natgillin/translations-raw huggingface dataset:
Den forbedrede driftsøkonomi skulle sikres gennem lavere lønudgifter i forbindelse med bemandingsbesparende anlæg og driftsform samt besparelser på energisiden.
Operating costs would be reduced through a lower wage bill achieved by applying manpower­saving equipment and production methods together with a lower energy consumption.
Produkterne skulle udelukkende bestå af de to ølsorter "Hof" og "Grøn Tuborg", koncernens mest solgte mærker på det danske marked.
The plant would only produce two types of beer) "Hof" and "Green Tuborg", the group's two top­selling products in the Danish market.
Kvaliteten af produkterne skulle være uskelnelig fra de tilsvarende produkter fra de københavnske bryggerier.
The quality of the products must be indistinguishable from the corresponding pro­ducts made by the breweries in Copenhagen.
Ideen med at begrænse produktionen til de to ølsorter var, at man igennem en sådan standardproduktion opnåede driftstekniske og driftsøkonomiske fordele.
The idea behind limiting the production to those two types of beer was that a standard production of this type would result in technical, eco­nomic and operational advantages.
Produktionskapacitet og udvidelsesmuligheder
Production capacity and scope for expansion
Bryggeriet skulle opbygges efter et modulsystem, der gav mulighed for fremtidige udvidelser. Til den første fase, som var den, det var besluttet at etablere og som omfattede et brygværk og to tappehaller, planlagdes en kapacitet på 1,1 million hl øl om året.
The plan was for a brewery of modular design with scope for future ex pansion.
Dette svarer til ca. 20% af koncernens samlede salg af øl på det danske marked.
20% of the group's total sale of beer on the Danish market.
Ved fuld udbygning ville bryggeriet kunne producere 5 millioner hl om året.
When fully established, the brewery would be capable of producing 5 million hec tolitres per year.
Der var dog i 1977 ikke umiddelbare planer om at bygge bryggeriet op til denne kapacitet.
In 1977 there was, however, no immediate plans to build the brewery up to that capacity.
Generelle driftsmæssige intentioner
General operational intentions
Det var en gennemgående filosofi ved opbygningen af produktionsanlægget, at produktionen skulle have stordriftens fordele ved standardiseret produktion og en konstant kapacitetsbelægning.
One of the major elements of the design philosophy was to exploit the economies of scale by standardising the production and by operating the plant to full capacity at all times.
En sådan strømlinet produktion skulle - ud over det enkle produktsortiment - sikres gennem et funktionsfordelingsprincip mellem FB og de københavnske bryggerier.
The streamlined production thus achieved would be based on the distribution of functions between the
Samspil mellem FB og DfB
Interaction between FB and DfB
Det var et ønske, at FB i vid udstrækning skulle fremstå som en selvstændig virksomhed inden for koncernen med et selv stændigt budget og ikke mindst med nogle selvstændige ledelses- og samarbejdsformer, frigjort fra de københavnske bryggeriers traditioner og vanetænkning.
The group wanted the Fredericia Brewery to have a high degree of inde pendence within the group. It was to have its own budget and, not least, a number of independent forms of management and cooperation structures which constituted a break with the traditions and conven tional ways of thinking in the Copenhagen breweries.
Desuden ønskede man, at virksomheden skulle have et lokalt præg med primær tilknyt-
In addition, the group wanted the brewery to fit in with the local environment and to be primarily part of the local business community and labour market.
ning til det lokale erhvervsliv og arbejdsmarked. Bl.a. som konsekvens heraf havde man oprettet FB som et selvstændigt aktieselskab med egen bestyrelse i efteråret 1976.
However, in a number of areas a high degree of interaction between FB and the group had already been incorporated or planned, which meant that the brewery was far from independent. Firstly, FB was set up with
Der var dog på en række punkter på forhånd indbygget eller planlagt et nært samspil mellem FB og koncernen som gjorde, at der langt fra var tale om uafhængige virksomheder.
DfB capital, and DfB was the only shareholder.
For det første var etableringen af FB baseret på DfB's kapital og DfB var eneaktionær i foretagendet.
Secondly, DfB would be FB's only customer since the group would be buying the total production and would be responsible for distribution, sales and marketing.
For det andet ville DfB blive FB's eneste kunde, idet koncernen skulle aftage hele produktionen og forestå distribution, salg og markedsføring, og for det tredie var der planlagt en funktionsfordeling mellem FB og koncernens københavnske bryggerier, der gjorde, at FB på en række punkter ville være afhængig af DfB's indsats og ekspertise. pertise.
