LOCAL AGREEMENTS AND STATEMENTS BETWEEN NEXTEER AUTOMOTIVE AND LOCAL UNION #699 UAW DATE: JUNE 29 TH , 2010 This booklet does not contain all items agreed to between the parties. New settlement language and revised language contained herein is underlined. Any questions regarding the interpretation of these items may be referred to Labor Relations and/or Shop Committeeperson.
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LOCAL AGREEMENTS
AND
STATEMENTS
BETWEEN
NEXTEER AUTOMOTIVE
AND
LOCAL UNION #699
UAW
DATE: JUNE 29TH
, 2010
This booklet does not contain all items agreed to between the parties. New settlement
language and revised language contained herein is underlined. Any questions regarding
the interpretation of these items may be referred to Labor Relations and/or Shop
Committeeperson.
RATIFICATION
This Agreement is subject to ratification by Local Union 699 and will become effective
as of the date of Notice of Ratification to Local Management.*
(*Effective June 29TH
, 2010)
IN WINTESS WHEREOF, the parties hereto have caused their names to be subscribed
by their duly –authorized officers and representatives the day and year first about
written:
United Automobile and Nexteer Automotive
Aerospace and Agriculture Saginaw, Michigan
Implement Workers of America,
UAW, Local 699
Bob Labonte Vince DeZorzi
Troy Newberry Curt Cargile
Glenn Johnson L. Nick Franklin
Phillip Moore Dereon Pruitt
David Gombar Janelle Delay
Rey Paez Amy Schofield
Jeffery Zariske Conroy Elliott
Michael Chaffin
(June 29th
, 2010) (June 29th
, 2010)
Approved: Approved:
International Union, UAW Nexteer Automotive
Rod Uhelski Curt Cargile
Approved: Approved:
International Union, UAW Nexteer Automotive Corporation
Gerald Kariem
Preface
This publication of the Local Agreements and Statements between Nexteer Automotive
and Local Union 699, UAW as ratified June 29, 2010 include the following: Nexteer
Automotive Memorandum of Understanding Addendum Reconciliation GM/UAW 2009
Modifications Competitive Extension and Supporting documentation
Alterations to the Local Agreement as a result of the Memorandum of Understanding as
ratified June 29, 2010 will appear as underlined text.
All other Memorandum of Understandings and supporting documentation can be found in
the “2010 M.O.U.” section of this published agreement.
The language contained within the Memorandum of Understanding Addendum
Reconciliation, GM/UAW 2009 Modifications, and Competitive Extension and
Supporting Documentation as ratified June 29, 2010 shall supersede any language
previously agreed upon between the parties.
UAW Local 699 – Nexteer Automotive
Memorandum of Understanding
Addendum Reconciliation GM/UAW 2009 Modifications
Competitive Extension
MEMORANDUM OF AGREEMENT entered into this 29
th day of June, 2010 between
the management of Steering Solutions, LLC (referred to throughout as Nexteer
Automotive) at the Saginaw Site and Local 699, International Union, United Automobile
Aerospace and Agricultural Implement Workers of America.
ISSUES ARE RESOLVED AS FOLLOWS:
1. This agreement resolves all issues and disputes which were the subject of
negotiations in the current contract negotiations. Resolution of all matters subject
to these negotiations has been concluded based upon current conditions and
circumstances.
2. This Agreement is subject to written notice of ratification by Local 699 within
fourteen days of the date of this Memorandum Agreement.
3. The effective date of this Agreement will be the day following the date on which
the Company receives written notice of ratification from the local Union and shall
remain in effect until it expires at 11:59 p.m. on Sept 14, 2015 unless otherwise
directed by the National Parties.
4. No provision of this Agreement shall be superseded or changed by other than
agreement between the Company and the Union.
5. This Agreement supersedes any and all previous agreements and understandings
between the parties unless specifically reinstated during these negotiations.
The parties agree that in keeping with the Memorandum of Understanding – Delphi Keep
Sites dated May 16, 2009 the terms and conditions of the following collective bargaining
agreements will be applicable to UAW Local 699 and Nexteer Automotive:
2003 Delphi National Agreement as amended
Delphi Saginaw Steering Systems-UAW Local Union 699 Local Agreement dated
June 2, 2008
May 2004 Supplemental New Hire Hourly Benefits as amended
UAW-Delphi-GM M.O.U. Delphi Restructuring and its Attachments dated June
22, 2007
UAW-GM-Delphi Flowback Agreement, providing rights to return to GM for
employees hired on or before 10/18/99
M.O.U. Covering UAW Delphi Employees Hired after October 18, 1999 and
before October 6, 2003 (extended to October 10, 2005 during 2007 National
Agreement bargaining) providing rights to return to GM for employees hired
between 10/19/99 and 10/7/05.
The parties further agree that the following Memoranda shall constitute an addendum to
these agreements and the terms and conditions will be extended to and expire on the
expiration date of this agreement. In the event there is a conflict, the following
Memoranda supersede all other agreements unless otherwise noted.
The applicability of any agreement that may have been inadvertently omitted from the
above list will be addressed by the national parties.
Memorandum of Understanding Vacation Hours
Memorandum of Understanding Local Agreement – C.O.A. Score
Memorandum of Understanding Electronic Funds Transfer
Memorandum of Understanding Working Hours
Memorandum of Understanding Publications Costs
Memorandum of Understanding Critical Plant
Memorandum of Understanding Shutdown Week
Memorandum of Understanding Supplemental Unemployment Benefits
Memorandum of Understanding Attendance Program
Memorandum of Understanding Appointed Representatives
Memorandum of Understanding Trade Combinations
Memorandum of Understanding IHT – JET Combination
Memorandum of Understanding Health & Safety - Footwear
Memorandum of Understanding Shift Premium
Memorandum of Understanding Wage & Benefits
Memorandum of Understanding Alternative Work Schedule
Memorandum of Understanding Separation Retire or Buy Out
Memorandum of Understanding Contract Implementation
Memorandum of Understanding Holidays
Memorandum of Understanding New Work Commitment
The parties further agree that:
There is no CHR funding obligation with respect to Nexteer Employees. All
requests for CHR type program participation funding are the responsibility of the
local parties, unless the National Parties make exceptions to the contrary.
There will be no inter-plant transfers in or out by GM, GMCH or Nexteer
employees. However, nothing in this agreement amends existing rights of
employees to flow back to General Motors LLC sites under the terms of the
UAW-Delphi-GM Flowback Agreement, providing rights to return to GM for
eligible employees hired on or before October 18, 1999 or the M.O.U. regarding
UAW Delphi employees hired after October 18, 1999 and before October 6, 2003
(extended to October 10, 2005 during 2007 National Agreement bargaining)
providing rights to return to GM for eligible employees hired between 10/19/99
and 10/7/05.
Nothing in this M.O.U. will change any of the terms of the 1999 Benefit
Guarantee that are still applicable.
Work Force Transition (Severance Payments) as outlined in the 2007 UAW-
Delphi-GM M.O.U., Delphi Restructuring will be continued. Active employees as
of December 31, 2009 who are permanently laid off prior to expiration of this
agreement are eligible for a lump sum payment capped at $40,000, in lieu of
continuing Supplemental Unemployment Benefits. Affected employees must sign
a participation release of claims form in order to receive such payment. The
parties agree that employees who are separated pursuant to this provision will
sever all ties with GM, Delphi and Nexteer Automotive and their subsidiaries,
except for any vested pension benefits, if any.
The parties further agree to settle all outstanding grievances prior to a ratification vote on
this agreement.
SHOP RULES AND REGULATIONS
The purpose of these Rules and Regulations is not to restrict the rights of anyone, but to
define them and to protect the rights of all and to insure cooperation.
INFORMATION REGARDING WORKING HOURS, SAFETY, COMPANY
POLICIES and other matters relating to your employment is posted on the bulletin board
from time to time for your guidance. Make a practice of reading the notices on the board.
A posted statement is deemed a sufficient notice of policy, rules, regulations, hours, etc.
REPORTING ABSENCES. Group Leaders must be notified in advance when an
employee expects to be away from work. When absence is unexpected, Plant
Management must be notified 1 hour prior to the start of the shift, if possible. Provisions
have been made to receive reports twenty-four (24) hours a day, seven days a week.
Nexteer employees will be provided, upon proper processing, an original and up to two
(2) replacements for lost ACCESS CARDS at no cost to the employee. Additional
badges beyond those noted above will be subject to the appropriate charge. Management
will continue its practice of replacing damaged/worn badges at no cost to the employee.
A PACKAGE PASS must be secured from the group leader to remove any personal
property except lunch boxes and clothing belonging to an employee. No company
property may be removed from the premises without permission of Management.
Authorized removal of such property also must be accompanied by a shipping ticket
authorization made out by the Shipping Department. Packages, clothing and lunch boxes
may be inspected by the Security Officer at the gate.
CHANGE OF ADDRESS, TELEPHONE NUMBER, MARITAL STATUS. It is
required that you report to your group leader immediately any changes in your address,
telephone number, marital status or number of dependents, and complete the appropriate
forms in the hourly employment office to keep the plant records up to date.
PAYCHECKS FOR ABSENT EMPLOYEES. Final paychecks cannot be issued until
company property is returned and a clearance issued. Badges, tools, goggles, etc., are
company property.
SHOP RULES
Violation of any of the following Shop Rules will be sufficient grounds for disciplinary
action ranging from reprimand to immediate discharge, depending upon the seriousness
of the offense in the judgment of Management.
1. Misuse or unauthorized removal of employee lists, blueprints, Company records,
or confidential information of any nature.
2. Theft or misappropriation of property of employees or of the Company.
3. Sabotage or deliberate destruction of any property belonging to the Company, its
employees, its suppliers or its customers.
4. Careless use, misuse or abuse of any tools, equipment, materials, products or
other property, owned by other employees or by the Company or in the
Company's custody.
5. Falsification of personnel or other records.
6. Failure to ring your own time card, ringing a card other than your own, or
permitting your card to be rung by another.
