måde, at "vi bliver orienteret om det nye.
Trade organizations provide a fair amount of information on the equipment available.
Derefter er der en prøve fase i enkelte butikker.
There are also exchanges of experience and discussions with managers at the other stores in the chain and with managers outside the chain.
Efter prøvefasen tager man stilling til, om det er noget, man vil indføre generelt," s i ger butiks lederen.
As far as it is possible to do so, a manager will try to evaluate for himself the new tech nology installed by competitors.
Butiksledelsen er ansvarlig for implementeringen i selve butik ken. Fra tidligere implementeringssituationer nævner ledelsen disse erfaringer: "For at kunne betjene en ny kasseterminal (selve kasseapparatet) kræves ca. tre måneders oplæring".
When the new point-of-sale terminals were installed, a 2-hour introduction course was held.
"De hånd bårne terminaler blev anvendt fuldt ud og korrekt efter ca. 23 måneder."
While the staff are kept informed in a general way through the works council, they have no influence.
'Et PLU-system tager nok ca. 6 måneder."
The management states that the "staff begin to participate in the process only when the decision has been taken.
Lige så hurtigt som ledelsen (i butikken) har oplysningerne eller har fået nogen form for information om ny teknologi, lige så hurtigt får personalet informationen.
The staff make their contribution in the actual operation of the system".
"Vi indkalder som regel til et aftenmøde, hvor eksperter fra hovedkontoret kommer og for tæller, hvad det drejer sig om."
When the new point-of-sale terminals were installed, the bank of PLU numbers was built up gradually, so that the change would not be too dramatic.
"Personalet har sådan set ingen indflydelse på beslutningen angående ny teknologi.
The staff's attitude towards implementation processes in general is that, when major changes are envisaged, the staff should be involved.
Tillidsmanden bliver orienteret, og der foregår en orientering i samarbejdsudvalget."
"When major changes are envisaged, the staff should be involved before the decision is taken to go ahead."
Ledelsen deltager i kursus S3r installationen af de nye kasse terminaler.
The staff are somewhat critical in assessing the implementation process for the new point-of-sale terminals.
Personalet deltager ikke i noget formelt kursus, men der bliver som sagt afholdt et "kursus" en aften i butikken.
"Because of a lack of information, we were often a little sceptical and apprehensive, which led to a certain feel ing of insecurity.
Derudover bliver der opstillet forsøgskasseterminaler, som personalet kan "lege" med, inden de bliver opstillet i butikken.
This insecurity meant that there were often running-in difficulties.
Andre nye teknologier er blevet implementeret rigtigt, mener ledelsen.
We often hit the wrong keys.
"Implementeringsprocesserne er blevet grebet rigtigt an."
If we had had half an hour alone - without customers - when the terminals were installed in the store, some of these problems could have been avoided."
Der har da heller ikke været nogle store problemer i for-
The training of staff in the use of the terminals, according to the staff, consisted merely in having
De problemer, der har været, har ikke kunnet undgås.
That was also what happened when the central warehouse was started."
Det har været enten menneskelige problemer eller de­fekte maskiner."
The management counters by replying that no major problems arise in the way things are implemented.
Som fremstillet af ledelsen mener personalet­ikke, at det altid foregår.
"At the start, the staff are afraid of appearing stupid.
De siger: "Den teknologi, der er indført i butikken, er bare kommet."
You simply have to ignore these problems."
Da nye kasseapparater blev indført sidste gang, blev der holdt et møde. "Problemet var bare, at vi ikke vidste, hvad det var for en kasse." Om trådburene var der god information.
No changes in the workforce or in the qualifications required of employees have been observed at supermarket A. In the long term, however, the staff consider that the influence of the introduction of the new technology on employment will be that "it will have a negative effect.
Et møde blev holdt 2 uger, før trådburene kom til butikken, og der blev vist dias, som kunne vise, hvad det drejede sig om.
The management do not think that there are any major problems.
Det var butikslederen, der stod for indførelsen, men han blev bistået af konsulenter.
"When the central warehouse was set up, people were transferred to it, and we have had a modest drop in employment.
Med hensyn til de nye kasser med PLU­numre, som man nu skal have, mener personalet, at man må forvente et møde en aften, så kasse­personalet kan blive fortrolige med de nye apparater.
On the other hand, the proportion of part­time staff may be rising."