Thirdly, a distribution of functions had been planned between the Fredericia Brewery and the group's breweries in Copenhagen, which meant that FB would depend on DfB's performance and expertise in a number of areas.
Funktionssamspillet mellem koncernen og FB var bl.a. planlagt under hensyn til at oprette en strømlinet produktion på FB, idet utilsigtede variationer i produktionsforløbet (fx drifts- eller kvalitetsproblemer) kunne opfanges i København.
These links between the group and FB had, among other things, been planned with a view to streamlining production at the Fredericia Brewery as unforeseen variations in production (due, for example, to problems of operation or quality) could be contained in Copenhagen.
Således kunnne der leveres færdigbrygget øl i tanke (det så kaldte bulkøl) fra koncernens københavnske bryggerier, lige som man kunne trække på koncernens særlige ekspertise.
The group's breweries in Copenhagen could in this case supply finished beer in tanks (the so-called "bulk beer") and it was also possible to draw on the special expertise in the group.
Desuden skulle specialfunktioner, som fx produktudvikling og den overordnede kvalitetskontrol som ved koncernens øvrige licensbryggerier foretages i København.
Furthermore, specialised functions, e.g., product development and overall quality control, would be carried out in Copenhagen. This also applied to the group's other licenced breweries.
Produktionsanlægget
The production plant
Udformningen af produktionsanlægget skulle tilgodese en kon tinuerlig, strømlinet produktion.
The design of the brewery was aimed at a continuous streamlined production.
Brygprocesserne skulle styres fra centrale kontrolrum med anvendelse af avanceret automatik.
The individual production units were as far as possible to be con structed as small independent modules.
Også i tappehallerne skulle anvendes den mest moderne teknologi på området.
The modular principle would provide for future expansion and technological changes.
De grundlæggende bryg- og tappemetoder var dog ikke afgørende forskellige fra tidligere anvendte me-
At the same time, it would be easy for the employees to familiarize themselves with the various production units, and so be able to split up into smaller work groups.
De enkelte produktionsafsnit skulle så vidt muligt bygges op som små selvstændige moduler.
The working environment and the lay-out of the work-place
Modulprincippet ville være fleksibelt overfor fremtidige udvidelser og teknologiske ændringer.
Generally speaking, the working area was to be bright and attractive with ample space and easy access.
Samtidig ville de enkelte produktionsenheder være overskuelige for medarbejderne og give muligheder for opdeling i mindre arbejdsgrupper tilknyttet produktionsenhederne.
The equipment was to be easy to ope rate and the work stations well designed.
De fysiske arbejdsomgivelser og arbejdspladsens indretning
Likewise, attention would be paid to temperature, humidity and ventilation.
Der skulle generelt være lyse og behagelige arbejdsomgivelser med god plads og gode adgangsforhold.
Safety would be given a high priority (e.g. non-slip floors, various safeguards, emergency exits and warning signs).
Anlæggene skulle være betjeningsvenlige med hensigtsmæssige arbejdsstillinger.
In accordance with the objectives laid down in the organisational plan, work shops, stores and staff facilities would be located just off each individual production unit (brewing unit, bottling houses and stores).
Belysningsforholdene skulle være optimale, ligesom der skulle lægges vægt på passende rumtemperatur, luftfugtighed og ven tilation.
The staff facilities would be concentrated in a number of accommodation areas which would be annexed to the production units.
Det skulle tilstræbes, at støjniveauet ikke overste: 85 dBiA) noget sted i bryggeriet, og det måtte under ingen om stændigheder komme over 9 0 dB(A).
These accommoda tion areas would contain changing rooms with baths and toilet facili ties, sick rooms, meeting rooms and class-rooms, a canteen and staff re laxation rooms.
Sikkerheden skulle prioriteres højt, bl.a. gennem skridsikre gulve, beskyttelsesforanstaltninger, nødudgange og advarselstavler. tavler.
This building would be laid out as one big office in which the managing director, all executives and the office staff would work.
Specielt hvad angik medarbejderfaciliteter skulle disse samles i et antal medarbejderhuse, der skulle tilknyttes produktionsenhederne.
The group intended to establish a very slim organisational hierarchy involving only a few links between the rank-and-file worker and the managing director.
Disse medarbejderhuse skulle indeholde om klædningsrum med bad og toiletfaciliteter, sygerum, møde- og undervisningslokaler samt kantine og opholdsrum.