7. Improperly using another employee’s identification badge or other Company
passes, papers or properties entrusted to that employee, or permitting improper
use of your identification badge or other Company passes, papers or properties
entrusted to you.
8. Failure to show your badge upon request of Management or Security.
9. Assaulting, threatening, intimidating, coercing or interfering with supervision.
10. Assaulting, threatening, intimidating, coercing or interfering with employees.
11. Possession of weapons on Company premises at any time.
12. The making or publishing of malicious statements concerning any employee, the
Company or its products.
13. Abusive language to Supervision or other employees.
14. Fighting on the premises at any time.
15. Immoral conduct or indecency.
16. Horseplay, scuffling, running or throwing things.
17. Shoving, jostling, or breaking into any line formed at the time clock or for the
procurement of any article.
18. Distracting the attention of others, or otherwise causing confusion by unnecessary
demonstration of any kind on Company premises.
19. Gambling, lottery or any other game of chance (or the possession of gambling
paraphernalia) on Company premises at any time.
20. Possession or drinking of liquor or any alcoholic beverage on Company property
or while on job assignment. Reporting to work under the influence of alcohol, or
when suffering from alcoholic hangover or in any unsafe condition.
21. Operation of machines, tools, or equipment to which you have not been
specifically assigned by an advisor.
22. Failure or refusal to follow the instructions of supervision or to do your job
assignment. (Do your work assignment and follow instructions; any complaint
may be taken up later through your group leader.)
23. Making scrap unnecessarily; faulty or careless workmanship.
24. Restricting output.
25. Absence from work or reporting late for work without reasonable cause.
26. Absent without reporting.
27. Failure to start work on time. Stopping work or making preparations to leave
work (such as washing up or changing clothes) before lunch period or authorized
quitting time.
28. Leaving work assignment or plant during working hours without permission or
failure to return to work after lunch period without permission.
29. Wasting time or loitering in toilets or on any Company property during working
hours.
30. Smoking in unauthorized areas.
31. Unauthorized soliciting or collecting contributions for any purpose whatsoever
during working time.
32. Selling or distributing merchandise on Company time.
33. Unauthorized distribution of literature, written or printed matter of any
description in working areas on Company premises during working time.
34. Posting, mutilating, disfiguring or removal of notices, signs, or writing in any
form on bulletin boards or Company property at any time without specific
approval of Management.
35. Littering or contributing to poor housekeeping, unsanitary, or unsafe conditions,
on plant premises.
36. Disregard of safety rules or common safety practices.
37. Repeated violations of plant or safety rules.
38. Use, possession, distribution, sale or offering for sale, of narcotics or dangerous
drugs including marijuana or any hallucinogenic agents, on Company property at
any time. Reporting for work under the influence of narcotics or dangerous drugs.
SAFETY RULES
1. In the event of an emergency, or accident involving injury, notify your group
leader as soon as possible and report to the Medical Department.
2. The wearing of wristwatches, jewelry, necklaces, neckties, or long sleeves is
prohibited while working on revolving spindle operations, or on any other
operation where doing so may constitute a hazard.
3. Finger rings will not be worn at any time by employees whose normal and regular
work assignment is in the manufacturing area. Other employees will not wear
finger rings while handling material or equipment or operating machinery or
equipment.
4. Smoking is not permitted in any of the plants.
5. Safety eye protection (certified industrial lenses and frames) must be worn on all
Company property except in locker rooms, offices, and cafeterias.
6. Safety guards must be in place before operating a machine.
7. Only authorized personnel may remove guards for repair and must replace them
immediately following the repair.
8. Do not wear gloves without permission from your group leader.
9. Electrical disconnect switch must, where possible, be padlocked while repairing
equipment.
10. Electric and hydraulic must be shut off, and air pressure released, while making
changes, repairs, cleaning, oiling in or around any moving part that is hazardous.
In the event that power must be turned on to check your work, extreme care
should be exercised.
11. Machinery and equipment shut down for major repairs, tool or die changes must
be equipped with safety locks to prevent accidental operation. The decision to
lock out for tool changes or adjustments must be made based on the site lock out
procedure.
12. Only authorized electricians are permitted to make changes or repairs on electrical
equipment unless authorized by group leader.
13. All machines, except those specified by supervision, must be shut off while
unattended.
14. Machinery or equipment may be operated only after thorough instructions in its
safe operation.
15. The use of compressed air to blow off clothing or cool body is strictly prohibited.
The air hose shall be used only for the purpose for which it is intended and shall
never be directed at another employee.
16. Altering or using hand held air blow guns exceeding 30 PSI is prohibited.
17. Do not cause any unsanitary condition in drinking fountains or elsewhere in the
plant.
18. Employees must wear prescribed safety clothing and equipment.
19. Employees other than operator must not ride on electric or gasoline driven trucks,
or transporters unless a seat is authorized.
20. Attempting to un-jam equipment with the power source(s) on is prohibited.
Wherever and whenever possible body members, such as hands and fingers, shall
not be used to un-jam.
21. Always use the pedestrian doors when they are specifically provided.
22. Do not block stretchers or fire equipment.
23. Employees with long hair must wear protective hair covering when exposed to
equipment that would create a safety hazard.
24. Employees must use the hearing protection required by their job assignment in the
manufacturing and test areas.
25. All employees will be strongly encouraged to wear footwear with slip resistant
soles that fully covers their feet while in the manufacturing or test areas.
26. Operating any powered equipment that has had any safety plugs or limit switches
rendered ineffective is prohibited.
27. Crossing over assembly lines, transfer machines, or conveyors at other than
designated positions is prohibited.
INTRODUCTION
Nexteer Management recognizes that it cannot get along without Labor any more than
Labor can get along without the Management. Both are in the same business and the
success of that business is vital to all concerned. This requires that both Management
and the employees work together to the end that the quality and cost of the product will
prove increasingly satisfactory and attractive, so that the business will be continuously
successful.
For both Management and Labor to achieve their mutual objectives, a working
atmosphere of trust and respect must prevail throughout Nexteer Automotive. This
Local Bargaining Agreement is the product of a sincere and patient effort by both
Management and Labor working together to understand and resolve common problems.
Both parties are committed to fully implement and fulfill the settlements contained
herein. It is also the intent of both parties to encourage and improve our working
relationship, which will insure continued progress for Management and employees.
UAW Local 699 and Management both share a common vision to have Nexteer be the
World Quality leader in the design and manufacturing of steering system and drive line
components that surpass customer expectations while providing our people with a
superior work environment and job security, as well as maintaining an acceptable return
on investment.
The manufacturing system supported by this Agreement is based on the Quality Network
key principles of:
Customer Satisfaction
Our ultimate objective is customer satisfaction (quality, cost, service)
resulting in profits and job security. We place the needs of our
customers first.
People
The Quality Network Beliefs and Values form the cornerstone of our
manufacturing philosophy. Implementation of the Quality Network
Environmental Strategy focusing on the principles of mutual trust and
respect, fairness and equity, teamwork and integrity are basic to this
philosophy.
People are our most important asset. We desire to cultivate our human
resources and further develop the skills of our employees through on-
the-job training, collective education, and self-development.
Maintaining a safe, healthy and ergonomically sound environment is a
key to our success.
The team structure is the vehicle we choose to effectively and
efficiently manage our operations, product introductions, and
continuous improvement process.
Support for the worker is the focus of our manufacturing support
systems and service operations.
Synchronize the Organization
Our driving force is the focused identification and elimination of
waste.
Continuous Improvement
Continuous improvement through the rapid detection, solution and
prevention of problems.
I. COMMITMENTS AND RESPONSIBILITIES
1.1 In the administration of this Memorandum and in our day-to-day
relationship, we will exhibit mutual trust and respect, understanding and
sincerity, and, to the fullest extent possible, will avoid confrontational
tactics.
Although the Grievance Procedure is still in effect, should differences or
misunderstandings occur, we will first attempt to resolve them through full
and open communication, as well as the Quality Network problem solving
and/or change methodology processes. If we are to be successful, Labor
and Management must work together as members of the same team.
1.2 Nexteer’s primary objective is to grow and prosper as a business. Since
the catalyst for this progress is its employees, it recognizes the need for
job security and improved wages and working conditions as business
conditions and competitive position allow.
1.3 The local Union's primary objective is to improve the quality of life for its
members and their families by assuring that they are treated with dignity
and provided with economic security. In addition, the union has an
obligation to assure that workers are afforded the opportunity to master
their work environment so as to achieve not only improvement in their
economic status, but, of equal importance, to gain from their labors a
greater measure of dignity, self-fulfillment and self-worth.
The Union also recognizes the necessity for improving quality,
productivity and reducing costs as a factor in its role of contributing to the
success of Nexteer which is the source of its member’s employment and
income.
1.4 To achieve our common goal of maintaining and improving the quality of
life for our employees and their families through Nexteer’s success and
growth, Union and Management are committed to:
Maintain a competitive and profitable business operation
necessary to maintain a satisfactory standard of living and provide
job security with the opportunity for advancement.
Provide workers a voice in their own destiny in decisions that
affect their lives before such decisions are made.
Provide that our plants are operated under the Quality Network
Action Strategies which will promote to the fullest extent possible
high quality, economical operation, on time delivery to our
customers, cleanliness of our facilities, and protection of
employees' rights and well-being.
Work together as a team.
Promote full communication of established policies and
procedures using the Quality Network Communication Action
Strategy.
Cooperate with established standards of conduct and promote fair
and equitable treatment in line with the Quality Network Beliefs
and Values.
Maintain a safe and ergonomically sound work environment.
Resolve employee concerns through Quality Network procedures
such as Problem Solving or Change Methodology and/or other
non-adversarial techniques that are based on consensus.
Recognize the full worth and dignity of all employees, both
bargaining unit and non-bargaining unit, and to treat each other
with respect.
Constantly seek improvement in quality, efficiency and the work
environment through the use of Quality Network Action
Strategies and the Suggestion Program.
