Pomigliano July 2, according to the Fiat factory
Saturday, June 26, 2010
Patricia Nimocks Clear Acrylis Sealer Gloss Msds
experts in industrial relations, invece, avranno molti punti da approfondire, primo fra tutti la disciplina degli straordinari e dei recuperi, che prevede lo svolgimento di tali attività anche al posto della pausa per il pasto, 30 minuti alla fine di ciascun turno. I critici dell’accordo fanno notare che ciò è in contrasto con la Direttiva europea sull’orario di lavoro del 2003 (che all’art. 4 prevede, per prestazioni superiori alle sei ore di lavoro consecutive, una pausa), oltre che con la legge 66 del 2003, che fa espresso riferimento a una pausa per la mensa.
Il sociologo del lavoro, dal canto suo, non potrà non concentrarsi sulla trasformazione dell’organizzazione factory and that the agreement stipulates that make the establishment of Naples as Fordism Galaxy Fiat. On this, therefore, we will concentrate in the following paragraphs.
Model WCM
Article 5 of the Agreement, entitled "Organization of Work" (download the text), stipulates the introduction of a new organizational model, the WCM ( World Class Manufacturing), and the Ergo-Uas (see attachment with a description). The first term refers to a philosophy, born from lean manufacturing and Toyota, which includes the involvement of all employees, from managers to the worker, nel processo di miglioramento continuo del prodotto. L’obiettivo è di produrre automobili sempre più soddisfacenti per i clienti, ai costi migliori (J. Todd, World-Class Manufacturing, McGraw-Hill, London, 1995). Il Wcm pone l’accento sul miglioramento ergonomico delle postazioni lavorative per aumentare la produttività, sulla riprogettazione delle postazioni di lavoro al fine di ridurre la necessità dell’operaio di spostarsi per prendere i pezzi da montare e ridurre in tal modo i tempi del ciclo produttivo, ma soprattutto sul lavoro in team, ai quali è demandata l’attività di problem solving.
Per essere produttori di classe mondiale It takes a lot of participation by workers: the Toyota every year, some one million of improvements, all designed with attention to the direction, often taken and rewarded. You can not say that Fiat, at least for now, there is a comparative philosophy.
The Ergo-Uas, for its part, is a method already tested in the Mirafiori plant, to achieve the objectives of WCM. The system, described in Annex 2 to the Agreement, is based on the redefinition of the loads resulting from the reorganization of ergonomic workstations and on a study of the times - and very similar in concept Taylor to that advocated by the engineer at the beginning of 900 - thanks to computer that allows you to completely shape the business cycle and the actions of the workers in order to obtain, at least in principle, the maximum productivity. Taylor called this the One Best Way, the best way to work, which was instilled in each worker.
A car retail
WCM and Ergo-Uas Pomigliano will come into operation only in two years when the plant after a long layoff, will have been completely converted to the production of the Panda and the layout of the site to get revolutionized the goal of producing 280 thousand cars a minute, on a single production line. But the agreement has already decided that the "ergonomic improvements" which will be implemented at the end of the restructuring will lead to a reduction in breaks of 25% (instead of two to 20 minutes, three to 10 minutes, as it happens the minimum value imposed by the directive European Union). Those 10 minutes produce a production increase of about 6,500 cars a year. In theory this should get the same effort, because the metric system of work "rewards" the worker who has a tougher task with a surplus of time for rest, added to the operation, which ranges from 1 13%.
But things do not seem to be just that: a worker involved in the production of the Mirafiori MiTo, where the method is being used in an interview with Republic, reveals that almost all the processes taking place in the works provide the minimum break of 1% (with the old system were 5%). The saturation of the work, then, comes in the active phases of 99%, increases the risk that the effort is far from theoretical, and the factory WCM dangerously resembles the structures Taylor of the sixties.
survey conducted at Mirafiori, for example, shows that 60% of workers carry out repetitive tasks, which are exhausted in about 60 seconds or so, while 80% of women's work is repetitive and very simple (see, for example, F. Garibaldi, a company in transition: Fiat Mirafiori of Turin, in International Journal of Automotive Technology and Management, vol. 8, No. 2, 2008, pp. 185-193).
Taiichi Ohno
At the base of participation, according to the original ideas of Taiichi Ohno, the engineer who designed 50 years in the Toyota Production System, is the principle of Jidoka ( translated as "autonomy") ie automation with a human touch: a system which gives broad autonomy for the worker who, if he realizes that something is wrong, she can stop it without asking permission or advice. Only in this way, in fact, always maintaining the quality of the product.
A Kafkaesque procedure
the principle of autonomy has not been widely applied to date outside of Japan: Western factories to stop production requires the involvement of decision-making levels well above the worker. The factory is set to become global manufacturing excellence, there should be, for lavoratori, la possibilità di migliorare l’organizzazione del lavoro, partecipando alla progettazione del sistema ergonomico della fabbrica. Dire la propria sul lavoro è un elemento di controllo, che permette di adeguare le mansioni alle persone. Ma la fabbrica Wcm “made in Torino” cerca l’esatto contrario, deve adeguare le persone al lavoro. È qui, in fin dei conti, che la proposta della Fiat si scopre smaccatamente taylor-fordista. Ai lavoratori, infatti, i tempi standard vengono imposti dall’esterno, sulla base di una ricostruzione delle mansioni e dei movimenti effettuati dalla direzione con sofisticati metodi informatici. L’unica partecipazione che viene lasciata agli operai consiste nella possibilità to make a complaint when the time allocated is too close. But the procedure (described on pg. 19 of the Technical Agreement) seems Kafkaesque: the worker must first complain to your manager, who decides to consider the protest, the body responsible for passing the study of time, which will run within seven days, a dispute the transaction, communicating the results through the usual channels. If the answer does not satisfy the worker, they may make a new protest, this time written by a representative of the RSU. Even in that case there will be a written response. If this second time the outcome is negative, allora il malcapitato potrà appellarsi ad una speciale commissione che deve decidere in cinque giorni. Comunque vada, in tutto questo periodo rimane in vigore il tempo assegnato dalla Fiat (che l’operaio da cui parte la protesta non riesce a rispettare, altrimenti perché si sarebbe imbarcato in tante vicissitudini?) e nessuno può intraprendere azioni “unilaterali”: il guidatore non va mai disturbato.
Più fatica
Nel libro Il tubo di cristallo: modello giapponese e fabbrica integrata alla Fiat auto, scritto nel 1993 da Giuseppe Bonazzi, l’autore si domandava in che modo l’azienda avrebbe potuto ottenere participation by the workers needed to operate the new production method. The cornerstone was detected in the reduction of physical effort, which took on a new symbolic value: reducing the painfulness of typical factory work, it increases the decorum, dignity and comfort, triggering a desire for participation and involvement in innovations.
Today this need no longer appears on the agenda, and work in the new Pomigliano will require more effort. In the words of Luciano Gallino, "it is necessary that people work like robots, but can not be replaced by robots."
Una storia che raccontava già Henry Ford nel 1917; solo che si pensava fosse ormai superata.
fonte: http://www.rassegna.it/articoli/2010/06/25/64147/pomigliano-la-fabbrica-secondo-la-fiat
Subscribe to:
Post Comments (Atom)
0 comments:
Post a Comment