tommy.jensen@sbs.su.se johan.sandstrom@ltu.se

The red line


LKAB’s core process seems to be taking place below ground (and there are about 500 kilometres roads underground in the Kirunamine) and above ground at the closely related plants. This is what the company refers to as the ”red-line”, basically coinciding with what is happening ”inside the gates”. The control of the red line is crucial as all disruptions to the red line are very costly. But if the labour process is at the centre of analysis and not production per se, where does the red-line really begin and end? Are there any forks in the road that we need to take that deviate from the company’s? We know that the company has an own office in Shanghai, China, in order to be closer to their Chinese suppliers and that the iron ore pellets produced in Kiruna are exported via the harbour in Narvik, Norway (and the trains are runned by the company). Certainly, this must be included in the red line, but we have a strong feeling of still missing out on lot of other relevant labour process paths…