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149
à la Productivité still assists in organizing these missions, however.)
(not including the extensive costs borne by plants taking part in
About 15 teams a year, totalling about 150 members, are being financed
programs and studies arranged by the centers). For the most part, the
by French industry.
operating expenses of the centers are financed entirely by the industries
In addition, the French have carried on a TA program of their own in
themselves. The Commissariat provides grants for special programs
cooperation with other European countries. French teams have been
and for up to 50% of operating costs when industries are unable to
bear the entire cost.
sent to other countries to exchange experiences and help develop
various aspects of these countries' productivity programs. From 1953
Typical activities of these productivity centers include:
to 1957, there were 301 such missions, with about 2500 participants.
1. Conducting pilot-plant programs to show the industry by prac-
tical demonstrations how productivity can be increased.
TABLE III
French TA Teams to European
2. Technical research (for example, the analysis of a product to
Countries During 1957
simplify manufacturing operations).
Sector
Missions
Participants
3. Training courses and mutual-help conferences for management
and technical personnel; the training of "animators" to conduct
Agriculture
the training of plant personnel.
Missions
12
106
Training Courses
10
91
4. Supplying the services of experts to help individual plants with
Industry and Commerce
14
107
technical or organizational problems.
Building and Construction
4
24
Social Security
1
8
5. Conducting studies and keeping the industry posted on matters
National Education
of general interest, such as markets, raw materials, employment,
Higher Education
17
etc.
1
Technical Education
6
34
6. Sponsoring teams to study in the United States or in European
Public Administration & Tourism
4
27
countries. (For example, the insurance industry's productivity
Economic Problems
3
44
center sent a team, entirely financed by the industry, to the
Regional Activities
3
14
United States [TA 38-193] to follow up studies which had been
North Africa
7
28
made by a Type "A" team [TA 38-81] financed under the
Total
500
American TA program.)
65
7. Initiating cooperative organizations for marketing and distribu-
tion, purchasing of raw materials, pooling of equipment, etc.
VI. The Industrial Productivity Centers
The 32 industries which had set up productivity centers as of the
The Commissariat Général à la Productivité has encouraged the
end of 1957 were: insurance, shoes, foundry, men's clothing, cotton,
distribution, packaging, steel, metal construction, tanning, soldering,
establishment of "vertical" productivity centers by offering grants
canning, hand tools, optical goods, silk, dairy products, watches and
to various trade and professional associations. In some cases, productiv-
clocks, jute, wool, oleaginous products, women's clothing, building, hats,
ity campaigns had already been undertaken by the associations
ironworks and forges, bricks and tiles, building materials and quarry
concerned. Many of the industrial productivity centers were set up as
a direct result of TA missions sent to the United States under the
products, fats, rolling mills, air conditioning, transportation, linen, and
procelain.
Marshall Plan. The Commissariat has also set up a sub-committee to
help associations to organize their centers and plan programs.
(In addition, there is a technical center for small and medium-sized
enterprises.)
Most of the industrial productivity centers employ at least five to
eight full-time professional workers, plus the part-time services of
A brief look at the organization of two of these vertical productivity
consulting engineers. The annual budgets for maintenance of the
centers will illustrate how the French productivity campaign has
centers range from the franc equivalent of $6000 to $130,000 per year
relied as much as possible on working with established organizations:
NARA
TRUMAN
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"ocrText": "148\nFrance\nFrance\n149\nà la Productivité still assists in organizing these missions, however.)\n(not including the extensive costs borne by plants taking part in\nAbout 15 teams a year, totalling about 150 members, are being financed\nprograms and studies arranged by the centers). For the most part, the\nby French industry.\noperating expenses of the centers are financed entirely by the industries\nIn addition, the French have carried on a TA program of their own in\nthemselves. The Commissariat provides grants for special programs\ncooperation with other European countries. French teams have been\nand for up to 50% of operating costs when industries are unable to\nbear the entire cost.\nsent to other countries to exchange experiences and help develop\nvarious aspects of these countries' productivity programs. From 1953\nTypical activities of these productivity centers include:\nto 1957, there were 301 such missions, with about 2500 participants.\n1. Conducting pilot-plant programs to show the industry by prac-\ntical demonstrations how productivity can be increased.\nTABLE III\nFrench TA Teams to European\n2. Technical research (for example, the analysis of a product to\nCountries During 1957\nsimplify manufacturing operations).\nSector\nMissions\nParticipants\n3. Training courses and mutual-help conferences for management\nand technical personnel; the training of \"animators\" to conduct\nAgriculture\nthe training of plant personnel.\nMissions\n12\n106\nTraining Courses\n10\n91\n4. Supplying the services of experts to help individual plants with\nIndustry and Commerce\n14\n107\ntechnical or organizational problems.\nBuilding and Construction\n4\n24\nSocial Security\n1\n8\n5. Conducting studies and keeping the industry posted on matters\nNational Education\nof general interest, such as markets, raw materials, employment,\nHigher Education\n17\netc.\n1\nTechnical Education\n6\n34\n6. Sponsoring teams to study in the United States or in European\nPublic Administration & Tourism\n4\n27\ncountries. (For example, the insurance industry's productivity\nEconomic Problems\n3\n44\ncenter sent a team, entirely financed by the industry, to the\nRegional Activities\n3\n14\nUnited States [TA 38-193] to follow up studies which had been\nNorth Africa\n7\n28\nmade by a Type \"A\" team [TA 38-81] financed under the\nTotal\n500\nAmerican TA program.)\n65\n7. Initiating cooperative organizations for marketing and distribu-\ntion, purchasing of raw materials, pooling of equipment, etc.\nVI. The Industrial Productivity Centers\nThe 32 industries which had set up productivity centers as of the\nThe Commissariat Général à la Productivité has encouraged the\nend of 1957 were: insurance, shoes, foundry, men's clothing, cotton,\ndistribution, packaging, steel, metal construction, tanning, soldering,\nestablishment of \"vertical\" productivity centers by offering grants\ncanning, hand tools, optical goods, silk, dairy products, watches and\nto various trade and professional associations. In some cases, productiv-\nclocks, jute, wool, oleaginous products, women's clothing, building, hats,\nity campaigns had already been undertaken by the associations\nironworks and forges, bricks and tiles, building materials and quarry\nconcerned. Many of the industrial productivity centers were set up as\na direct result of TA missions sent to the United States under the\nproducts, fats, rolling mills, air conditioning, transportation, linen, and\nprocelain.\nMarshall Plan. The Commissariat has also set up a sub-committee to\nhelp associations to organize their centers and plan programs.\n(In addition, there is a technical center for small and medium-sized\nenterprises.)\nMost of the industrial productivity centers employ at least five to\neight full-time professional workers, plus the part-time services of\nA brief look at the organization of two of these vertical productivity\nconsulting engineers. The annual budgets for maintenance of the\ncenters will illustrate how the French productivity campaign has\ncenters range from the franc equivalent of $6000 to $130,000 per year\nrelied as much as possible on working with established organizations:\nNARA\nTRUMAN"
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