Sustainable work – a competitive factorextra.ivf.se/manufuture2009/documentation/workshop/Ola...O...
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Ol a Asplund -IF Metall -30/11/2009 Sustainable work – a competitive factor Ola Asplund Head of Research Department Swedish Industrial- and Metalworkers’ Union
Transcript of Sustainable work – a competitive factorextra.ivf.se/manufuture2009/documentation/workshop/Ola...O...
Ola Asplund-IF M
etall -30/11/2009
Sustainable work – a competitive factor
Ola AsplundHead of Research Department
Swedish Industrial- and Metalworkers’ Union
Ola Asplund-IF M
etall -30/11/2009
SwedenIndustrial Relations Context
Exports approx 50 % of GDP(~ 80 % manufactured goods and materials)
Industry sector covered by the Industry Agreement– 6 trade unions & 11 employers associations
– framework for national negotiations
– joint committees/working groups for industrial development
IF Metall – Industrial & Metalworkers Union (380’ members, blue collar)
– covers 70 % of industry (all but Pulp&Paper, food, wood industry)
– union density ~ 75%
Major counterparts– Teknikföretagen (engineering, automotive, etc)
– Industriarbetsgivarna (chemical, mining, steelworks, etc)
http://www.industrikommitten.se
Ola Asplund-IF M
etall -30/11/2009
• Can a socially sustainable
industry really be compatible?
• How can individuals adapt to
structural change, new types
of work organisations and
demand for new skills?
Global competition challenges Europe
Can sustainable jobs help us build competitiveness?
Ola Asplund-IF M
etall -30/11/2009
R&I
Strengthen the links between company R&D and academia
Clusters
Reinforce the productive interaction
between partners as well as competitors
ProductivityOrganise work and companies to make better use of employees potential
Identifying Sustainability Factors – The Case of Sweden
Factorsthat are not
easily copied!
Geography matters!
Comparative Advantage
Ola Asplund-IF M
etall -30/11/2009
It’s all about productivity…
Basically it´s about people and how we see people.
Productivity
…but productivity is a lot more than technology!
Ola Asplund-IF M
etall -30/11/2009
Productivity & Empowerment
Trust, competence
and delegation,
mobilises peoples
productivity potentials
Employees
Pro
du
ctiv
ity
Ola Asplund-IF M
etall -30/11/2009
What can industry offer young people?
ValuesRespect
Responsibility
Friendship
Equality
EducationCareers
On-the-job Training
Life-long Learning
ExperiencesTechnology
Cultures
Fun
RewardsWage
Benefits
Admiration
SecurityPension
Health & Safety
Insurance
MissionClimate Change
Poverty
Sickness
Yes, we can!
Ola Asplund-IF M
etall -30/11/2009
WorkOrganisation
StructuralChange
Education& Skills
A Three-front perspective
Develop the work organisation
Under-pin withbetter education
& competence
Companies with greater potential
for sustainable jobs
Align with“natural” structural
change
Ola Asplund-IF M
etall -30/11/2009
The Rise & Fall of Taylorism
(Confusing the concept of “Labour Intensive Industry”)
Ola Asplund-IF M
etall -30/11/2009
WorkOrganisation
StructuralChange
Education& Skills
A Three-front perspective
Develop the work organisation
Follow up withbetter education
& competence
Companies with greater potential
for sustainable jobs
Support a“natural” structural
change
Factory of the
Future
Mass
Production
Early Industry
Pre-Industry
R&DWhite CollarSkilled WorkersUnskilled WorkersMachinery
Ola Asplund-IF M
etall -30/11/2009
WorkOrganisation
StructuralChange
Education& Skills
Both trends can be
observed today!
Work Organisation Linked to Structural Change
DrainingWork Content
QualifyingWork Content
Integrated & ComplexOne-of-a-kind series production
Automation and/or low skills required,
Highly Repetitive
Ola Asplund-IF M
etall -30/11/2009
When Skills are Scarce
Push for external division of work
Outsourcing
Specialising – ”Core Business”
Less internal division of work
Flexibility
Multi-skilled workers
Competence upgrade
May 2008:
Every third company faces difficulties to recruit qualified staff
Engineers
Skilled Workers
Ola Asplund-IF M
etall -30/11/2009
Japanese
manufacturing firms
tend to demonstrate
higher export ratios in
products with more
integral architecture
Fujimoto Hypothesis
Fujimoto, Evol. Inst. Econ. Rev. 4(1): 55–112 (2007)
Characterized by a
teamwork of multi-skilled workers
and that such coordinative capabilities tend to lead
to wider competitive advantages vis-à-vis rivals when the
products in question require a high level of coordination
efforts for their design — the integral architecture.
