Uk production mapping - manual
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Manual on production mapping - english

Manual on production mapping - english

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Uk production mapping - manual Uk production mapping - manual Document Transcript

  • 16-7-2010Comparative Mappingof Production Process Workers’ knowledge as an instrument of union action at the workplacewww.tie-brasil.org TIE-Brasil 1
  • 16-7-2010 2 Mapping of the Production Process To investigate the production system from the workers’ point of view, and to identify problems caused by the organization of the production process and by the ways of production1 MCPP TIE-Brasil 3 2
  • 16-7-2010 4The production process is formed byOrganization of the work Organization of the production•Administration and allocation •Organization of materialof human resources • Machinery, equipments and production flows•Stimulation and motivation ofthe workers • Lay-out and design of the factory•Human productivity • Mechanical productivity 2 MCPP TIE-Brasil 5 3
  • 16-7-2010 6Mapping of the Productive Process Individual workers or workers organized in base groups • support groups • factory groups • union delegates • activists collect as much as possible information about the production process3 MCPP TIE-Brasil 7 4
  • 16-7-2010 8 Information about production process and production chain to be collected: - number of employees - volume of production - productivity - quantity of extra work / overtime - breaks, holidays, days off and absenteeism - suppliers and clients4 MCPP TIE-Brasil 9 5
  • 16-7-2010 10 An easy way to collect data is to draw a Calendar of Productivity M T W T F S S 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 where each worker lists his/her daily production and hours of work5 MCPP TIE-Brasil 11 6
  • 16-7-2010 12 Construction of collective knowledge The information needs to be systematized and analyzed by the workers themselves This means:draw a map of the factory, create a map of the production process and identify where the main problems for the workers are found 6 MCPP TIE-Brasil 13 7
  • 16-7-2010 14 Construction of collective knowledge It permits us to reconstruct the production process and the production chain in which we are involved. In this way we can discover the reality and the logic of the production system, we work in. The map and the design of the factory enables us to visualize all of the production process, which gives us a general image of theorganization of production. This enables us to link detected problems to the way the production is organized at our work. 7 MCPP TIE-Brasil 15 8
  • 16-7-2010 16 MAPPING KNOWLEDGE ORGANIZATION ACHIEVEMENTS UNION ACTIONWith this information at hand we are able to developconsistent and well-planned strategies and actions, which lead to more control over the production process by the workers.Information and control over the process enables us to start negotiations and if necessary, conflict, in order to change effectively the workers’ reality.8 MCPP TIE-Brasil 17 9
  • 16-7-2010 18Calculation of the necessary working power Serves to determine the number of people needed to realize certain production tasks9 MCPP TIE-Brasil 19 10
  • 16-7-2010 20It is possible to calculate, because every worker knows: - what is produced - how many units - how And the most important: - WHO is the PRODUCER10 MCPP TIE-Brasil 21 11
  • 16-7-2010 22 Therefore, this work demands the cooperation ofeach and every worker, each individual who is part of the production process. With help of the production mapping method we collect the data that tell us about the productivity of each workplace.11 MCPP TIE-Brasil 23 12
  • 16-7-2010 24 Calendar of Productivity M T W T F S S 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 In which each worker writes down the number of produced units and working hours12 MCPP TIE-Brasil 25 13
  • 16-7-2010 26 units = work load workers units = productivity sum of human and material resources13 MCPP TIE-Brasil 27 14
  • 16-7-2010 28 With the collected data we are able to identify in which part of the company the worker is able to produce more units in less time and what is the link between the different work places.14 MCPP TIE-Brasil 29 15
  • 16-7-2010 30 UNBALANCED LINE Based on the collected data, we can now look into: - the balance of the production line - the balance of the work places - the calculation and control of working hours BALANCED LINE15 MCPP TIE-Brasil 31 16
  • 16-7-2010 32 Therefore we need:• ongoing contacts between workers and union activists• the official company information, to beable to compare these to the information supplied by the workers16 MCPP TIE-Brasil 33 17
  • 16-7-2010 34 Once the information is possessed, we can: • visualize the production process as one, • detect “evolving” tendencies, • negotiate process changes, that we find necessary, • oppose process changes which the company tries to impose upon us.17 MCPP TIE-Brasil 35 18
  • 16-7-2010 36 Comparative mapping A method for trade union action in the workplace and in the world18 MCPP TIE-Brasil 37 19