In addition, there was to be only a relatively small group of managers and technical staff.
Medarbejder husene skulle være indrettet "efter alle forskrifter", velventilerede, lyse og venlige og der skulle være let adgang til udendørs opholdsarealer.
This was partly based on the relatively simple production method in which a large number of specialised functions would be carried out in Copenhagen, partly on the fact that the group wanted to establish a degree of independence in the production units which would make the functions of supervisors superfluous.
Kontor- og mødelokaler for ledere, teknikere og administration skulle placeres i en central administrationsbygning.
Hence, the group intended to base the organisation on a number of re latively independent production units in which the service functions were also integrated.
Denne skulle indrettes som et stor-kontor, hvor direktør og samtlige ledende funktionærer samt kontorpersonalet skulle have deres arbejdsplads.
Groups of employees would organize their own work even in major areas. They would participate in group activities, and the individual worker would be involved in decision-making and co-responsibility.
Der skulle lægges vægt på et venligt og attraktivt eksternt miljø.
The intention to organize the production into small independent units was based, among other things, on workforce relationships.
Bygningerne skulle fortrinsvis være i et plan, og bygninger og anlæg skulle fremtræde med et smukt og harmonisk helhedspræg.
It was assumed that close cooperation in a group, as well as a greater de gree of independence, would have a positive impact on the quality of life at the work place and the workers' involvement in the work.
Det landlige miljø skulle bevares gennem udformning af landskabsarkitekturen med grønne områder og beplantning mellem de enkelte bygninger.
It was furthermore expected that the group organisation would make the day-to-day organisation of the work more rational and flexible.
Desuden var det hensigten, at der kun skulle være en relativ lille gruppe af ledere og tekniske funktionærer.
Such decisions wouLd be taken once the first employees had been recruited.
Intentionerne på dette punkt var, at organisationen skulle bygges op omkring nogle relativt selvstændigt fungerende produktionsenheder, hvor også servicefunktionerne blev integre ret i disse.
One of the basic ideas regarding cooperation between management and employees at the Fredericia Brewery was that they should work together as far as possible at local level, i.e. within the framework of the brewery.
Grupperne skulle selv på væsentlige områder va retage tilrettelæggelsen af deres arbejde, alle skulle deltage i gruppeaktiviteterne, og den enkelte medarbejder skulle have medbestemmelse og medansvar.
Where the trade unions were involved, cooperation would pri marily be between the local management and the local trade union bran ches. In addition, the firm was ready to cooperate with the brewery workers' union at national level, but they did not want to cooperate with the Copenhagen branches.
Ønsket om at organisere produktionen i små selvstændige produktionsenheder var bl.a. bestemt af hensyn til medarbejder miljøet, hvor dels det nære samarbejde i gruppen, dels den øgede selvstændighed formodedes at ville have en positiv virkning på trivsel og arbejdsengagement.
At the level of the brewery, the firm wanted to establish close co operation between workers and management with a high degree of ac tive worker participation in a large number of areas.
Desuden forventedes gruppeorganisationsformen at medføre en mere rationel og fleksibel tilrettelæggelse af det daglige arbejde.
Consequently, comprehensive cooperation structures were planned which comprised liaison committees, sub-committees and welfare structures and spo kesmen in addition to the usual cooperation committee, the safety organisation and the shop stewards.
Med hensyn til de fremtidige ledelsesmæssige og arbejdsorganitoriske forhold på FB gjaldt dog, at man ikke ønskede at fast lægge disse endeligt på planlægningsstadiet, men ville henlægge dem til senere beslutninger, når de første medarbejdere var ansat.
As was the case for managerial and other organisational structures, the cooperation structure would not be laid down until the recruit ment of employees had started.
Det var en grundlæggende tanke i forbindelse med samarbejds forhold mellem ledelse og ansatte på FB, at dette i videst muligt omfang skulle foregå lokalt, d.v.s. direkte på virksomheden.
Because of the limited product range, the high level of automation, rational production methods, flexible work organisation etc., the work force would be substantially smaller than those of the Copen hagen breweries.
Hvor de faglige organisationer var indblandet, skulle samarbejdet fortrinsvis foregå mellem den lokale le delse og de lokale faglige afdelinger.
The work force would be smaller both in hourly- paid staff as well as in salaried employees. The firm would aim at producing 5-6000 hectolitres of beer per man per year, or 45 times as much as in Copenhagen.