Ola Asplund-IF M
etall -30/11/2009
Competencesare employed
for variouswork tasks
IV
Renewed Concept of Competence
Specificskills
IIISpecialist Competence, e.g.• Precision Grinding• Hydraulic Assembling• Fork Lift Driving Licence• TIG welding
Basic competences required for all kindof production work
Competencewithin technology
areas
Technology Area Competence, e.g.• Metal Cutting• Quality• Assembling• Material Handling
II
Generic competence, e.g.• Basic English, Math, others• Industrial organisation & logistics• Production systems – Lean production• Understanding major technology areas (II)
I
Work task, e.g.
• Rear Axis Assembling
• Cylindrical Grinding
• Tool Maintenance
Ola Asplund-IF M
etall -30/11/2009
Conducted by:
Financing:
Initiated by:
In Search for the Worker of the Future
Factories of the Futureevolves from Today's Best Practise:
Research
check VISION
What are we
looking for?
Alfa laval
Sandvik
Atlas copco
Volvo AB
Scania
”Bestpractise”
”Shared
Qualities”
Education
Inspiration to companies
Work organisation development
Further research
Impacts:
Ola Asplund-IF M
etall -30/11/2009
Two Routes of Thinking
Main Activities in Production Unit
A. Production
B. Process Development
C. Product Development
D. System Development
E. Maintenance
Enlargement (”More of the Same”)
Qualifying:(A, B, C, D, E are different, but interdependenttasks)
Ola Asplund-IF M
etall -30/11/2009
20102003
2009
2007
2006
2005
2004
2007
20152008
20062003
2009
The Productivity Theme- the two-partite process
Vocationaltraining
Produktions-Lyftet 2.0
Produktions-LyftetEngineering
Trailer-campaign
ManufutureGöteborg
ProcessIndustry
Workgroup
ResearchStrategy
ProductionSystems
ProductionWorker
Ola Asplund-IF M
etall -30/11/2009
Process Conversion
Process Industry: Focusing Process Control
Managers
Operators
Mai
nten
ance
Plannin
g
Sim
ula
tio
nAccessibility
Flexibility
GenericControllability
Information
Presentation
Ola Asplund-IF M
etall -30/11/2009
Supply of competence
Youth
Adults
Layed offs
Employees
Teknikcollege – Education Infrastructure
Upper secondary vocational trainingBoth Theoretical/Practical
Higher vocational training
Company education schemes
Adult vocational training
Re-training of redundant workers
Labour market programs
Competence Potential
www.teknikcollege.com
21 regions assigned by The Industry Committee
Over 70 Public and Free schools assigned
Another 30 schools have applied for certificate
National network of regions established 2007
Teknikcollege was Initiated by The Industry Committee
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etall -30/11/2009
Project aims at supporting SME companies building capabilities in systematic productivity improvements. Based on the concept of Lean Production
Build awareness – Initiate – Develop
Production Education
Company consultancy
Financed by:
Principal partners
Stakeholders:
Regional partners
• Vocational training
• In-house courses
• Academic course
• Initialising projects
• Consultancy
• Project managers
Public financing during 2008 – 2010 of 65 MSEKCompanies contributes with a minimum of 65 MSEK
Phase II prepared for 2010-2012, with increased scope and budget
Ola Asplund-IF M
etall -30/11/2009
Extendedefforts
Limitedefforts
Further resources are required
The Job Foundation contribute
significantly
Efficient Labour Market
1 of 5 finds a new job
themselves
1 of 5 needs further help
3 of 5 are helped
to new jobs
TSL - Two-partiteJob Foundation
TSL is designed to meet the needs of Redundant Workers. The TSL record indicates 80 % of structural change is absorbed.
(“Coaching for a new job”)
Ola Asplund-IF M
etall -30/11/2009
StructuralChange
Education& Skills
WorksOrganisation
Initiatives at Three Fronts:
TSL - Two-partite fund for retraining redundant workers
Samples from joint initiatives
by IF Metalland employers
associations
Ola Asplund-IF M
etall -30/11/2009
WorkOrganisation
StructuralChange
Education& Skills
A Three-front perspective
Develop the work organisation
Follow up withbetter education
& competence
Companies with greater potential
for sustainable jobs
Support a“natural” structural
change
Ola Asplund-IF M
etall -30/11/2009
Thank you for your attention!
EWP Windtower Production AB, Malmö Sweden