1.5 Nexteer and UAW Local 699 recognize and accept their responsibility to
strive to create and maintain a positive work environment. To accomplish
this now and in the future, all employees shall have the following
responsibilities:
Support the performance of the total team and actively support
other members of the team.
Meet reasonable team goals and participate in setting of team
goals.
Work within Nexteer and UAW Local 699 guidelines and
philosophy.
Respect the individual rights of others.
Support and abide by Nexteer shop rules and attendance policies.
Promote good housekeeping and maintain a safe work
environment.
Promote continuous improvement by looking for opportunities to
make Nexteer more competitive and efficient.
Achieve quality goals and improve quality standards.
Support the team concept and the implementation of the Quality
Network Manufacturing System and its action strategies.
Assist Nexteer in meeting production goals and customer
requirements.
II. SUMMARY
In summary, all parties, both Union and Management, subscribe to using,
supporting and applying the following Quality Network based Operating
Principles at Nexteer:
People are our No. 1 resource.
Environmental Issues - Safety is a top priority.
Organization-wide Customer focus.
Quality - First among equals.
Cost reduction through elimination of waste.
Just-in-time delivery.
Continuous improvement focus.
We jointly recognize that the basics of the Sites success, as well as improvement
in the quality of life for all its employees, depends on how well and how fast we
can implement these principles, as well as others contained in the Quality
Network. Unless we jointly move forward together in these areas, our personal
job security and economic well-being are in jeopardy. We must all work
together to assure that Nexteer meets or surpasses its customers expectations in
quality, cost and service, as well as generating a reasonable profit for its
shareholders if we wish to continue to enjoy increased economic benefits and job
security. Our intent is to aggressively grow the business while providing stable
and/or growing opportunities for employment.
REPRESENTATION
(1) REPRESENTATION - ZONES
In accordance with the provisions of the Representation section of the National
Agreement, Management and the Shop Committee have agreed that the Shop Committee
will consist of shop committeepersons-at-large. Each of the zones will have a shop
committeeperson-at-large, and the entire "A" shift of each plant will constitute a zone. In
their respective zones, the shop committeeperson-at-large may also investigate grievances
on the "B" and "C" shifts under Paragraph (33) and attend step and one-half meetings
[Paragraph (30)] on the "B" and "C" shifts. To facilitate this arrangement, the
committeeperson will be permitted to attend step and one-half meetings during the first
hour of their respective shifts. It is understood that the committeeperson involved in such
Paragraph (30) and Paragraph (33) activities will not be paid for hours other than the
regular hours of their jobs.
The zone of the chairperson will be identified as bargaining unit, site-wide. The
chairperson may make a further investigation of grievance(s) in the bargaining unit, site-
wide in accordance with Paragraph (33) of the National Agreement. The chairperson may
also attend a step and one-half meeting in the bargaining unit, site-wide, in accordance
with Paragraph (30) of the National Agreement, instead of the shop committeeperson-at-
large who normally attends the meeting. It is understood that the chairperson functioning
under Paragraph (30) and (33) will not be paid for hours other than the regular hours of
the chairperson’s job. The Union agrees that this arrangement will not be abused.
(2) ZONE OF SHOP COMMITTEE CHAIRPERSON INVESTIGATION
OUTSIDE OF REGULAR ZONE BY COMMITTEEPERSON-AT-LARGE
The zone of the Chairperson of the Shop Committee under Paragraph (13) of the National
Agreement will be bargaining-unit-wide. The Chairperson of the Shop Committee may
designate one of the members of the Shop Committee (Committeeperson-at-Large) to
make a further investigation of a grievance in any plant of the bargaining unit as provided
by Paragraph (33) of the National Agreement and sub-Paragraph (1) of Paragraph (16c)
of the National Agreement.
(3) STATEMENT OF MANAGEMENT
Paragraph (13)
"Management advised the Union that in administering that portion of Paragraph (13) of
the National Agreement which reads, ...'In the event the zone committeeperson is also
absent from the plant, the shop Committeeperson-at-large of that zone shall be called by
telephone without regard to the shift involved. When unable to reach the shop
committeeperson of the zone, the chairperson will be called by telephone without regard
to the shift or plant involved."
(4) STATEMENT OF MANAGEMENT
Paragraph (27)
"In the event that a committeeperson in any of the plants requests assistance in
accordance with Paragraph (27) of the National Agreement at a time when the shop
committeeperson of that zone is not present in the plant, the shop committeeperson will
be called by telephone to assist in adjusting the grievance with the group leader. In the
event the shop committeeperson in any of the plants requests assistance in accordance
with Paragraph (27) of the National Agreement, the chairperson will be called by
telephone to assist in adjusting the grievance with the group leader."
(5) METHOD OF FUNCTIONING FOR REPRESENTATION
District Committeeperson - Committeeperson -At-Large, Alternate
Committeeperson
District Committeeperson:
When a District Committeeperson desires (or is called) to function under the
Representation Section of the National Agreement, the committeeperson will…
1. Report and specify to the committeeperson’s group leader the purpose of the
committeeperson’s activity.
2. Upon entering a department, notify the group leader of the committeeperson’s presence and purpose or give the group leader a copy of the written complaint if
the group leader has not already received one.
3. Upon leaving this department, notify the group leader.
4. Upon entering the committeeperson’s own department, notify the
committeeperson’s group leader.
Committeeperson-at-Large:
When a Committeeperson-at-Large desires to function under the Representation Section
of the National Agreement within the committeeperson’s zone, the committeeperson
will…
1. Upon entering a department, notify the group leader of the committeeperson’s presence and purpose or give the group leader a copy of the written complaint
if the group leader has not already received one.
2. When a Committeeperson-at-Large desires to travel between plants to attend
the Work Center or otherwise function on authorized activity.
Alternate Committeeperson:
During the 1999 local negotiations discussion, the Union requested that Management
clarify their policy as to when Alternate Committeepersons would be allowed to function
in accordance with the provisions of the National Agreement.
Management’s current policy is that Alternate Committeepersons will function as a
Committeeperson under Paragraph (10) and Document 24 of the National Agreement in
the following instances:
When the regular District Committeeperson advises Management that they will be
absent from the plant (i.e. vacations, sickness, jury duty, bereavement, F.M.L.A.
absence, short term military leave, and Paragraph (109) of the National Agreement
union business absence).
With approval from the Plant Manager and Plant Shop Committeeperson, the
Alternate Committeeperson may be released to cover for representation while the
District Committeeperson is functioning in these areas:
- People Movement Activities
- Quality Council Meetings
- Safety Walks
- Assigned Quality Council and Sub-Council Activities (Sanctioned by the
Plant Quality Council, including line balance change process and board
walks.)
(6) RELIEVING EMPLOYEE FOR COMMITTEEPERSON DISCUSSION
Document No. 5 of the Delphi-UAW National Agreement regarding "Relieving
Employee for Committeeperson Discussion" is hereby reaffirmed. As a general rule,
employees on assembly lines and tag relief jobs will be relieved; the decision on other
jobs as to whether an employee should be relieved for a discussion with the
committeeperson will depend upon a realistic and common-sense evaluation of the
factors on the job. Management stated that discussion between the committeeperson and
the employee relieved from the employee’s job for such purpose should take place in the
general area of the job with due consideration being given to the environmental factors
which exist. Here, again, a rule of good judgment and common sense must prevail.
(7) GROUP LEADER ABSENT FROM DEPARTMENT
Under such circumstances, a committeeperson entering a department, as provided by
Paragraphs (16) and (20) of the National Agreement, will notify the nearest group leader
of the committeeperson’s presence and purpose.
(8) COMMITTEEPERSON-AT-LARGE - DISTRICT COMMITTEEPERSON
DISCUSSION DURING GRIEVANCE INVESTIGATION UNDER
PARAGRAPH 33
It is the policy of Management to allow the committeeperson-at-large to discuss
grievances which are being investigated under the provisions of Paragraph (33) of the
National Agreement with the appropriate district committeeperson. When the two
committeepersons are together under these circumstances, they will not discuss the
grievances with employees or supervision. The committeepersons will devote this time to
the exchange of grievance information and will be checked out on grievance time during
such discussion. It is understood that should the district committeeperson be the grievant,
discussion may take place between him/her, the committeeperson-at-large, and
supervision in the normal manner.
(9) DISTRIBUTION OF UNION LITERATURE
In the interest of traffic safety and relieving congestion at the parking lot gates,
Management will permit the distribution of union literature in the parking lots
immediately outside the access turnstiles. This permission is granted with the
understanding that the union will be responsible for avoiding littering of company
property and, further, that distribution of any literature which is libelous, scurrilous, or
detrimental to the Labor-Management relationship will result in withdrawal of this
privilege.
(Contact the plant Labor Relations Representative on any question of distribution of
union literature.)
"Union representatives will be permitted to pass out bona fide union literature (not
political election literature) inside the plant entrances."
This permission is granted with the understanding that the Union will be responsible for
avoiding littering of company property.
(10) PARAGRAPHS (64)(c) and (d) & (111)(b) LETTERS
Management will include the telephone number of the employee on Paragraph (64)(c)
letters, Management's notification of loss of seniority under Paragraph (64)(d), and
Management's notification required under Paragraph (111)(b). It is understood that this is
an informal part of the letter involved and in no way will its inaccuracy be considered a
procedural error.
(11) ROOM FOR COMMITTEEPERSON - D.L.O. INTERVIEW
Management is committed to provide a suitable area or office for a committeeperson
interview. The Labor Relations Representative and Shop Committeeperson in each plant
will jointly agree to a suitable office.
(12) ALPHABETICAL LISTING
Each Shop Committeeperson will be furnished alphabetical listings of employees upon
request.
(13) INFORMATION REQUESTED IN
MANAGEMENT - UNION RELATIONSHIP
Management has stated when the Union has requested copies of notes, letters, documents,
etc., used by both committeepersons and Management in Union-Management
relationships; such copies have been made available. It is Management's intent to
continue this practice. Management will make every effort to provide appropriate
documents to the Union, provided they are readily available, within five (5) business days
after receiving said request.
