By Sally Klingel, Ann M. Martin
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Additional resources for A Fighting Chance: New Strategies to Save Jobs and Reduce Costs
Some union leaders now believe that management had already decided to close the department when the teams were introduced. Some workers saw the formation of the teams as a management move to ensure that a bank of products would be available before closing. The teams in 465 were told they had six months to tum the department Harrison Radiator and the VA W 39 around, but it was closed after two months, because it was too costly to operate. This experience fostered widespread bitterness and skepticism about management.
A standard costaccounting procedure had been formulated for CSTs, an avarage currency exchange rate had been established, the steering committee was available to guide the team, and formats and guidelines for presentations had been worked out. During the first phase of the team's research, members studied their benchmark and negotiated some changes in it. Next, they sent a letter to Xerox management worldwide explaining their task and asking for suggestions. This effort, as well as attempts to solicit feedback from their co-workers, produced very few ideas.
High turnover in management at CMO, especially at the top, means that the union has to provide most of the continuity for joint union-management efforts. Xerox as a corporation is now looking worldwide for its parts, so the threat of outsourcing will not abate. The CSTs have shown that Xerox departments can manufacture similar, if not better, products internally, with higher quality and more efficient delivery. Despite the risks, CSTs, and other forms of employee involvement at Xerox, have resulted in substantial gains for workers.
A Fighting Chance: New Strategies to Save Jobs and Reduce Costs by Sally Klingel, Ann M. Martin