natgillin/translations-raw huggingface dataset:
Den enkelte operatør kan arbejde i sit eget tempo, er ikke afhængig af de øvrige operatører, ligesom han også kan finde sin egen måde at udføre montagen på.
The individual operator can work at his own pace, does not depend on the remaining operators, just as he can also find his own way of doing the mounting work.
Personaleomsætning og fravær er væsentligt reduceret.
The personnel turnover and absenteeism have dropped consider ably.
Produktions anlæggets fleksibilitet er øget betydeligt, idet én eller flere stationer (enkeltmands-pladser) kan ryddes til prøveserier, serier med specielle specifikationer og lign. Tidligere krævede sådan ne ændringer, at samtlige pladser ved samlebåndet blev involveret.
The flexibility of the production apparatus has improved very much, as one or more stations (one-man seats) may be cleared for trial series, series with special specifications etc. Pre viously such changes required the involvement of the total seats at the assembly line.
Arbejdsstyrkens fleksibilitet er ligeledes blevet større, idet den enkelte operatør nu behersker et større arbejdsfelt.
The flexibility of the labour force has also increased, as the individual operator now masters a more comprehensive field of activity.
På den anden side mindskes fleksibiliteten af, at medarbejderne gennemgående be finder sig så godt i afdelingen, at de ikke ønsker overflytning til andre afdelinger.
On the other hand the flexibility is diminished by the fact that on the whole the workers feel so at ease in the section that they do not want to be transferred to other sections.
Generelt er ressourceududnyttelsen forringet, hvad angår maskiner, værktøj m.v., idet der medgår betydeligt mere produktionsudstyr til den enkelte arbejdsplads.
The utilization of resources is generally reduced, as far as machinery, tools etc. are concerned, because considerably more production equipment is necessary for.the individual work station.
Derimod udnyttes operatørernes res sourcer bedre, dels tidsmæssigt og dels hvad angår deres forudsætninger for at påtage sig stadigt mere komplekst monteringsarbejde.
However, the operators' resources are utilized better, both with regard to time and their qualifications to take on more and more complex mounting work.
Der har ingen ændringer været i forekomsten af arbejdskonflikter.
There have been no changes in the occurrence of labour conflicts.
Lønmæssige uoverensstemmelser giver fortsat anledning til kortvarige strejker, men medarbejderne indbyrdes er der sket en reduktion i uro, konflikter, sanktioner og samarbejdsvanskeligheder.
Disputes about wages continue to give rise to short strikes, but among the workers there has been a reduction of disturbances, conflicts, sanctions and cooperation difficulties.
Det har ikke været muligt direkte at belyse, hvordan rentabiliteten af jobudvidelsen er, men det antages, at de forøgede investeringer i produktionsudstyr rigeligt modsvares af den forøgede pro duktionsmængde, kvalitet og motivation blandt operatørerne.
It has not been possible to illustrate in a direct way the profitableness of the job enlargement, but it is supposed that the increased investments in production equipment are abundantly compensated for by the increased output, quality and motivation among the operators.
ter arbejdet som mere meningsfuldt og har fået større muligheder for at påvirke arbejdsmetode, -tempo og -kvalitet.
The job satisfaction has improved, as the operators regard the work as more meaningful and they have got better possibilities of influencing the work method, pace and quality.
Operatørerne orienteres iøvrigt løbende om planerne fra salgsafdelingerne, der er bestemmende for den ugentlige produktionsnorm i montageafdelingen. lingen.
Besides, the operators are kept informed about the schedules from the sales departments determining the weekly production norm in the mounting section.
Ansvarsfølelsen for produktionens kvantitet og kvalitet er øget, og operatørerne udviser større energi for dels at overholde dag ens produktionsnorm, dels at fremstille produkter med færrest mulige fejl.
The sense of responsibility for the quantity and quality of the production has increased, and the operators display greater energy, partly in order to observe the daily production norm and partly in order to make products with as few faults as poss­ible.
Kvalitetskontrollen i afprøvningsboxen opfattes som psykologisk betydningsfuld, bl.a. fordi det færdige produkt for synes med en kode for den enkelte operatør, der således vil "følge" pladespilleren helt ud til kunden.