  • 16-7-2010 38 Comparative Mapping Mapping the production system from the point of view of the workers and comparing the drawings/mapping results with other shops, sectors, enterprises, branches in different countries, etc19 MCPP TIE-Brasil 39 20
  • 16-7-2010 40 Comparative Mapping consists of 3 elements of the same method of trade union action: mapping of the production process comparison calculation of of the necessary processes work force20 MCPP TIE-Brasil 41 21
  • 16-7-2010 42 Comparative Mapping Until now we have studied two of the three elements. Let’s look into the third one: comparing the processes Benchmarking Instrument that compares production processes in similar companies21 MCPP TIE-Brasil 43 22
  • 16-7-2010 44 BenchmarkingManagement method for the ongoing improvement of the production processes in a company, by comparing them with production processes in similar companies that are considered “best of their branch”22 MCPP TIE-Brasil 45 23
  • 16-7-2010 46 Comparison of production processes is the third element in the trade union method that provides workers with an understanding of the production chain they work in, and the competition among different companies23 MCPP TIE-Brasil 47 24
  • 16-7-2010 48 Comparison of processes leads to the identification of existing differences in various companies concerning: • working conditions and rhythm of work • working hours • wage levels • productivity • quality • prices and costs of production • others24 MCPP TIE-Brasil 49 25
  • 16-7-2010 50 By understanding the differences, union and workers can discover: • potential strategies for production re-structuring • planned outsourcing • costs reductions • planned dismissals • the more competitive companies • critical issues and potential conflicts25 MCPP TIE-Brasil 51 26
  • 16-7-2010 52 It allows us to: • develop strategies and conditions for union action that would fit the historical moment as well as the juncture, seeking to attack the nerve of entrepreneurial initiative. • develop viable and pro-active solutions and autonomous alternatives to defend class interests. • increase workers’ control of production, economic and social processes26 MCPP TIE-Brasil 53 27
  • 16-7-2010 54 The elements of which comparative mapping consists Aim at obtaining knowledge of a constantly changing reality through the comparative analysis of working places and of the production process from the point of view of the workers’ interests, taking into consideration: • the number of workers employed and necessary per operational unit at the each enterprise. • the work load and speed of work • the organization and management of production Out of the empirical knowledge of workers three elements were developed. When joined together, they create favorable conditions for strengthening the workers’ organizations and its fighting power.27 MCPP TIE-Brasil 55 28
  • 16-7-2010 56 Summary Comparative Mapping step by step28 MCPP TIE-Brasil 29
  • 16-7-2010 58 First step Mapping collectively • Base group • Working place29 MCPP TIE-Brasil 59 30
  • 16-7-2010 60 Second step Systematize collectively • Base group • Union activists and leadership • Working place30 MCPP TIE-Brasil 61 31
  • 16-7-2010 62 Third stepCalculate the necessary workforce • Base group • Union activists and leadership • Working place31 MCPP TIE-Brasil 63 32
  • 16-7-2010 64 Fourth step To compare the different: factories – sectors – regions – countries32 MCPP TIE-Brasil 65 33
  • 16-7-2010 66 Fifth step To focus union action collectively • To establish priorities and methods of action • Strategical planning33 MCPP TIE-Brasil 67 34
  • 16-7-2010 68 Sixth step Union action itself: • at the workplace • in a sector • in a region • in a country • in the world34 MCPP TIE-Brasil 69 35
  • 16-7-2010 70Reflection...35 MCPP TIE-Brasil 71 36
  • 16-7-2010 7236 MCPP TIE-Brasil 73 37
  • 16-7-2010 7437 MCPP TIE-Brasil 75 38
  • 16-7-2010 7638 MCPP TIE-Brasil 77 39
  • 16-7-2010 78 “COMPARATIVE MAPPING OF PRODUCTION PROCESSES - Workers’ Knowledge as an Instrument of Union Action” Is a TIE-Brasil publication qualified for discussions in groups at the seminars of workers and union activists. © COPYLEFT TIE-Transnationals Information Exchange, Curitiba, Paraná, Brasil, 2008 TIE is an international network of workers and union activists. Its goal is to promote information and experience exchange between workers, unionists, groups of workers and similar organizations, promoting debates about union strategy and actions, focusing creation of alternatives that can permit social-economic transformations. The present content can be reproduced by unions, workers’ commissions and other union and social non-profitableorganizations as far as the source is mentioned. Copy of this and of other materials can be requested by fax, mail or e-mail: TIE-BrasilRua Padre Anchieta, 1692 – Conjunto 1208 – CEP 80730.000 – Curitiba – PR – Brasil – Phone/Fax: (00.55.41) 3339 5019 tie@tie-brasil.org www.tie-brasil.org Ilustration and design: Binho 40