Fiber-Line International BV (Q4000662): Difference between revisions
Jump to navigation
Jump to search
(Changed label, description and/or aliases in it, and other parts: Adding Italian translations) |
(Changed label, description and/or aliases in en, and other parts: Adding English translations) |
||||||||||||||
| label / en | label / en | ||||||||||||||
Fiber-Line International BV | |||||||||||||||
| Property / summary | |||||||||||||||
Fiber-Line is an international company with more than 150 employees and 5 locations. Fiber-Line is a leading specialist in the field of yarn finishing. Our working attitude is “treat another as you would like to be treated yourself” this applies in the workplace, between the different departments, locations, and in contact with our suppliers and customers. An external consultant has carried out a global analysis which identified a number of bottlenecks in the organisation of the work that have been identified by employees themselves. Examples of these bottlenecks are: — Good practices are not or insufficiently shared between employees; — Working methods are not uniform and this gives rise to problems in cooperation between them; — There are ambiguities about tasks and responsibilities causing errors; — There are unnecessary or duplicate activities in different places in the organisation of work; — Unnecessary and/or manual operations are involved. An external consultant — based on the principles of Lean — will allow employees to engage in dialogue with each other and guide them in devising solutions for this type of bottlenecks. The aim is to increase the employability of workers by reducing unnecessary workload and work-related stress resulting from better organisation of work. (English) | |||||||||||||||
| Property / summary: Fiber-Line is an international company with more than 150 employees and 5 locations. Fiber-Line is a leading specialist in the field of yarn finishing. Our working attitude is “treat another as you would like to be treated yourself” this applies in the workplace, between the different departments, locations, and in contact with our suppliers and customers. An external consultant has carried out a global analysis which identified a number of bottlenecks in the organisation of the work that have been identified by employees themselves. Examples of these bottlenecks are: — Good practices are not or insufficiently shared between employees; — Working methods are not uniform and this gives rise to problems in cooperation between them; — There are ambiguities about tasks and responsibilities causing errors; — There are unnecessary or duplicate activities in different places in the organisation of work; — Unnecessary and/or manual operations are involved. An external consultant — based on the principles of Lean — will allow employees to engage in dialogue with each other and guide them in devising solutions for this type of bottlenecks. The aim is to increase the employability of workers by reducing unnecessary workload and work-related stress resulting from better organisation of work. (English) / rank | |||||||||||||||
Normal rank | |||||||||||||||
| Property / summary: Fiber-Line is an international company with more than 150 employees and 5 locations. Fiber-Line is a leading specialist in the field of yarn finishing. Our working attitude is “treat another as you would like to be treated yourself” this applies in the workplace, between the different departments, locations, and in contact with our suppliers and customers. An external consultant has carried out a global analysis which identified a number of bottlenecks in the organisation of the work that have been identified by employees themselves. Examples of these bottlenecks are: — Good practices are not or insufficiently shared between employees; — Working methods are not uniform and this gives rise to problems in cooperation between them; — There are ambiguities about tasks and responsibilities causing errors; — There are unnecessary or duplicate activities in different places in the organisation of work; — Unnecessary and/or manual operations are involved. An external consultant — based on the principles of Lean — will allow employees to engage in dialogue with each other and guide them in devising solutions for this type of bottlenecks. The aim is to increase the employability of workers by reducing unnecessary workload and work-related stress resulting from better organisation of work. (English) / qualifier | |||||||||||||||
point in time: 16 January 2022
| |||||||||||||||
Revision as of 09:34, 16 January 2022
Project Q4000662 in Netherlands
| Language | Label | Description | Also known as |
|---|---|---|---|
| English | Fiber-Line International BV |
Project Q4000662 in Netherlands |
Statements
50.0 percent
0 references
5 January 2019
0 references
5 January 2020
0 references
Fiber-Line International BV
0 references
8938AJ
0 references
