Fiber-Line International BV (Q4000662): Difference between revisions
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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 | |||||||||||||||
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| 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: 25 January 2022
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Revision as of 18:39, 25 January 2022
Project Q4000662 in Netherlands
| Language | Label | Description | Also known as |
|---|---|---|---|
| English | Fiber-Line International BV |
Project Q4000662 in Netherlands |
Statements
25,000.0 Euro
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50,000.0 Euro
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50.0 percent
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5 January 2019
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5 January 2020
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Fiber-Line International BV
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53°11'56.98"N, 5°50'27.46"E
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8938AJ
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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)
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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)
25 January 2022
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Identifiers
2018EUSF2012874
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