Man ønskede i øvrigt et samarbejde med det landsdækkende Bryggeriarbejderforbund, men ikke med de københavnske afdelinger.
"reasonable" and that overmanning (which the firm thought applied to the Copenhagen breweries in some cases) would not only be detri mental economically but would result in a bad working climate.
Man ønskede at rekruttere lokal arbejdskraft og ville undgå at overføre arbejdere og så vidt muligt også funktionærer fra de københavnske bryggerier.
The firm wanted to recruit the employees locally and would try to avoid transferring workers and, as far as possible, salaried employ ees, from the Copenhagen breweries.
For de kommende bryggeriarbejderes vedkommende var man ind stillet på at ansætte folk uden specielt branchekendskab.
The firm was willing to employ people without any special knowledge of the brewing trade.
14 bejdere uden specielle forudsætninger efter en oplæringsperiode på bryggeriet.
The workers had to be able to carry out the tasks after a period of training.
Man ønskede at undgå specielle mande- og kvindejob, dels af hensyn til arbejdsklimaet, dels af hensyn til fleksibiliteten i arbejdstilrettelægningen.
The firm did not want to create special categories of mens' and womens' jobs, because it wished to foster a good working climate on the one hand, and flexibility in work organisation on the other.
Det var desuden et ønske ved be mandingen og arbejdets organisering til en vis grad at kunne opbløde faggrænserne mellem de enkelte faggrupper, fx mellem drift og vedligeholdelse.
The firm also wanted to make the demarcation lines between the individual occupational groups less rigid (between process workers and maintenance workers, for example).
Der skulle tilrettelægges et grundigt uddannelsesprogram for de nye arbejdere på FB.
A comprehensive training programme would be organized for the new employees at the Fredericia Brewery.
Uddannelsen skulle sigte både på de tekniske, samarbejds- og holdningsmæssige forhold omkring arbejdet på bryggeriet.
Particular attention would be paid to the technical aspects as well as matters relating to industrial relations and attitudes at the brewery.
Arbejderne skulle ansættes så tid ligt, at der blev god tid til uddannelse og oplæring, før de blev sat ind i produktionen.
The workers would be taken on well beforehand so as to provide ample time for training before they began actual production work.
På selve arbejdspladsen skulle ansatte bryggeriarbejdere oplæres af anlægsleverandørerne.
The workers would be trained at the brewery itself by the equipment and machinery suppliers.
Senere skulle de oplærte arbejdere fungere som jobtrænere for deres kolleger.
At a later stage, these workers would train their colleagues.
Disse mål og intentioner, der fra bygherrens, dvs. DfB's side forelå i efteråret 1976, har været retningsgivende for det vi dere projekteringsarbejde med bryggeriet.
The aims and intentions, as set out above, that The United Breweries had listed in the autumn of 1976, were the guidelines for the later planning of the brewery.
Hvorvidt intentionerne er blevet til realiteter på den nye arbejdsplads er en anden sag.
Whether their intentions were actually ful filled at the brewery is another question.
Her forholder det sig således, at de stort set er blevet indfriet, hvad angår den fysiske udformning af bygninger og anlæg, men intentionerne omkring de arbejdsorganisato riske forhold kun i ringe grad er opfyldt.
Generally speaking, their expectations were fulfilled as regards the lay-out of buildings and equipment, but in the area of work organisation they were met only to a very limited extent.
FASERNE I PLANLÆGNINGSFORLØBET
THE PLANNING PHASES
Planlægnings- og indkøringsperioden for FB kan opdeles i føl gende faser: 1) Initiativ- og idefasen, som strakte sig fra de første initiativer blev taget i 1971 til beslutningen om at bygge Fredericia Bryggeri blev truffet i DfB's bestyrelse i oktober 1975, 2) Programmeringsfasen, som startede i 1975 og afsluttedes i september 1976, 3) Projekteringsfasen, som omfattede perioden fra sommeren 197 6 til sommeren 1978, 4) Byggefasen, som startede i foråret 1977 og afsluttedes i ef teråret 1979 og 5) Indkøringsfasen, som startede med de før ste ansættelser i foråret 1978 og - afhængig af, hvordan man definerer denne periode - afsluttes i 1980, 81 eller 82.