Fiber-Line is een internationaal bedrijf met meer dan 150 medewerkers en 5 locaties. Fiber-Line is een toonaangevende specialist op het gebied van garenveredeling. Onze werkhouding is “behandel een ander zoals je zelf behandeld zou willen worden” dit geldt op de werkvloer, tussen de verschillende afdelingen, locaties, en in contact met onze leveranciers en klanten. Een extern adviseur heeft een globale analyse uitgevoerd waaruit een aantal knelpunten in de organisatie van het werk naar voren zijn gekomen die door medewerkers zelf genoemd zijn. Voorbeelden van deze knelpunten zijn: - Goede manieren van werken (best practices) worden niet of onvoldoende gedeeld tussen medewerkers; - Werkwijzen zijn niet uniform en dit geeft problemen in onderlinge samenwerking; - Er zijn onduidelijkheden over taken en verantwoordelijkheden waardoor fouten optreden; - Op verschillende plaatsen in de organisatie van werk is sprake onnodige of dubbele activiteiten; - Er is sprake van onnodige en/of handmatige handelingen. Een externe adviseur gaat – gebaseerd op de principes van Lean – werknemers met elkaar in dialoog laten gaan en begeleiden bij het bedenken van oplossingen voor dit type knelpunten. Het doel is het vergroten van de inzetbaarheid van werknemers door het verminderen van onnodige werkdruk en werk gerelateerde stress dat het gevolg is van het beter organiseren van het werk. (Dutch)
0 references
Fiber-Line es una empresa internacional con más de 150 empleados y 5 ubicaciones. Fibra-Line es un especialista líder en el campo del acabado de hilados. Nuestra actitud de trabajo es «tratar a otro como te gustaría ser tratado a ti mismo», esto se aplica en el lugar de trabajo, entre los diferentes departamentos, ubicaciones, y en contacto con nuestros proveedores y clientes. Un consultor externo ha llevado a cabo un análisis global en el que se han detectado varios cuellos de botella en la organización del trabajo que han sido identificados por los propios empleados. Ejemplos de estos cuellos de botella son: — Las buenas prácticas no se comparten o no se comparten suficientemente entre los empleados; — Los métodos de trabajo no son uniformes y esto plantea problemas de cooperación entre ellos; — Existen ambigüedades sobre las tareas y responsabilidades que causan errores; — Hay actividades innecesarias o duplicadas en diferentes lugares de la organización del trabajo; — Se trata de operaciones innecesarias o manuales. Un consultor externo, basado en los principios de Lean, permitirá a los empleados entablar un diálogo entre ellos y guiarlos en la elaboración de soluciones para este tipo de cuellos de botella. El objetivo es aumentar la empleabilidad de los trabajadores reduciendo la carga de trabajo innecesaria y el estrés relacionado con el trabajo resultante de una mejor organización del trabajo. (Spanish)
16 January 2022
0 references
Fiber-Line è un'azienda internazionale con oltre 150 dipendenti e 5 sedi. Fiber-Line è uno specialista leader nel campo della finitura dei filati. Il nostro atteggiamento di lavoro è "trattare un altro come si desidera essere trattati da soli" questo vale nel luogo di lavoro, tra i diversi reparti, sedi, e in contatto con i nostri fornitori e clienti. Un consulente esterno ha effettuato un'analisi globale che ha individuato una serie di strozzature nell'organizzazione del lavoro che sono state individuate dai dipendenti stessi. Esempi di queste strozzature sono: — Le buone pratiche non sono o non sono sufficientemente condivise tra i dipendenti; — I metodi di lavoro non sono uniformi e ciò comporta problemi di cooperazione tra di loro; — Vi sono ambiguità riguardo ai compiti e alle responsabilità che causano errori; — Vi sono attività superflue o duplicate in diversi luoghi nell'organizzazione del lavoro; — Sono coinvolte operazioni non necessarie e/o manuali. Un consulente esterno — basato sui principi di Lean — permetterà ai dipendenti di dialogare tra loro e guidarli nell'elaborazione di soluzioni per questo tipo di strozzature. L'obiettivo è aumentare l'occupabilità dei lavoratori riducendo il carico di lavoro inutile e lo stress legato al lavoro derivante da una migliore organizzazione del lavoro. (Italian)
16 January 2022
0 references
Fiber-Line is an international company with more than 150 employees and 5 locations. Fiber-Line is a leading specialist in the field of yarn finishing. Our working attitude is “treat another as you would like to be treated yourself” this applies in the workplace, between the different departments, locations, and in contact with our suppliers and customers. An external consultant has carried out a global analysis which identified a number of bottlenecks in the organisation of the work that have been identified by employees themselves. Examples of these bottlenecks are: — Good practices are not or insufficiently shared between employees; — Working methods are not uniform and this gives rise to problems in cooperation between them; — There are ambiguities about tasks and responsibilities causing errors; — There are unnecessary or duplicate activities in different places in the organisation of work; — Unnecessary and/or manual operations are involved. An external consultant — based on the principles of Lean — will allow employees to engage in dialogue with each other and guide them in devising solutions for this type of bottlenecks. The aim is to increase the employability of workers by reducing unnecessary workload and work-related stress resulting from better organisation of work. (English)
16 January 2022
0 references
Identifiers
2018EUSF2012874
0 references