Management agrees to provide the Shop Committeepersons-At-Large copies of those
postings that contain information essential to the completion of the Shop
Committeepersons' job.
(14) PROMPT SCHEDULING OF STEP AND ONE-HALF MEETINGS
It is the policy of Management to make arrangements for step and one-half meetings with
higher supervision promptly and without undue delay.
(15) PARAGRAPH (76) - STATEMENT OF POLICY
In order to satisfy Management's obligation with respect to this section Paragraph
(76), Supervision has been instructed as follows:
1. Merely citing a shop rule will not be sufficient.
2. The reason will be stated in sufficient detail to leave no doubt as to the
nature of the offense.
(16) MEMORANDUM OF UNDERSTANDING RE: EMPLOYEES BEING
SENT HOME
Management will allow an employee disciplined with a layoff during the shift that is
dependent on another employee for transportation to stay in the cafeteria or locker room
until quitting time, providing the nature of the infraction of the rules is not one of violent
nature and the employee requests such treatment.
(17) PEOPLE MOVEMENT - UNION INVOLVEMENT
The responsibility of people moves will fall upon the site people mover, which will
coordinate with their UAW counterpart(s) and the in-plant designated salaried contact
person. It is appropriate for Management to review moves with the assigned bargaining
unit representative prior to the distribution of the move sheet.
TEAM PLANS AND PROVISIONS TRAINING
1. Commitment
GROUP LEADER AND ENGINEER TRAINING
It is understood by the local Union and Management that the training process
must also be instituted to advance the necessary skills in the Group leaders and
Engineers that are assigned to and involved with the Quality Network
Manufacturing System Teams. Group leaders should also be required to attend
the appropriate training that is provided to the employees as described in
Paragraph 2. This would also include on-the-job training to enhance the Group
leader’s and Engineer’s understanding of the physical and mental requirements
that are experienced by the work team employees in the performance of their job
duties. When it becomes necessary to assign a Group leader or Engineer to work
with a team member in order to provide on-the-job training for this purpose,
Management will adhere to the following provisions:
(1) Advance notice will be given to the team so that they are aware of the
temporary training assignment and are involved in the selection of jobs
that will be assigned.
(2) The District and Shop Committeepersons will be notified in advance,
in writing, of the intended assignment.
(3) The Group leader or Engineer being trained will work with an operator
at all times and will not be used to displace a bargaining unit
employee.
(4) The training assignment of the Group leader or Engineer will in no
way be in relation to Paragraph (78) or (79) of the National
Agreement.
2. Training Requirement
This training section represents a major commitment and will serve as a means for
sharing information and for meaningful two-way communication. The training
process will provide a vehicle for ongoing personal development. Therefore,
attendance at these sessions is a requirement of the job.
3. Continuous Improvement:
The Top 10 Issues Board is an important tool in supporting the operators to do
their jobs and achieve Customer Enthusiasm. If a team needs assistance on an
issue, the team will fill out a written request form that will be sent to the Sub
Council. The leadership in the Sub Councils in the plants will also visit the Top
10 Issues Boards at least every other week. The No. 1 issue from each board will
be part of the Sub Council Agenda. The Sub Councils will establish a time limit
for completion on the No. 1 issue as it appears on the Sub Council Agenda. If the
Sub Council cannot find a resolution, the issue, along with documentation, may
be sent to the Plant Quality Council. If no resolve, the issue will be forwarded
first to the PJAC, LJAC and then the Key Four and ultimately the Divisional
Quality Council for final resolution. Once a completion date has been agreed
upon, the team will decide on the next No. 1 issue.
ROTATION
A. Movement of Work Team Members
Each work team is required to establish a rotation procedure which will provide
team members the opportunity to learn all jobs within their classification and
team. Ongoing rotation will be determined by the work team. Some
considerations for determining the type of rotation are as follows:
Ergonomic Considerations
Maintenance of Skill Level
Vacation and Absence Coverage
Bottleneck Operations
Overtime Equalization
Employees with Limitations (Medical Department Confirmation)
Employees with Disabilities
1. During overtime situations, an employee with restrictions from disabilities
will be offered overtime only on the job the employee is performing, and only
if that job is scheduled to run and the employee is in line to be offered
overtime.
2. To assist the work team in monitoring the skill level attainment of its
members, each team will maintain a cross-training chart. This chart will
identify each job in the work team and what skills are required to effectively
perform the work.
TEAM LEADERS
A. Selection Process
As work teams are established within the Quality Network Manufacturing
System, each team will jointly determine the need for a Team Leader position.
There may be work teams which require more than one team leader based on the
size and/or the complexity of the process. Once the need for a team leader is
established, a job opening posting will be developed and posted in a location
where it is accessible to all department employees. Interested employees may file
an application for the position under Paragraph (63) (a) (1) of the Delphi-UAW
National Agreement. The posting and application process will be open for five
(5) regular working days. The posting will describe the job duties which are
specific to the work team, as well as the responsibilities which are uniform across
the site. (Unit coordinator responsibilities are listed in Section C. below.)
The selection process in each plant is to be administered by a joint committee
with the sole objective of promoting the most capable department team member
through the utilization of a fair and objective selection process. A specific scoring
procedure has been jointly established to facilitate the selection process.
B. Selection Criteria
All evaluations of employee records and related selection criteria are made with
information from the twelve (12) month period prior to the position posting date.
The following categorization details the scoring system and identifies the
associated point maximums for each category of criteria. A maximum total of
one hundred (100) points can be attained.
Selection Process points:
Attendance Total Attendance Points 0-3 20 points
4-6 15 points
7-9 10 points
10-12 5 points
12+ 0 points
Maximum points = 20
Infractions Written Infraction Notices 0 20 points
1 10 points
2 5 points
3+ 0 points
Maximum points = 20
Seniority Years of Service 0-2 15 points
6-10 20 Points
11-15 25 points
16-20 27 points
20+ 30 points
Maximum points = 30
Interview 8 Total Questions 1-3 points - each question
6 points – overall impression
Maximum points = 30
Process:
A Joint team of Union and Management representatives will develop the eight (8)
questions and the criteria for the overall impression. Two current Team Leaders
and two Group leaders will be assigned to this team. They will submit for
approval the questions at the Second Step Meeting.
A Union Representative should be present, as an observer, in the room during the
interview to insure the fairness of the process.
The overall goal will be to select the most qualified in terms of experience,
interpersonal skills, organizational skills and leadership potential. Applicants
selected will be given a 90-day trial period. If, prior to 90 days, the applicant
wishes to return to their respective job they will return to their original plant and
shift.
The candidate selected will be the applicant with the highest cumulative score. In
the case of a tie, seniority will determine the selection.
C. Team Leader Review Process
A Joint (Union/Management) review of a Team Leader’s performance will be initiated by
the Plant PJAC. A request for a performance review may come from either Union or
Management.
The review will be conducted by a combination of questionnaire and interviews with the
Group leader, the Departmental Team Members and the Team Leader being reviewed.
Evaluation will be based on the performance of the Team Leader responsibilities as
outlined in the 2010 Local Agreement, Team Leader section, item “E. Scope of
Responsibility”. Specific areas of focus will include:
19. CANCELLATION AND/OR MODIFICATION If either party desires to cancel, modify or change this Agreement, it shall be at
least sixty (60) days prior to the date when it proposed that such cancellation,
change or modification becomes effective - give notice in writing of the proposed
cancellation, change or modification. The other party, within ten (10) days after
receipt of said notice, shall either accept or reject the proposal or request a
conference to negotiate the proposal.
20. TEMPORARY TRANSFER PROCEDURE OF
SKILLEDTRADESPERSONS BETWEEN PLANTS (Less than Thirty (30)
Calendar Days) When a need for temporary help in the skilled trades classifications arises in a
plant, the following procedure will be implemented:
A. The plant requiring additional help will establish how many employees are
needed in each trade and thereafter notify the other plants.
B. Those plants that can provide help in the required trades will temporarily
transfer employees in the following order:
1. Employees that possess particular experiences or skills needed for the
temporary job can be moved out of line of seniority basis when the
employee volunteers.
2. Solicit volunteers by seniority order from the remaining tradespersons.
3. If additional tradespersons are still needed, send the youngest seniority
learners (E.I.T.’s) and/or Journeymen/women (E.I.T.’s) as required who
are capable of doing the job because of the nature of the work involved.
C. The sending plant will initiate an A.V.O. which will be given to the Labor
Relations Representative, employee and shop committeeperson involved, as
far in advance as possible. The A.V.O. will state the plant, shift, start and
return dates. If it becomes necessary to retain employees for a period of time
in excess of thirty (30) days, the general group leader will notify the
appropriate personnel by use of an A.V.O. as provided for and in accordance
with Paragraph C above. If it becomes necessary to retain employees in
excess of thirty (30) days, circumstances regarding the extension of the
temporary transfer will be reviewed with the PJAC at the receiving plant,
upon the Union’s request, prior to such assignment being extended.
INTEGRITY OF AGREEMENT: The parties recognize the desirability of maintaining the integrity of this agreement. Therefore, it is understood that no agreement, understanding or interpretation will be entered into which will supersede, conflict or modify any provisions of this Agreement. Deviations from the above provisions can be made by mutual agreement between the Shop Committee and the Site Manager of Industrial Relations.
SHIFT PREFERENCE SHIFT PREFERENCE AGREEMENT This Agreement entered into this 29th day of
June, 2010, between Nexteer, Saginaw, Michigan, and Local 699, UAW It is agreed that
the following provisions shall not conflict in any way the principle that this agreement
pertaining to shift preference must have sufficient flexibility to give full protection to
efficiency of operations under all circumstances and conditions. Further, the parties
agree that the intent of the Local Shift Preference Agreement is for a person-for-person
trade.
1. Once each four (4) months, except as otherwise provided herein, seniority employees
may make application for transfer to another shift in the same shift preference group
in which they are working at in the same classification. The shift preference group
referred to above is as shown by the attached charts.