The quality control in the testing box is considered psychologically important, among other things because the finished product is provided ­with a code for the individual operator which
Generelt må hjælpsomheden siges at være øget, idet operatørerne dels har større gruppetilknytning, dels teknisk har større mulig hed for at forlade deres egen produktion for at hjælpe en kollega.
"follows" the record­player all the way to the customer. The helpfulness has generally increased, as the operators have more connection with the group and technically better possi­ bilities of leaving their own production to help a colleague.
Det er -opfattelsen, at trivslen og omgangstonen på arbejdspladsen er forbedret, hvad der bl.a. har øget medarbejdernes interesse i at fremsætte idéer og tage initiativer til arbejdsmæssige og or ganisatoriske forbedringer.
The impression is that the well­being and the tone used at the place of work have improved, which among other things has increased the workers' interest in submitting ideas and taking initiatives for improvements of work and organization.
Som følge af omlægningerne i produktionsprocessen for montage af pladespillere er det lykkedes at skabe en jobstruktur, der for operatørerne indebærer følgende fordele:
6.0 Conclusion As a result of the reorganizations of the production process for mounting record­players, it has been possible to create a job design having the following advantages to the operators:
- mulighed for at tilpasse arbejdet til egen arbejdsrytme,
­ the possibility of adapting work to own work rhythm ­ the possibility of exchanging and trying self­created ideas ­ more varying and challenging work.
- mulighed for at udveksle og afprøve selvskabte idéer,
The greatest advantage to the company was the raising of the quality level.
De væsentligste ulemper udgør investeringerne i montagepladser, der er blevet mangedoblet.
The investments in mounting stations, which have been multiplied, are the most important disadvantages.
Hertil kommer, at oplæringstiden for nye medarbejdere er forlænget, ligesom mere gennemgribendc ændringer af produkterne kræver information og oplæring af samtlige operatører, mens sådanne omlægninger tidligere var koncentreret. til enkelte pladser på samlebåndet.
Add to this that the training time for new workers has been prolonged, just as more radical alterations of the products demand information and training of all the operators, while such reorganizations were formerly concentrated on a few stations at the assembly line.
Produktionsanlægget er således blevet mindre fleksibelt ved indkøring af helt nye produkttyper, men mere' fleksibelt ved marginale ændringer i produktionsomfang eller produktspecifikationer.
Thus the production apparatus has become less flexible when commissioning quite new types of products, but more flexible in the case of marginal changes of the output or product spe­cifications .
Initiativet til jobudviklingen stammer fra fabrikkens ledelse, der dog løbende har orienteret det såkaldte afdelingsudvalg, der er et underudvalg under samarbejdsudvalget.
The initiative for the job development originates from the management of the factory, which has, however, kept the so-called departmental committee, which is a subcommittee of the cooperation committee, informed.
I afdelingsudvalget sidder fabrikschefen, tillidsmændene samt repræsentanter for ar bejdsledelsen, fagfunktionerne og de menige medarbejdere.
The departmental committee consists of the factory manager, the shop stewards and representatives of the supervisors, the difference special technical functions and the common workers.
Før be slutningen om overgang til enkeltmands-produktion blev taget, af holdtes der iøvrigt en afstemning herom blandt operatørerne.
Before deciding on the transition to one-man assembly, the question was put to the vote among the operators.
Der var et moderat flertal for at overgå til den nye produktionsform, men afstemningsresultatet var så tvetydigt, at man i princippet lige så godt kunne have fortsat med den hidtidige produktionsform.
There was a moderate majority in favour of the switch-over to the new form of production, but the result of the voting was so ambiguous that in principle the former production form might just as well have been continued.
Når det derfor lykkedes at komme i gang, skyldes det en konkret be slutning fra ledelsens side, som dermed afsluttede den lange diskussionsfase.
When they therefore succeeded in getting started, it is due to a concrete decision from the manage­ment which thus concluded the long phase of discussion.
Det kan forventes, at eksperimentet med jobudvikling i pladespiller-montagen vil blive kopieret i de andre produktionsafdelinger.
It can be expected that the experiment with job development in the recordplayer mounting section will be copied in the other production sections.
Hovedparten af de operatører, der i dag er beskæftiget i pladespiller-montagen, har tidligere deltaget i samlebåndsarbejde.
The majority of the operators, who are today employed in the recordplayer mounting section, has previously participated in assembly line work.