The planning and runningin period at the Fredericia Brewery can be divided into the following phases: 1) The concept and design phase which began in 1971 and ended in October 1975 with the decision by the board of The United Breweries to build Fredericia Brewery, 2) The programming phase which started in 1975 and ended in September 1976, 3) The project planning phase which covered the period from the summer of 1976 to the summer of 1978, 4) The building phase from the spring of 1977 to the autumn of 1979 and 5) The runningin phase which started with the recruitment of the first employees in the spring of 1978 and - depending on how this period is defined - end ed in 1980, 81 or 82.
Der er mindre overlapninger mellem de forskellige faser, selv om hver enkelt fase ifølge planen skulle være endeligt afsluttet, før den næste fase går igang.
Minor overlaps occurred between the different phases although, according to the plan, each individual phase had to be finalized before the next phase was implemented.
Desuden kan det i visse tilfælde være vanskeligt helt klart at fastslå, hvornår en fase starter og slutter.
In addition, it is difficult in some cases to establish when a phase began and ended.
I figur 1 er hovedfaserne og de væ sentligste hændelser i planlægnings- og indkøringsforløbet skitseret.
Table 1 shows the main phases and the most important elements in the planning and runningin phases.
Med henblik på den senere diskussion af hvilken rolle forskellige parter har haft i planlægningsprocessen skal indholdet i de forskellige faser kort belyses med angivelse af hvilke instanser, der i særlig grad har været involveret i de pågældende faser.
With a view to the later discussion of the role of the various parties concerned in the planning process, a brief description of the various phases is given below, and the parties particularly involved in these phases are indentified.
Initiativ- og idefasen er den fase, hvor der fra bygherrens, dvs. DfB's ledelses side sættes forskellige initiativer i gang for at etablere et beslutningsgrundlag for om det nye bryggeri skal bygges og et egentligt programmerings- og projekteringsarbejde sættes i gang.
The concept and design phase. In this phase The United Breweries' management made preliminary investigations in order to decide whether or not to build the new brewery; this led to actual programming and planning.
Der blev således foretaget analyser af markedsforhold, behov for produktionskapacitet, rentabilitetsovervejelser i forbindelse med investeringsbehov, driftsøkonomi og transportbesparelser m.v.
Market analyses were carried out, production capacity re quirements were examined, and profitability as against investment, operating costs and savings in transport costs etc. were considered.
Programoplæg Byggeprogram : Specifikation af ide, målsætninger og krav Overvejelser vedrørende medarbejderforhold
Building programme: Specification of concept, aims and demands Considerations regarding industrial relations
• Hovedprojektering vedr. tekniske principløsninger.
Draft proposal on the overall lay-out Devising of technical solutions in principle. Concluded in
Afsluttet april 77 • Detailprojektering
April 77. Detailed planning.
• Anlægsarbejde og opførelse af bygninger • Installering af teknisk an læg • Afprøvning af anlæg
Site work and erection of DuiIdings Installation of equipment Testing of equipment
• Teknisk indkøring: Prøvekørsel og produktionsopstart • Rekruttering, introduktion og oplæring af personale
Runningin of equipment; Testing and start-up of production
FIGUR 1 DE FEM FASER I PLANLÆGNINS- INDKØRINGSFORLØBET
TABLE 1: THE FIVE PHASES OF THE PLANNING AND RUNNING-IN
Indsatsen i initiativ- og idefasen blev foretaget af for skellige grupper af teknikere i DfB's planlægnings- og projekteringsafdeling efter initiativ og inspiration af DfB's tekniske direktør.
The work in the concept and design phase was carried out by various groups of technicians in The United Breweries' planning and project department. The initiative and the inspiration behind the work came from The United Breweries* technical director.
Programmeringsfasen er den fase, hvor bygherren præciserer sine mål og krav til det nye byggeri.
In the programming phase. The United Breweries specified their object ives and requirements concerning the new building project.
Målene og kravene skal på dette trin være så præcist formulerede, at de kan udgøre et fyldestgørende grundlag for den videre planlægning og projektering.
At this stage, the aims and requirements had to be formulated sufficiently accurately so as to constitute an adequate basis for later planning and projecting.
Programmeringsfasen for FB omfattede dels udarbejdelse af programoplæg, som skitserede de overordnede ideer, målsætninger og forudsætninger i projektet, og dels selve byggeprogrammet, som præciserede kravene til det nye bryggeri på et mere detaljeret niveau.
The programming phase for the Fredericia Brewery comprised the preparation of draft proposals outlining the overall ideas, aims and preconditions of the project, and the building programme itself in which the requirements for the new brewery were specified in greater detail.