The employee will be transferred to the shift for which the employee has made
application, provided the employee has seniority greater than the person the employee
seeks to replace.
a. The employee’s right to exercise shift preference will extend first to the
employee’s primary job. In the event the employee does not have sufficient
seniority to displace another employee with less seniority on the shift of the
employee’s choice on the employee’s primary job, the employee may then
exercise shift preference to the employee’s classification in the employee’s shift
preference group.
1) In applying the above, when two (2) or more shift preference requests, in
the same shift preference group, are submitted during the same application
week, the highest seniority applicant shall be moved against the least
seniority eligible employee of the affected job or classification, the second
highest seniority applicant against the second least seniority eligible
employee and so on.
2. Application for shift preference will be made no later than and will become effective
only on Tuesday of each week. When an application has been submitted in writing
and signed by a member of supervision, such application is irrevocable by the
employee. Providing the employee meets the requirements of Paragraph 1 above, the
shift change will be made on the second Monday following the effective date.
a. In regards to identifying the shift an employee is assigned for the purpose of shift
preference, the hourly record keeping system record for employees shall be
paramount. Although Tuesday shall be the effective point in time for shift
preference, the hourly record keeping system record for the preceding Monday
shall determine what shift an individual employee is assigned for the week with
the following exception:
1) Employees falling within the guidelines of Paragraphs 5 or 6 of this agreement
are not eligible to be displaced via shift preference off the shift to which the
employee is currently assigned.
b. Both employees being shift changed as a result of the above procedure will be
notified no later than Tuesday preceding the effective date. In the event of denial
of shift preference, the applicant will be notified no later than Tuesday of the
week following the week of application.
3. No further application for changes will be accepted for a period of four (4) months
unless an opening in the same classification in the same seniority or shift preference
group should occur on another shift during the four (4) month period. In the event
that such an opening does occur, preference will be given to the employee with the
most seniority that has made application for that shift.
4. An employee who exercises shift preference in accordance with Paragraph 1 of this
agreement and who within four (4) months is shift changed again may apply for
transfer to another shift in the seniority group or shift preference group in which the
employee is working under the provisions of this agreement but without regard to the
four (4) month provisions in Paragraphs 1 and 3 above, in which event the provisions
of Paragraph 2 will be applicable.
5. It is agreed that employees may be assigned to any shift for the purpose of being
trained for a job.
6. In the event it is found that certain employees with more seniority are needed on any
shift, it is agreed that such employees will work on the shift on which they are needed
so long as their services are required, or until such time as employees with less
seniority or temporary employees, capable of doing the job, are available for
replacement. They will be returned to their former shift and in any event not later
than thirty (30) days from the date of initial transfer, seniority permitting. The
respective Shop Committeeperson will be advised by A.V.O. of any employee moved
under Paragraph 6 of this Shift Preference Agreement but failure to do so will not
form the basis of or be cited in any claim for liability on the part of Management.
a. It is not Management’s intent to apply this provision in such a manner as to
prevent eligible shift preference applicants from exercising their shift preference.
Further, when employees with more seniority are needed on another shift,
Management should, when considering employee availability and qualifications
to do the job in question, also consider seniority when more than one (1)
employee is available and qualified.
7. Coordinators will only shift preference against other coordinators within their shift
preference group. In those situations where a coordinator desires to leave the
coordinator classification, the employee will be required to file an application for
transfer under Paragraph 63(b). The coordinator will assume their former rate position
upon such transfer.
8. Seniority for shift preference for Major Machining employees shall be by date of
entry or plant seniority as follows: Employees who become Major Machining or
employees newly hired as qualified Major Machining shall have as a seniority date
the date of their entry into the Major Machining classification for a period of one (1)
year. After one (1) year, they shall have as a seniority date the date of their plant
seniority.
a. For the purpose of shift preference only, employees classified Major Machining,
utilizing their seniority as outlined above, may apply on a site-wide basis for shift
preference over the lowest seniority Major Machining, on the shift of their choice
if they do not have sufficient seniority for the shift of their choice in their current
department.
9. For purposes of this Shift Preference Agreement only, employees in skilled trades
classifications will be governed by journeyman/woman and employee-in-training-
seniority seniority dates for journeymen/women and employees-in-training-seniority
and by date of entry for employees-in-training. Journeymen/women will be eligible
to exercise shift preference only over other journeymen/women in the same
classification and employees-in-training will be eligible to exercise shift preference
only over other employees-in-training in the same classification. Employees in skilled
trades classifications may apply for shift preference only within the department in
which they are working, except: (1) Journeymen/women and employees-in-training-
seniority may apply on a site-wide basis for shift preference over the lowest seniority
employee on the shift of their choice if they do not have sufficient seniority for the
shift of their choice in their current department and (2) Employees-in-training with
eighteen (18) or more months work in the classification may apply on a site-wide
basis for shift preference over the lowest seniority employee on the shift of their
choice if they do not have sufficient seniority for the shift of their choice in their
current department, providing shift preference is exercised over an employee whose
work in the classification has been for a period of not less than eighteen (18) months.
In applying the above, when two (2) or more shift preference requests in the same
skilled trades classification are submitted during the same application week, the
oldest seniority applicant shall be moved against the lowest seniority eligible
employee of the classification, the second most seniority applicant against the second
least seniority eligible employee and so on.
a. Those employees who have been identified as Maintenance Leader or Tool
and Die Maker Leader may apply on a site-wide basis for shift preference
over the lowest seniority employee of their classification on the shift of their
choice if they do not have sufficient seniority for the shift of their choice in
their current department provided that Maintenance Leader has been in their
current position a minimum of six (6) months.
10. a. In the event two (2) or more non-skilled employees in the same seniority
group have the same seniority date, reverse alphabetical order will prevail.
For this purpose, “Z” has more seniority than “A”.
b. In the event two (2) or more employees in the same skilled trades seniority
group have the same skilled trades seniority date, plant-wide seniority will
prevail.
11. Changes in shift at an employee’s request for a limited time will be permitted in
emergencies, or for special occasions, when it is agreeable to the employees involved
devices, fans, diffusers, filters, grills, economizers, strainers, registers, etc., at or on air-
conditioning and refrigeration units. Employees working in this classification are
required by Environmental Protection Agency mandate (Federal Clean Air Act,
Appendix D to Subpart F, 40 CFR, and Part 82) to be certified as a Technician. In
accordance with such requirements, Employees so certified shall be allowed to perform
silver or soft soldering on vessels carrying refrigerant. On large jobs and new
installations a technician will work with a welder. It is agreed that heating is not included
in this classification.
(9) ROLL AROUND TOOL BOXES
Under current conditions, Management agrees to provide "roll around" toolboxes for
those new tradespersons, entering from the production floor, who desires that type.
(10) "CAPTIVE" TRADESPERSON
Management is committed to adhering to Appendix F and F-1 of the National Agreement
and will therefore conduct technical training on an as needed basis in order to maintain
maximum employment opportunities for our skilled trades employees.
Furthermore, it is Management's intent to neither deny shift preference nor violate
Paragraph (71) of the National Agreement on the basis of the "can do" language.
(11) OPTICAL COMPARATORS
The recalibration and re-certification to A.N.S.I. requirements will be done as it has in the
past. Maintenance and preventative maintenance of the optical comparators at the
Saginaw site will be done by the bargaining unit.
(12) ELECTRICIAN - LIGHT CREW
The repair of fluorescent type lighting fixtures falls within the scope of the classification
Electricians. When a "light crew" is working in a plant, an Electrician will be designated
from those Electricians working for the crew to call upon should a repair be necessary.
(13) SKILLED TRADES MOVEMENT
If there is an opening in a Skilled Trades Classification, should the highest applicant be
transferred from another plant, the valid applications for transfer from the other plant will
be reviewed and the highest seniority applicant (in that classification) will be offered to
backfill the opening created in the transferring satellite plant. If there are no valid
applications at that time, or if the applicants refuse the offer of transfer, the lowest
seniority maintenance tradesperson in the Site Maintenance will be sent to the
transferring plant.
(14) MEMORANDUM OF UNDERSTANDING
MAINTENANCE SKILLED TRADES SUPPORT OF QUALITY
NETWORK MANUFACTURING
INTRODUCTION
The Quality Network Manufacturing System provides the organization with an
operational method designed to enhance the organization's ability to meet and exceed our
customers’ expectations. In order to realize the full potential of the Quality Network
Manufacturing System, the objectives of the skilled trades organization must be in line
with those of the manufacturing teams. In that regard, the skilled trades operating
guidelines which follow will become a part of the Quality Network Manufacturing
System Agreement and will provide the framework for integrating the trades into the
manufacturing team concept while ensuring their full participation through increased skill
utilization, a greater degree of ownership, and working in an atmosphere which promotes
creativity.
I. Customer Satisfaction
A. Quality Network Manufacturing teams are the customer for the skilled
trades organization.
B. Key elements to achieve customer satisfaction and measurement of skilled
trades impact:
1. Reduction in cost by maximizing equipment uptime measured by
percentage increase in uptime.
2. Drive planned maintenance and support operator planned maintenance
to improve compliance with customer schedule requirements measured
by increased percentage of time spent on planned maintenance.
3. Focus on continuous improvement measured by completion of planned
projects on time and at targeted cost. Utilize the Suggestion Program
and assist in the rapid implementation of suggestions measured by
response time between approval and implementation.
4. Quality improvement through a focus on maintaining and improving
process capability measured by the increasing number of capable
processes.
5. Support the objectives of the Quality Network Manufacturing System
teams and participate in their implementation measured by timely
deployment of composite support teams and continuous improvement.
6. Continuous participation in all accelerated Quality Network
workshops measured by timely implementation of initiatives and
continuous improvement levels.
II People
A. (The common vision of the local parties regarding the Quality Network
beliefs and values are spelled out in Section I. of the Quality Network
Manufacturing Memorandum of Understanding.)
III Commitments and Responsibilities
A. The primary responsibility of the skilled trades teams is to support the
Quality Network Manufacturing System teams. This support is provided
by the cooperation of skilled trades specialists working within composite
teams to utilize both the unique and shared skills inherent in each trade.