De betragter gennemgående produktionsomlægningen som en klar fordel, og har siden denne omlægning været vanskelige at overflytte til andet arbejde inden for virksomheden.
In general they regard the reorganization of production as an obvious advantage and since this switch-over it has been difficult to transfer them to other working tasks within the company.
Dette giver en klar fornemmelse af, at der "ikke er nogen vej tilbage", men at jobudviklingen må fortsætte.
This fact lets obviously feel that "there is no way back" and that the job development has to go on.
Det kan dog'ikke forventes, at alle operatører vi; have samme interesse og/eller forudsætninger for at indgå i de ud videde jobs.
However, it cannot be expected that all operators will have the same interest in and/or qualifications to enter into the enlarged jobs.
Dette skyldes primært den store variation inden fer operatørgruppen m.h.t. uddannelse, alder, forventninger og motivation over for arbejdet m.v.
This is primarily due to the considerable variation within the group of operators with regard to education, age, expectations and motivation towards the work etc.
B & O mener derfor, at man fremover vil være nødt til at have en blanding af enkeltmands-produktion, gruppeproduktion og samlebåndsproduktion.
Β & O therefore thinks that in future it will be necessary to have a mixture of one-man production, group production and assembly line production. As has appeared from the above, the job enlargement in the
Som det er fremgået ovenfor, har jobudvidelsen i pladespiller montagen kun i begrænset grad været suppleret af jobberigelse.
91 - recordplayer mounting section has only to a limited extent been supplemented with job enrichment.
Selv om operatørerne har fået indlagt en række kontrolfunktion er under deres job, er de dog stadig underlagt planlægning, ledelse og kontrol fra arbejdsledernes og/eller andre afdelingers si de, (f.eks. FKS-kontrollen).
Even if the operators have had a number of controlling functions transferred to their job, they are still subject to planning, management and control on part of the supervisors and/or other sections (e.g. the FKS-control).
Da der må antages at være en teknologisk og- psykologisk overgrænse for, hvor langt man kan nå med hen syn til jobudvidelse af operatørernes job, vil den fremtidige ud vikling nok komme til at bestå af jobberigelse.
As it must be supposed that there is a technological and psycho­logical overlimit to how far it is possible to go with enlarge­ment of the operators' job, the future development will probably consist of job enrichment.
Det er et spørgsmål, om ikke virksomheden kunne se sin ferdel i at gøre operatørgrupperne mere autonome, f.eks. ved at involvere dem i højere grad i produktionsplanlægning, rekruttering og fratrædelse af medarbejdere, interne overflytninger, indretning af arbejds pladser -processer m.v.
Β & 0 already plans to let the oper­ators in the mounting section take over the pre-mounting and part of the provision work (which is now performed by special provision workers). In a similar way it could be imagined to transfer the FKS-control to the operators, which, however, is certain to conflict with Β & O's strong wish to preserve a cen­tralized, co-ordinated quality control of the finished goods. The question is whether the company would not find it advan­tageous to make the groups of operators more autonomous, e.g. by involving them to a higher degree in the production planning, recruitment and wastage of employees, internal transfers, design of work stations and work processes etc.
Hvis man tillige overlod operatørerne en del af den udadvendte kontakt til andre afdelinger i virksomheden, kunne man måske dermed nedbryde noget af den tendens til isolation, som gruppen nu udviser.
If the operators were also entrusted with part of the external contact to other sections in the company, it might thus be.possible to eliminate some of the tendency towards isolation which the group now shows.
Den er i ret vid udstrækning "sig selv nok" og kan have svært ved at bære over med uregelmæssigheder i andre afdelinger, der har indflydelse på grammofon-montagens produktionstilrettelæggelse.
To a rather large extent the group "has enough in itself" and may have difficulty in forgiving irregularities in other sections influ­encing the production planning of the. recordplayer mounting section.
Virksomheden
1.0 The Company
Broen Armatur blev etableret i 19 48 af fabrikant P.R. Broen.
Broen Armatur was established in 1948 by Mr. P. R. Broen, manufacturer.
Firmaet startede med fremstillingen af skylle­ og badeventiler i en villakælder i København, men måtte på grund af ekspansion flytte ialt fire gange, før virksomheden endelig i 1965 flytte­de til en nybygget fabrik i Assens på Fyn.
