Shelf test according to DIN EN 15635 and BGR 234, inspection of ladders, kicks and driving scaffolding BetrSichV and BGI 694, BGV D36 ZH1 / 157 ma-control has prevented an accident Bremen – Rotenburg – Hamburg – Lower Saxony, 28.09.2012 in a big Bremen freight forwarding has paid to carry out the decision, the prescribed shelf examination by ma-control Arnd Meyer-Ahrens to 100%. The shelf test according to DIN EN 15635 and BGR 234 has been discovered a traverse in a fully laden tray, the one-sided no grid to the hook in the stand more had. All three pallets (approx. 2100 kg) weight weighed 8 mm strong PIN only on one. Only decisive action by Mr Meyer-Ahrens and the immediate utilization of the shelf is, that no one has come to harm.
Climbing device, new it Manager exam demand after the statutory platform unit test the ma-control Arnd Meyer-Ahrens has prompted the founder inspecting ladders, steps and Driving scaffolding after BetrSichV, BGI 694, incorporate, in its program to BGV D36 and ZH1/157. External contractors and authorised person by the ZARGES certified Academy, as Arnd Meyer-Ahrens can perfectly meet the legal requirement for your organisation. Characterised by a secure monitoring of deadlines, an unbiased and objective judgment. Companies that do this themselves repeatedly determine that most the time is missing and it is difficult to meet the prescribed deadlines. In the event of an emergency, a bias of the employee can also become a problem. The cost of training an own employee, his working hours and the effort which the managers must still operate are not necessarily cheaper than ma-control to invoke. Imagine no longer the question: who monitors ladders in Bremen, Hamburg and Lower Saxony? More at put more companies on the special skills of certified by TuV-Rheinland shelf test ma-control Arnd Meyer-Ahrens Shelf auditor and discover the enormous savings potential.
Missing shoulder suggests between mid-level leadership and top management change projects fail Eltville – Erbach, 22 October 2012 – top management and middle management level see change processes within their companies often from different angles. Opinion: So 69 percent of top managers believe for example that the special appreciation of the staff contributes to the success of change processes. But only 46 percent of the Middle managers share this opinion. 54 Percent of the top managers are convinced that for a change project sufficient resources available, while only 38 percent of the Middle managers of this view. Study of change-fitness these are 2012 “, the Mutaree, the expert in change management, Sonja Sackmann raised in cooperation with Professor of the Institute for development of sustainable organizations. Just a strong, United leadership is necessary for the success of change processes.
The company initiated the change, and defines a very optimistic strategy. The employees are the ones who must change and actually implement then. The middle management level is located between these two groups. It will link prospects and mediate between strategic orientation and operational implementation. A shoulder to shoulder with top management is crucial for success in this situation”, says Claudia Schmidt, change expert and Managing Director of Mutaree GmbH. different perceptions inhibit the change fitness study shows clear differences in perception between the top level and the middle management: 71 percent of top managers believe to have communicated about risks in the past. However, only 52 percent of the Middle managers have this opinion. 90 Percent of top managers indicating that the management granted the necessary support in change projects, while only 73 percent of the Middle managers do.
The top management change projects takes these differences often “Blockades ‘ true of middle management, the changes hinder or make almost impossible”, as Claudia Schmidt. Five recommendations for managers: The change-fitness study shows that only 63 percent of the Middle managers know what behavior in the context of a change of them is expected. Here is a great potential for improvement, that can be lifted: 1 win you your executives for the change projects, in which transparently run benefits them in mind. Indicate opportunities for them and keep all pledges and promises. 2. Formulate as top management objectives as clearly as possible. 3. Don’t overwhelm your executives with your expectations. Generate any time pressure, but leave sufficient time to implement the change successfully. 4. Give your managers feedback. Thus create orientation and allow your middle managers to correct their actions, to meet the expectations and the set goals to achieve. 5. Show interest for your executives to the middle and give them appreciation for their commitment. Bring to the expression, you need the funds management, to implement change successfully. About the Mutaree GmbH: The Mutaree GmbH is a specialist in change management. The services include the planning and control of processes of change, as well as the implementation support to achieve the objectives of the change. Where is the human being always at the Center. Mutaree advises clients from various industries: banks and insurance, chemistry and pharmaceuticals, energy, healthcare, telecommunications, public administration and tourism.