This supports customer satisfaction and personal growth, while providing
each team member with a meaningful day's work and job satisfaction.
1. Work assignments will be originated on the basis of the recognized
skilled trades classification which in the past has been assigned and in
compliance with the General Guidelines on Incidental Work contained
in the Memorandum of Understanding, Skilled Trades Lines of
Demarcation, Saginaw Site and UAW Local Union 699, (dated
1/15/98). The general guidelines are as follows:
Our skilled trades focus should be to complete the tasks we have in
support of the customer as quickly and efficiently as possible while
maintaining the integrity of the basic trades.
Incidental work is of minor detail and of short duration and expedites
the completion of the primary job/task. The performance of incidental
work necessitates that the trades person has the skill required to
complete the task safely. In cases of eminent need, upon completion
of the required task, the proper trade will be notified for completion
and follow up.
Tasks should be planned to be performed in the most expeditious and
cost effective manner possible while reducing the need for incidental
type work as much as practical.
The lack of trade classifications available at the time of job assignment
shall not be used to promote the extension of trades duties outside the
scope of the agreed upon lines of demarcation. The absence or lack of
the appropriate trade at the time of job assignment shall not be
construed as falling under the definition or scope of “incidental work”.
2. As the trades organization shifts to the team concept, it is understood
that they will work toward the full utilization of their inherent and
acquired skills. Upon the origination of composite trade crews, skill
utilization will be in accordance with the shop training they received
as supported by the UAW- Nexteer Apprentice Uniform Shop
Training Guidelines.
3. The initial focus of the composite teams will be as follows:
Planned Maintenance and Emergency Breakdown Teams
Continuous Improvement Teams (Project Type Work)
B. Management will provide ongoing core skills enhancement training. This
includes:
1. Continuance of planned maintenance implementation.
2. Jointly-developed on-site training to ensure retention of inherent and
acquired skills.
3. Continued focus on use of statistical tools and problem solving
techniques.
4. Enhancement of creative ability.
5. Emphasis on team building and related skills.
6. Understanding the Quality Network Manufacturing System and the
role of skilled trades in it.
C. The skilled trades organization will enhance its focus on supporting the
manufacturing teams. Therefore, it will be necessary to begin to
decentralize floor support and planned maintenance activities. This will
support the focus of the trades on the customer and the building of a
working partnership based on familiarity between the skilled trades, the
manufacturing teams, the equipment, and processes. This process will be
gradual and must be done in line with the organization of the Quality
Network Manufacturing System teams.
As the composite crews are formed, the skilled trades work teams within
the plant may devise a jointly developed rotation plan to ensure the
necessary familiarization of the trades with the equipment and facilities in
the respective plants. In addition, an overtime equalization plan will be
devised in each plant to accommodate the composite structure in
accordance with Paragraph (71) of the National Agreement, by
classification, by shift.
D. Management commitment to first phase and beyond involvement of the
appropriate skilled trades in new equipment purchase, process
modification, and with the introduction of new technology impacting
manufacturing processes.
E. The Union and Management will actively support the primary focus of the
skilled trades in support of the on-time delivery of world class automotive
components.
Management will provide the necessary equipment, tools and technically-
advanced processes to better utilize the skilled trades in support of planned
maintenance, process capability, and continuous improvement projects.
F. A commitment to implement a joint process to establish a competitive
analysis procedure which will be used across the site to determine whether
a particular project can be performed competitively in-house. Such a
process will require a formal communication network in each of the plants
to ensure the timely application of the competitive analysis.
Determination as to whether the work is performed in-house or let to a
mutually-determined contractor will be based on the competitive analysis.
The analysis will encompass all relevant variables including manpower
allocation and availability, delivery, facilities, cost, quality, etc., and all
decisions will be in accordance with Paragraph (183) of the National
Agreement.
G. To assist the Apprentice Committee at the plant level in implementing a
joint process for determining how apprentices are assigned and trained.
(15) SKILLED TRADES LEADER SELECTION PROCESS
(Site-Wide Selection)
Maintenance Team Leaders
In order to repopulate the Maintenance Team Leaders classification and solve the
overtime disparity that occurs between an Maintenance Team Leaders and their assigned
trade, the parties agree to the following:
Maintenance Team Leaders will become working team leaders. If necessary they will do
the work of their respective trade. Plants will have assigned a minimum:
A- Shift 1 Maintenance Team Leader per Value Stream
(2 per Plant excluding Plant 1)
B-Shift 1 Maintenance Team Leader
C-Shift Maintenance Team Leader as required
Plants with a larger Skilled Trades population can add as many team leaders as necessary.
Plants experiencing significant reduction in trade population will review the Maintenance
Team Leader staffing with the Site Labor Relations Manager and Shop Committee
Chairperson.
During the week, Maintenance Team Leaders will perform all team leader duties and be
charged overtime hours in their respective trade. On the weekend, if no team leaders will
be utilized, the Maintenance Team Leaders, provided they are low, will be offered
overtime in their respective trade.
TEAM LEADER SELECTION PROCEDURE
The selection process will be developed by a joint team. The process shall include
consideration for the following:
Attendance – 20 points
Infractions – 20 points
Seniority – 30 points
Interview – 30 points
The overall goal will be to select the most qualified in terms of trade experience,
interpersonal skills, organizational skills and leadership potential. Applicants selected
will be given a 90-day trial period. If, prior to 90 days, the applicant wishes to return to
their respective trade they will return to their original plant and shift.
In cases when it becomes necessary to review the performance of the team leaders either
by management or the union, a joint panel will be formed to resolve replacement/training
issues.
It is recognized that the population of the maintenance team leader classification will
require a significant amount of movement. In an effort to maintain the stability of
operations, only Skilled Trades employees within the plant will be eligible to apply for
the team leader position(s) within their assigned plant. These team leaders cannot shift
preference or be bumped for a period of six months. After such time, shift preferencing
will be performed within the plant first before going site-wide.
Once all the initial team leader positions have been filled, applications for team leader
openings will be accepted on a site wide basis. The receiving plant will be responsible
for backfilling the open position from the plant that the team leader was previously
assigned by reducing the lowest seniority skilled trades employee from the team leader’s
previous skilled trade classification.
These working team leaders will support the skilled trades team through items such as;
being visible on the production floor, performing equipment repairs when needed,
analyzing indirect material for effectiveness, assisting in allocating proper parts for
equipment, analyzing PM effectiveness, promoting 5S/housekeeping tactics, and
analyzing downtime reports for recommended improvements.
(16) INTEGRITY OF AGREEMENT
The parties recognize the desirability of maintaining the integrity of this
agreement. Therefore, it is understood that no agreement, understanding or
interpretation will be entered into which will supersede, conflict or modify any
provisions of this Agreement. Deviations from the above provisions can be made
by mutual agreement between the Shop Committee and the Site Manager of
Industrial Relations.
Skilled Trades Leader Roles and Responsibilities
1. Planning
a. Ensure completion of work order packages
b. Ensure accuracy of account charges
c. Verify parts are kitted
d. Ensure projects are completed on time as scheduled
e. Estimate trade hours
f. Use resources, other trades, engineering, past history
g. Spot check progress on planned jobs and provide feedback
h. Hold and organize meetings on specific projects
i. Coordinates workable backlog for schedule
2. Job Assignments
a. Assist Group leader when needed in relaying job assignments to trades
b. Help manage work flow and coordinate manpower
3. Support and Implement Planned Maintenance Activities
a. Schedule PP/M jobs within the week
b. Coordinates PP/M schedule, manpower, equipment availability
4. Screen All Work Orders
a. Assist when needed when ordering material – parts, supplies, equipment
b. Assist when needed to close previous weeks work orders
c. Assist when needed to ensure accuracy of account charges
5. Maintain Spare Parts
a. Maintain and improve storage for equipment and spare parts
b. Eliminate excess inventory – standardize parts
c. Order material
d. Request for shippers
6. Overtime
a. Survey employees for overtime
7. Training
a. Assist in identifying training needs
b. Provide technical support
c. Provide vendor support
d. Other trades
e. Lead the introduction of statistical tools within the trades
f. Assist in coordinating QN workshops in skilled trades areas
8. Communication
a. Keep skilled trades group leaders informed – job status, absenteeism
b. Expedite – getting down jobs up, assigning people, contact engineering
c. Communicate across shifts
d. Communicate with engineering
e. Update maintenance information centers
i. Equipment uptime
ii. PP/M capabilities
iii. Process capabilities
iv. Project schedules, etc.
f. Use computer to update records
i. Workable backlog
ii. Estimated hours
iii. Job Status
iv. Daily Schedules
v. Input and close out work orders
vi. Generate charts – MS Office – MS Project – MS Access
vii. Prepare performance metrics
SKILLED TRADES
The parties recognize that the current competitive climate requires a flexible, well-trained
and motivated skilled trade’s work force to support manufacturing at the Saginaw Site.
To this end the parties agree to the following trade classification combinations.
(A.) Skilled Trades Classifications
Electrician Refrigeration & Electrician
High Voltage Electrician Work assignments will not change
Machine Repair Pipe fitter & Machine Repair
Millwright/Welder Millwright & Tinsmith & Welder
Tool & Die Tool & Die will be divided into two groups Plant &
Prototype. Employees may not shift preference between
these two groups: however, Plant employees may transfer
between the Plants and Prototype assignments in
accordance with the Transfer Provisions of the Local
Seniority Agreement.
Garage Mechanic Work assignments will not change
Powerhouse Technician Work assignments will not change.
Skilled Trades Leaders Support classification assisting skilled trades at the site.
(B.) Transformation Process
Upon notice of ratification of the 2008 local agreement, those employees currently
classified “Pipe fitter” will be reclassified “Machine Repair E.I.T.S.” and also be paid the
current Machine Repair rate. Employees currently classified “Welder,” “Tinsmith,” will
be reclassified as a “Millwright/Welder E.I.T.S.” and also be paid at the current Welder
rate. Employees currently classified “Refrigeration” will be reclassified as “Electrician
E.I.T.S.” and be paid the current Electrician rate. Employees moved into their respective
E.I.T.S. classification will immediately have overtime equalization and bump rights as
spelled out in the Local Agreement.