The firm started with the production of flushing and bathing valves in the basement room of a house in Copenhagen, but due to expansion it had to move four times in all before in 1965 it finally moved to a new-built factory at Assens in the island of Funen.
Virksomheden, der beskæftiger ca. 250 medarbejdere, producerer nu hovedsagelig sa­nitetsarmaturer til boliger, institutioner, hospitaler, labora­torier m.v.
The company, which has about 250 employees, now mainly produces sanitary fittings for houses, institutions, hospitals, laboratories etc.
En stor del af produktionen eksporteres, og der er siden 1970 etableret egne salgsafdelinger i Norge, Holland, Eng­land og Tyskland.
A great part of the production is exported, and since 1970 own sales departments have been established in Norway, the Netherlands, England and Germany.
Vi skal senere i rapporten belyse dette samarbejdsudvalgs arbejds område og -form nærmere.
Later in this report we shall illustrate the more definite field of activity and work method of this cooperation committee.
Samarbejdet og ledelsesformen i virksomheden bærer stærkt præg af den administrerende direktørs person.
The cooperation and the form of management in the company are very much characterized by the managing director's person.
På den ene side fremstår han som toplederen, virksomhedsejeren og dermed den person, der per sonligt og familiemæssigt har en interesse i virksomhedens fortsat te overlevelse.
On one hand he appears as the top manager, the owner of the company and thus as the one who for personal and family reasons has an interest in the continuous survival of the company.
På den anden side modvirkes denne centraliserede ledelsesfunktion af direktørens bevidste bestræbelser på at ind drage medarbejderne i virksomhedens drift, styring og fremtidige udvikling.
On the other hand this centralized function of management is counteracted by the managing director's deliberate endeavours to in volve the employees in the operation, management and future development of the company.
Ved at tage initiativ til emission af medarbejderaktier har direktøren endvidere på det seneste forsøgt at inddrage medarbejderstaben Økonomisk i virksomheden. Også dette punkt skal belyses senere.
By taking the initiative for the issue of employee shares the managing director has furthermore lately tried an economic involvement of the staff of employees in the company.
For en forståelse af klimaet og tonen i virksomheden er det endvidere vigtigt at bemærke, at firmaet er beliggende i en provinsby, der på den ene side er stor nok til at rumme en industriel kultur, men som på den anden side har bevaret et "landligt miljø", foruden at byen ligger i naturskønne omgivelser.
In order to understand the climate and the tone in the company it is besides important to note that the company is situated in a provincial town which on one hand is large enough to hold an industrial culture but which on the other hand has preserved a "rural environment" apart from the fact that the town is situated in beautiful surroundings.
I denne rapport skal vi specielt koncentrere os om virksomhedens forsøg på etablering af en selvstyrende gruppe i en af produktions afdelingerne, den såkaldte special- eller laboratoriearmaturafdeling.
2.0 The Experimental Field In this report we shall particularly concentrate on the attempt of the company to establish an autonomous group in one of the production departments, the so-called special or laboratory fittings department.
Vi skal derudover - mere overfladisk - omtale de aktuelle bestræbelser på udvidelse af aktiekapitalen med medarbejderaktier, forsøget på etablering af et nyt lønsystem med fælles akkord for samtlige arbejdere i produktionen, erfaringerne fra etableringen af en delvis selvstyrende gruppe på lageret, arbejdsområde og -form for samarbejdsudvalget, samt endelig virksomhedens generelle be stræbelser på udvikling af kommunikationssystemer og et repræsentativt{demokrati.
In addition to this we intend to mention - more superficially - the present endeavours to increase the share capital by employee shares, the attempt to establish a new wage system with a joint piecerate system for all the workers in the production sections, the experience from the establishment of a semiautonomous group in the warehouse, the field of activity and work method of the cooperation committee and finally the general efforts of the company to develop communication systems and a representative democracy.
