Meat-cutting work may exceed recommended physical workload levels. Beef cutting is physically more demanding than pork cutting. Furthermore, factors such as years in the profession, knife sharpness, work pace, wage system, working technique, maximum oxygen uptake level and muscular strength should be considered when planning actions regarding the workload for meat cutters.
Meat cutters have long since claimed that knife forces increase with lower meat temperatures. This study was performed to find out what effects the meat temperature has on cutting forces. In addition, the same issue was addressed for pure fat. One hundred and forty four samples of lean meat and of fat respectively were collected and put overnight in one of three refrigerators with temperatures 2, 7 and 12°C, 48 in each. These samples were cut while measuring cutting forces in an Anago KST Sharpness Analyzer machine. The results show that there were no significant differences in knife forces concerning lean meat at the three temperatures. However, the force in pure fat at 2°C was significantly increased by 30% compared to the other temperatures. The forces in fat were generally three times higher than for lean meat, regardless of temperature.
Being a supervisor is an important and lonely occupation. The aim of this study was to identify barriers and opportunities in working conditions for supervisors, being facilitators and implementers of change for meat cutters. Nine supervisors of meat cutters in one large company were interviewed. The semi-structured interviews covered their roles as supervisors, performance of the change process and their own working conditions. Notes were taken and structured in themes. Similarities, differences, plus and minus were identified. There was a nuanced view on the change processes and their effects. The change processes and the decisions were anchored in a democratic process with groups of employees and the union. All were clear on what demands the company had on them. They were secure in a functioning network of peers and their immediate superior. On their own education, most were as a whole satisfied, but in need of more training and talked of lifelong learning. They considered their work demanding and lonely, with a need both to be manager and leader. A shared leadership could mean doing a better job. There is a need for education and training as a manager and leader as well as the opportunity to discuss with peers.
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