By Sally Klingel, Ann M. Martin
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Additional info for A Fighting Chance: New Strategies to Save Jobs and Reduce Costs
Rather than attacking these recommendations, which were inconsistent with traditional union practices, the union instead considered them viable alternatives worthy of discussion at the bargaining table. The union has thus responded to the desire of union members for more input into operational decisions by negotiating for increased control over outsourcing decisions. 32 Xerox and the ACTWU The union's greatest concern may well be how to sustain this cooperative union-management relationship for the long term in the face of management turnover and corporate changes in direction.
The union argued for a study of the feasibility of building a new plant in Buffalo. Management responded by saying it had investigated all possible options and the move was the only way to ensure a viable future for the company. Management indicated that the union was ignoring critical economic conditions, although it had examined the books at the last negotiations. The union countered by saying that management had not fully considered ways to make the Buffalo operation more competitive and was unconvinced that a maquilacrora operation was the only option available.
On February 17, 1986, after initiatives from both the regional UAW officer and the state's director of economic development, the president ofTrico agreed to meet in New York City with U AW officials, representatives of state economic development agencies, and members of PEWS. In the course of the meeting, PEWS proposed that three cost study teams be established: one to concentrate on the tootroom; a second to focus on the linkage assembly area (where the mechanical system connecting the wipers is manufac- *This case is discussed in detail on pages 13-32.
A Fighting Chance: New Strategies to Save Jobs and Reduce Costs by Sally Klingel, Ann M. Martin
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