(C.) Although classified as an “E.I.T.S.” during the transformation/training process,
current Journeyperson status (card) will be retained. Following the successful completion
of the trade combinations, (training plan to be submitted to the International for approval,
see attached Delta training plan.), in section (A.) the employees will be issued a new
Journeyperson card for their respective trade.
(D.) The local Joint Apprentice Committee will develop the necessary training programs
so that those employees classified with an “E.I.T.S.” can become Journeymen/women.
Such training may include the requirement to attend classes at Delta College or some
other agreed to location. In such an event employees attending such classes will be paid
their hourly rate while in attendance at school. Management further agrees to pay for
books and tuition for these classes. If a class is failed employees will still be required to
successfully complete the class but attendance will be on their own time and they must
pay their own tuition.
(E.) There are currently five (5) employees classified as “Pipe fitter Apprentice.” These
employees, upon completion of their apprenticeship, will be reclassified as “Machine
Repair” and the local Joint Apprentice Committee will schedule the necessary training to
transition them to the “Machine Repair” classification. There are currently two (2)
employees classified as “Electrician Apprentice”. These employees, upon completion of
their apprenticeship the local Joint Apprenticeship Committee will schedule the necessary
training to transition them to the newly defined “Electrician” classification.
(F.) Upon notice of ratification those employees currently classified “Air-Conditioning &
Refrigeration-Control & Maintenance” will be reclassified as “Electrician” and will retain
their current rate of pay which is the same rate as Electrician. Such employees will have
a training program developed by the Local Joint Apprentice Committee.
(G.) Upon notice of ratification the “Pipe fitter” classification, the “Air-Conditioning &
Refrigeration-Control & Maintenance” classification, the “Tinsmith” and “Welder”
classifications will become unpopulated and be considered as removed from the Local
Wage Agreement. At the point attrition or transfers eliminates all employees out of each
of that classification the classification will be considered to be depopulated and removed
from the Local Wage Agreement.
(H.) All skilled trades employees in the Powerhouse will be reclassified “Powerhouse
Technician” and will retain their current responsibilities and rate of pay.
(I.) Work associated with the repair of in-plant vehicles will be classified as an
“Industrial Service Technician” and their rate of pay will be determined by the “D”
bucket as defined in the Supplemental Agreement. Employees hired into this
classification or desiring to transfer to such classification must meet the criteria defined
in the Selection Criteria of this MOU. These employees will be hired as permanent
employees.
(J.) Repair and setup of gauges will become a part of the non-skilled trade’s workforce.
Such employees will be classified as, gauge repair, plate inspection and their rate of pay
will be determined by the “A” bucket as defined in the Supplemental Agreement.
Employees hired into this classification or desiring to transfer to such classification must
meet the criteria defined in the Selection Criteria of this MOU. The current Tool & Die
Makers performing Zeiss functions will remain. It is Management’s intent to hire the
current employees performing the work before the use of 63A and 63B process with
current employees. Employees hired into this classification will be permanent.
(K.) Management agrees to setup a Joint Committee to look at the Cutter Grind Tool -
Sharpening operation.
(L.) The parties recognize that trade combinations beyond those identified in section (A)
must strike a balance between proper training and experience and the desire for flexible
trade assignments as they pertain to equipment uptime. In response to those concerns and
working toward the elimination of contracted work at this site the following work
assignments outlined in the Memorandum of Understanding Skilled Trades Lines of
Demarcation will be shared by both the Millwright and Machine Repair classifications.
Inspection, and repair of v-belts, timing belts, flat belts, round belts, conveyor
belts, roller chain, timing chain, conveyor chain, silent chain, lifting, safety and hauling chain, wire rope and fittings, central ropes and chains. Chain and rope for cranes, winches, gantries, jib booms, stiff legs, derricks (except small tool), installation of cable, pulleys and counter weights on all material handling equipment.
The repair of silent chain conveyors, gear reducers, speed reducers, variable
Ergonomics is the process of designing the work place for human use. Through
ergonomics, consideration is given to the physical characteristics of employees in line
with the performance requirements of their jobs. Employees are encouraged to discuss
any problems in this respect with their group leader and follow the ergonomics procedure
when a problem or condition exists.
(28) ASSEMBLY LINE LOCK MECHANISMS
It is the policy of Management to set the speed of the assembly lines so no employee will
be required to work beyond the reasonable capacities of a normal operator. Locking
mechanisms will be installed on the assembly line speed control units. Only authorized
members of supervision will have keys to the locking mechanisms.
The above is a statement of Management's policy at the present time.
(29) JOINT STATEMENT OF UNDERSTANDING
HEALTH & SAFETY
The Management of The Saginaw Site’s Saginaw Steering Systems recognizes its
obligation to provide a safe and healthy working environment for its employees. The
Leadership of Local 699 UAW has and will continue to cooperate in the Management’s
maintaining and improving a safe and healthy working environment. The parties agree to
use their best efforts jointly to achieve the following objectives:
Demonstrate top leadership commitment to health and safety.
Continuously review and monitor progress of the facility’s health and
safety process, including the efforts to change the safety culture.
Assure appropriate priorities are set and communicated for employee
health and safety.
Establish an understanding of how to work in a safe manner.
Demonstrate an attitude that will motivate employees to work in a safe
manner.
Provide employees with methods and processes that ensure a safe
environment.
Utilize proper ergonomic designs in all processes and equipment.
Provide employees with the procedures to perform tasks in a safe manner.
Conduct safety observation tours to support efforts to prevent injuries.
Identify and promptly correct unsafe conditions/practices.
Demonstrate the message, “I Care” through frequent safety contacts with
employees.
Recently the UAW-GM Center for Human Resources Health and Safety Center published
Leadership Guidelines to Health & Safety. The local parties endorse these guidelines and
commit to their full utilization for the well being of the entire Workforce.
RELIEF
(1) LOSS OF RELIEF TIME, EMPLOYEE-COMMITTEEPERSON
DISCUSSION
It is Management's policy to provide the agreed amount of relief time to employees.
However, it is noted that Mr. Louis G. Seaton's letter dated December 15, 1967, provided
for periods of relief before lunch and after lunch. Thus, if an employee's discussion with
their committeeperson is so protracted that there is no opportunity for them to get all of their relief time during the half of the shift in question, it is not appropriate to carry over
such unused relief time to the next half of a shift. An employee who is engaged in
conversation with their committeeperson, as the result of a committeeperson call, when their tag relief turn occurs should be instructed of that fact so that they can take their relief turn at that time if they desire. Employees who provide relief will be asked to
cooperate by contacting employees engaged in conversation with the committeeperson
under such circumstances and provide such notice. In the event the relief turn can be
deferred until later in that half of the shift, this should be done.
(2) CHANGES IN TYPE OF RELIEF
Mr. L. G. Seaton's letter of December 15, 1967, provides for a "tag" relief on certain
operations of the Corporation which meet criteria contained in that letter. Pursuant to Mr.
Seaton's letter of December 15, 1967, when "tag" relief is initiated or changed to a non-
tag relief operation, such changes will be reviewed with the committeeperson-at-large
and district committeeperson in a timely manner.
(3) RELIEF - USE OF CAFETERIA AND PICNIC TABLES
Employees who are required to work more than two (2) hours daily overtime will be
permitted to use the cafeteria as a part of their personal relief time during such overtime
hours.
Employees may use the picnic tables located outside their respective plant while on
personal relief. Additionally, Management will provide up to two (2) additional picnic
tables at each plant where usage dictates.
(4) EMERGENCY RELIEF
Employees on operations which are provided with forty-six (46) minutes of tag relief
normally make use of the water fountain during the forty-six (46) minutes of relief time
away from their jobs and it is intended that such relief periods normally cover employee's
personal needs. An employee may on occasion need a drink of water other than during
their regular relief period. Emergency relief is provided at these plants to take care of
such situations and, under this circumstance, the employee would be provided such extra
relief. Supervision will designate those employees who will provide such relief and the
employees will be told who they are.
During discussion of this demand, the Union has stated that Management has properly
implemented its Statement of Policy dated September 12, 1968, concerning emergency
relief, specifically, that portion stating "Supervision will designate those employees who
will provide such relief and the employees will be told who they are."
The continuing nature of Management's Statement of Policy will be called to the attention
of supervision and further noted that as a practical manner of operating (1) employees
will be told who the emergency relief persons are and, (2) emergency relief should be
provided by employees working in reasonable proximity to the employees who may
require emergency relief.
(5) PERSONAL RELIEF TIME
The General Motors policy with respect to personal relief for certain employees as
expressed in the 1964 GM-UAW Contract Settlement Agreement and Mr. L. G. Seaton's
letter of September 24, 1964, on this subject, shall be implemented at this Division by
permitting employees to sit, stand, or walk during such relief periods. This time away
from the job is generally consumed attending to personal needs such as a drink of water,
a visit to the toilet, and so forth. Shop Rules, Safety Rules and Smoking Rules will be
observed during such periods, and the time will be spent in such a manner as not to
interfere with other employees or plant efficiency.
The same right and rules shall apply to employees working on jobs where the standard
includes personal relief allowance of twenty-four (24) minutes per eight (8) hour shift.
The amount of such relief shall be modified accordingly for a shift other than a regular
eight (8) hour shift.
The above is a statement of Management's policy at the present time.
In settlement of this demand, Management stated that it will post its Statement of Policy
regarding "Personal Relief Time" for a period of three (3) months. Management will
make a study of the manufacturing areas for the purpose of determining suitable locations
for benches. The results of this study, and the number and location of benches to be
placed in the manufacturing areas will be negotiated with the committee prior to the
placement of the benches. (See settlement statement dated November 8, 1970, Re:
Satellite Areas).
