Once upon a time … I 2018 brugte den dansk bygge branche ... · Once upon a time … I 2018...
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Once upon a time …
Transcript of Once upon a time … I 2018 brugte den dansk bygge branche ... · Once upon a time … I 2018...
Once upon a time …
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Præsentationsnoter
I 2018 brugte den dansk bygge branche 12 mia. på at lave om efter fejl, det er det samme som vores sundhedssektor koster.
Nice to know – ”the Danish model”• In Denmark union density is one of the highest in the world, about 70
%, and most workers are members of a trade union. With about 278,000 mainly blue-collar members, 3F is Denmark's largest.
• The Danish Craft is an employers’ organization for approximately 1000 contracting and manufacturing companies within the Danish building and construction sector.
• There is a long tradition of trade unions and employers’ organizations working together regarding several issues in order to develop the industries.
WORK S.M.A.R.T. NOT HARDCo-operation between the United Federation of Danish Workers, 3F and the Employer Organization, Dansk Håndværk (Danish Craft)
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Hvorfor har man så indgået dette samarbejde? Der er måske 75% som man egentlig kan samarbejde om som organisationer, i stedet for at fraskrive samtlige 100% . De sidste 25% kan man tage et andet sted og under forhold som er beregnet til det.
S.M.A.R.T.• Synergy (Synergi)• Employee (Medarbejder)• Work enviroment (Arbejdsmiljø)• Routines (Rutiner)• Time (Tid)
Challenges by making small and medium-sized enterprises in the construction industry - think LEAN
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Konservativ branche: det har noget at gøre med tradition Travlhed: man har svært ved at afse tid
Challenges by making small and medium-sized enterprises in the construction industry - think LEAN
• Conservative industry
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Konservativ branche: det har noget at gøre med tradition
Challenges by making small and medium-sized enterprises in the construction industry - think LEAN
• Conservative industry• Bustle
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Travlhed: man har svært ved at afse tid
Challenges by making small and medium-sized enterprises in the construction industry - think LEAN
• Conservative industry• Bustle• No customary training
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Præsentationsnoter
Ingen kutyme for efteruddannelse: selv om man faktisk har et system, kompetencefondene som er indskrevet i overenskomsten. Vocational schools 33 USD pr. hour for up to 3 weeks a year – State: 17 USD – Kompetence Fund : 16 = 33 USD
Challenges by making small and medium-sized enterprises in the construction industry - think LEAN
• Conservative industry• Bustle• No customary training• Lack of education in management
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Manglende uddannelse i ledelse: man bliver ikke introduceret til ledelse eller virksomhedsdrift
Challenges by making small and medium-sized enterprises in the construction industry - think LEAN
• Conservative industry• Bustle• No customary training• Lack of education in management• Ability to adopt development and ideas from other industries
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Præsentationsnoter
Evne til at adopterer udvikling og idéer fra andre brancher: man kigger ikke så meget på hvordan andre brancher udvikler sig.
Co-operation
• The organizations have agreed to work together to make a positive contribution to the industry
• It has been decided to use the competence funds to make it more attractive for companies to take advantage of the measures
• The training is carried out in the company and 3F local departments
Our approach
Our approach • Offer a company visit
▫ Personal mail, newsletter, website, 14 days call, 6 months call, business knowledge
Our approach • Offer a company visit
▫ Personal mail, newsletter, website, 14 days call, 6 months call, business knowledge• Company visit
▫ The company is introduced to S.M.A.R.T. as well as other management tools
Our approach • Offer a company visit
▫ Personal mail, newsletter, website, 14 days call, 6 months call, business knowledge• Company visit
▫ The company is introduced to S.M.A.R.T. as well as other management tools• Management
▫ Meeting with management in the company, where we talk about the process, make an expectation vote and prepare a commitment contract
▫ Possibly middle managers If there is a level of middle managers, a meeting with them as above
Our approach • Offer a company visit
▫ Personal mail, newsletter, website, 14 days call, 6 months call, business knowledge• Company visit
▫ The company is introduced to S.M.A.R.T. as well as other management tools• Management
▫ Meeting with management in the company, where we talk about the process, make an expectation vote and prepare a commitment contract
▫ Possibly middle managers If there is a level of middle managers, a meeting with them as above
• S.M.A.R.T. days▫ 2-day course based on S.M.A.R.T. as well as the Critical Path in construction.▫ Participants: employees, managers and owner▫ At the company's address or local 3F department▫ Shortly after, the company gets a plan of action
Our approach • Offer a company visit
▫ Personal mail, newsletter, website, 14 days call, 6 months call, business knowledge• Company visit
▫ The company is introduced to S.M.A.R.T. as well as other management tools• Management
▫ Meeting with management in the company, where we talk about the process, make an expectation vote and prepare a commitment contract
▫ Possibly middle managers If there is a level of middle managers, a meeting with them as above
• S.M.A.R.T. days▫ 2-day course based on S.M.A.R.T. as well as the Critical Path in construction.▫ Participants: employees, managers and owner▫ At the company's address or local 3F department▫ Shortly after, the company gets a plan of action
• Building site visit▫ Visits to the construction sites 2 months after the S.M.A.R.T. days
Our approach • Offer a company visit
▫ Personal mail, newsletter, website, 14 days call, 6 months call, business knowledge• Company visit
▫ The company is introduced to S.M.A.R.T. as well as other management tools• Management
▫ Meeting with management in the company, where we talk about the process, make an expectation vote and prepare a commitment contract▫ Possibly middle managers
If there is a level of middle managers, a meeting with them as above• S.M.A.R.T. days
▫ 2-day course based on S.M.A.R.T. as well as the Critical Path in construction.▫ Participants: employees, managers and owner▫ At the company's address or local 3F department▫ Shortly after, the company gets a plan of action
• Building site visit▫ Visits to the construction sites 2 months after the S.M.A.R.T. days
• Capture▫ Evaluation with the company's management 4 months after building site visit ▫ An evaluation is made of the process itself
Our approach • Offer a company visit
▫ Personal mail, newsletter, website, 14 days call, 6 months call, business knowledge• Company visit
▫ The company is introduced to S.M.A.R.T. as well as other management tools• Management
▫ Meeting with management in the company, where we talk about the process, make an expectation vote and prepare a commitment contract▫ Possibly middle managers
If there is a level of middle managers, a meeting with them as above• S.M.A.R.T. days
▫ 2-day course based on S.M.A.R.T. as well as the Critical Path in construction.▫ Participants: employees, managers and owner▫ At the company's address or local 3F department▫ Shortly after, the company gets a plan of action
• Building site visit▫ Visits to the construction sites 2 months after the S.M.A.R.T. days
• Capture▫ Evaluation with the company's management 4 months after building site visit ▫ An evaluation is made of the process itself
• During the process: progress and follow-up
What else can we do?
What else can we do?
THANK YOU FOR LISTENING
KontaktinformationMichael Dalsgaard
Kampmannsgade 41790 Copenhagen VDenmark
[email protected] + 45 20 71 97 09
Mads Okking
Islands Brygge 262300 Copenhagen SDenmark
[email protected] + 45 31 10 22 09
Carpenter, shipwright and Consultant in the United Federation of Danish Workers,
Stonemason, bricklayer and restoration craftsmanChairman of the Association of Conservation CraftsmenDevelopment Consultant in Employer organization