De eksempler på samarbejds- og jobudvikling, som Broen Armatur frem viser, tager generelt udgangspunkt i følgende forhold:
3.0 The Background of the Experimental Work The examples of work organization shown by Broen Armatur generally choose the following circumstances as their starting point:
- et personligt ønske fra den administrerende direktør (virksomhedsejerens) side om at benytte en konsultativ ledelsesform, hvorved medarbejderne - inden for fastlagte rammer -får mulighed for at påvirke beslutningsprocesserne,
- a personal wish on part of the managing director (the owner of the company) to use a consultative form of management, by means of which the employees will have the possibility of affecting - within fixed limits - the decisionmaking processes
- en konstatering af, at virksomheden er stærkt afhængig af produktudvikling, hvorfor det er vigtigt at stimulere med arbejdernes evne, mulighed og lyst til at fremkomme med for slag og ideer til nye produkter, produktionsomlægninger m.v.,
- a realization of the fact that the company highly depends on product development, for which reason it is important to stimulate the employees' capability, possibility and inclination to make proposals and ideas for new products, reorganization of production etc - a somewhat confused wage system consisting of fixed time wages as well as of individual and piecerate
- et noget uoverskueligt lønsystem, omfattende såvel fast timeløn som individuelle og gruppevise akkorder, hvad der jævnlig (omend ikke tit) har givet anledning til lønmæssige kon flikter eller egentlige strejker på virksomheden,
- 95 - systems in groups, which have now and then (although not frequently) given occasion for wage disputes or actual strikes at the company - a staff of employees who are steady, loyal and who during a long association with the company have acquired a considerable knowledge of the products of this company and its production method.
- en medarbejderstab, der iøvrigt er stabil, loyal, og som gen nem en langvarig tilknytning til virksomheden har opbygget et betydeligt kendskab til dennes produkter og produktionsmåde.
4.0 The Change Process l^i_§§t§2iì§l}^2Dt_2Ì_§n
Specialafdelingen har til formål at varetage den del af produk tionen, der ikke kan produceres i store serier ved hjælp af del vis automatiserede produktionsrutiner.
The aim of the special department is to attend to the part of the production which cannot be produced in large series by means of partially automatized production routines.
Afdelingen får derfor overdraget alle de ordrer, der enten skal produceres i meget små serier, eller hvis fremstilling kræver speciel bearbejdning ellerfaglig kunnen hos medarbejderne.
Therefore all the orders, which either are to be produced in very small series or whose production demands special preparation or the employees' professional skill, are transferred to this department.
Igennem de seneste år er antal let af medarbejdere i specialafdelingen øget fra ca. 14 til ca. 24, fotídelt på følgende funktioner:
During recent years the number of employees in the special department has been increased from about 14 to about 24 distributed on the following functions:
Indtil 1973 var der en klar funktionsadskillelse mellem de enkelte medarbejdere, således at disse typisk kun påtog sig én af ovennævnte funktioner.
Until 1973 there was a distinct separation of functions be tween the individual employees, as these typically only undertook one of the abovementioned functions.
Afdelingens værkfører havde til opgave at planlægge, styre og kontrollere produktionen, idet han dog var bistået af en kontrolmedarbejder, hvis væsentligste opgave var at sikre, at produktionen kvalitetsmæssigt levede op til den fast lagte standard.
The foreman's duty was to plan, manage and control the production. The foreman was, however, assisted by a controlling employee whose most essential task was to ensure that the production as regards quality would live up to the determined standard.
Værkføreren havde iøvrigt til opgave at lede og fordele arbejdet, løse samarbejds- og arbejdsmæssige problemer, li gesom han foretog nyansættelser og afskedigelser i gruppen.
Besides, it was the foreman's job to direct and share out the work, solve problems with regard to cooperation and work, just as he also made new appointments and dismissals within the group.
Lønsystemet var baseret på individuelle akkorder, hvad der gav lønforskelle på op imod 25% mellem afdelingens højest- og lavest betalte medarbejdere.
The wage system was based on individual piecerate systems which caused wage differences of almost 25 per cent between the highest and lowest paid employees of the department. The
Akkorden var baseret på medarbejdernes faglige uddannelse, anciennitet, præsteret arbejdsmængde samt eventuelt et tillæg for særlig smudsigt arbejde.
- 96 piecerate system was based on the workers' vocational training, seniority, the volume of work performed as well as possibly an allowance for particularly dirty work.
Medarbejderne var generelt tilfredse med arbejdsforholdene, men utilfredse med lønsystemet.
Generally the employees were satisfied with the working conditions but dissatisfied with the wage system.