It is understood that relief, other than emergency relief, is not ordinarily provided during
the first hour of the shift, and first hour after lunch, unless some other mutually
satisfactory arrangement is agreed to within a given department by supervision and the
committeeperson for that department.
It is Management's intent that employees who are on their regular established personal
relief will be permitted to utilize this relief for their comfort -such as, use of the restroom
facilities, vending machines and telephones, and to sit down in appropriate areas.
Provided that during their relief period, they do not interfere with plant operations or with
other employees who are not on relief.
(6) JOB EXAMINATION - NOTIFICATION
The need to periodically examine or to re-examine an operation, which often times
includes the time studying of an employee's job related activities, is a necessary and vital
function. As these types of examinations will continue for legitimate business purposes,
it is Management's have the appropriate member of supervision notify the affected
employee and district committeeperson prior to the commencement of the activity.
(7) SNACKS
The following statement regarding "SNACKS" was reissued after the Union assured
Management that nothing in this statement would be construed as adding to the relief
time granted under the relief policies of Nexteer Automotive.
Both parties recognize that in the interest of sanitation, lunches should be eaten in the
plant cafeteria and that lunch buckets (or similar containers) should not be taken into the
work area.
However, it will be permissible for employees to take items of food - such as a sandwich,
fruit, or candy - to their job and eat it during the shift when their work will permit it
without loss of production on their job or creating unsanitary conditions.
Individual instances of abuse will be handled directly with the employee involved. Mass
abuse of the privilege will be called to the Union's attention, with the understanding that
subsequent failure of employees to correct abuses will be proper cause for the withdrawal
of the privilege.
During the discussions of this demand, the Union has stated it is not its intent to expand
on our current agreement regarding "Snacks". Keeping this in mind, employees will be
allowed to bring donuts to their work area in a box for their consumption and eat them
during their shift when their work will permit it without loss of production on their job or
creating unsanitary conditions. By granting this demand, the Union has assured
Management this will not be used for catering purposes.
(8) THERMOS BOTTLES
The Union has brought to Management's attention the need for some employees to
consume large quantities of liquid. In response to this demand, employees will be
allowed to bring a two (2) quart thermos bottle into the plant, providing they are small
mouth thermos bottles and easily identified as such. This does not include picnic jugs or
other type liquid containers. It is understood there will be no "catering".
(9) READING
Management has expressed to the Union that reading on the plant floor during relief time
would be difficult for the group leader to control and that many of our products are
critical safety items. Instances of employees reading while operating their machine or
during attention time and/or inspection or other job duties would be detrimental to
product quality. The Union has responded that they do not advocate employees reading
while performing any job duties, including attention time. In keeping with the points both
parties have expressed, employees will be permitted to read on the plant floor away from
their workstation while on relief time.
(10) CARD PLAYING
During discussions centered around the playing of cards during the lunch period,
Management has brought to the Union's attention that such games could easily lead to
games of chance and a tendency for the participants to finish the game first in lieu of
returning to the job prior to the end of the lunch period. The Union has stated they would
not condone such abuse. With the foregoing understanding, employees will be allowed to
play cards during their lunch period while in the Satellite Area. Abuse of the above
privilege will be handled directly with the employee involved. Mass abuse of the
privilege will be called to the Union's attention with the understanding that subsequent
failure of employees to correct abuses will be proper cause for withdrawal of the
privilege.
(11) STATEMENT OF POLICY - CHAIRS
It is the policy of the Saginaw Site to review all requests for chairs.
In reviewing requests for chairs, the following factors are to be considered:
1. There is to be no loss of production resulting from an employee using a
chair.
2. The safe operation of the job must not be impaired.
The above is a statement of Management's policy at the present time.
(12) EATING LUNCH ON THE JOB
(Par. 89a)
Management recognizes that on operations where employees eat their lunch on the job, in
so far as practical, the lunch should be uninterrupted. Obviously, the case of an
emergency that would jeopardize the safety of operations, the employee will tend to the
problem immediately.
For purposes of clarification, the November 8, 1970, Statement of Policy regarding Eat-
on-the-Job Chairs will be combined to read as follows:
In situations where a chair is provided for an eat-on-the-job employee, the chair
must be located so the operator can observe and maintain surveillance of the
operation and not interfere with other operations or safety. The employee's
personal preference should be considered for each eat-on-the-job operator, based
on the shift having the most such assignments in the department.
In situations where there is more than one (1) eat-on-the-job employee in a
department and they are not able to eat at the same time, it will not be necessary
to provide a chair for each operator.
(13) TRANSFER MACHINES
Management has studied the Union's request concerning a straight eight (8) hour shift for
Transfer Machine Operators. Under present operating conditions and model mix.
Transfer Operators will be placed on a straight eight (8) hour shift with the operators
eating lunch on the job. This is to be done in a timely manner.
(14) RELIEF - AUTOMATIC SCREW MACHINE OPERATORS
Management's Statement of Policy concerning "acceptable level of work" applies to all
Automatic Screw Machines on which no production standard has been established by a
time study. It is understood that operators will not shut off their machines while on
personal relief and that they will inspect the parts run during this time before mixing with
other parts. Operators will not be responsible for bad pieces run during relief time. The
operators will be told that they may grind tools, but they will not be ordered to do so. In
the event of changes in methods, processes, equipment, material and schedules which
affect the job, the National Agreement will apply.
MEDICAL RELATED SERVICES
(1) MEDICAL SERVICE - HOSPITAL CARE
It is Management's policy to provide professional medical service to all employees. The
Medical Department is staffed by professionally trained medical physicians as well as
registered nurses. Nurses are available on-site during periods of regular working hours.
When staffing for overtime for weekends, consideration is given to the type of work to be
performed, as well as the number of employees working. In the event an injury or illness
occurs when the Medical Department is not staffed and hospital care is indicated,
appropriate personnel are utilized to transfer the employee to a hospital by car or
ambulance according to need.
The parties also recognize the need to increase the awareness of medical services to all
employees. Management will continue to communicate with all employees regarding the
services provided by the Medical Department to include, blood pressure screening, rectal
cancer screening, CPR training, etc. The parties recognize that the most effective method
of prevention is working together to prevent injuries and illnesses through awareness
programs.
(2) NURSE COVERAGE
Nurse coverage at the site will be adequately staffed to meet the conditions of population
requirements. Overtime from other shifts is recognized when nurse coverage is
determined. Plants will notify Plant 3 Medical of anticipated overtime so Medical may
determine the proper staffing.
(3) PAY FOR TIME LOST DUE TO OCCUPATIONAL INJURY
When an employee is sent to the plant hospital or to an outside physician or hospital for
treatment due to an in-plant injury incurred after the start of an employee's shift, such
employee will be paid the wages for hours the employee was scheduled to work on the
day the injury occurred, providing they were disabled to the extent of not being able to
return to work for the remainder of the shift.
(4) EMERGENCY RESPONSE TEAM
An Emergency Response Team will be maintained for the Saginaw site.
(5) AMBULANCE SERVICE
In the event the Medical Department, Supervision, or Security Personnel finds it
necessary and appropriate to remove an employee from the plant and take the employee
to the hospital by ambulance during the employee’s working hours, it will be the policy
of Management to pay the cost of such ambulance service.
(6) TRANSPORTATION ASSISTANCE
In the event the Medical Department determines that an employee is unsafe to drive,
Management will assist the employee in arranging personal transportation to their desired
destination.
(7) ENTERING VITAL SIGNS ON EMPLOYEE RECORDS
In situations where employees report to Medical requesting a pass to leave the plant
because of alleged illness, a factor to be used by the Medical Department in making such
a decision will be the taking of appropriate vital signs. In such cases, a record will be
made in the medical file of those vital sign results.
(8) SICK PASSES
Consistent with the professional work of the Medical Department, it is Management's
policy that an employee given a sick pass by the Medical Department will not be required
to return to their factory department for the group leader’s approval before leaving the
plant provided they have advised the group leader that they feel sick and are going to the
Medical Department.
An employee who has not so advised the group leader may leave the plant without
returning to their department if such would be appropriate in the judgment of the Medical
Department. This is not to be construed that sick passes are given "automatically".
Employees who request sick passes may be subject to medical examination at that time.
Scheduled work time lost undergoing such examination will be considered as time
worked. On occasion, it may be necessary for such employees to be scheduled at a later
time for an examination by the Company doctor. Under this circumstance, the employee
will be paid for time in the Medical Department. The Medical Department's decision on
whether a medical examination is necessary will be on an objective medical basis and
influenced by the employee's medical symptoms and/or questionable attendance record.
(9) FOLLOW-UP EXAMINATION DUE TO
OCCUPATIONAL INJURY
During the discussion of this demand, the Union stated that "B" and "C" shift employees
who are injured while on the job are often times instructed to go to Plant 3 Medical for
follow-up examinations during "A" shift hours on their own time. The Union further
stated these employees frequently wait for extensive periods of time to see the doctor. In
recognition of this condition, the Medical Department will arrange to have such follow-
up examinations during the employee's regularly-scheduled shift unless the circumstances
of the case make it impractical to do so.
(10) RETURN FROM LEAVE OF ABSENCE - PAY FOR LOST TIME
Paragraph (111)(a) of the National Agreement provides in part, "Any employee on leave
may return to work in line with their seniority before the expiration of their leave
providing not less than seven (7) days notice is given to Management." By established
practice understood by Management and the Union at this Division, "leave" as used in the
above sentence refers to an approved absence of thirty (30) days or more. An approved
absence of less than thirty (30) days is simply an "informal absence."
An employee who is returning to work on their regular job following an absence or leave
that did not knowingly affect their capabilities should report directly to their respective
plant Medical Department, Plant 3, or both, at the discretion of the medical attendant.
An employee who is delayed by the Medical Department or Plant Management from their expected time of return and later cleared for work will have the time spent during the
regular working hours of their shift considered as time worked, except:
1. If Medical Department clearance is not obtained.
2. Post-operative and cardiac cases and instances in which a physical limitation
may require job placement, in which case such employees must obtain
medical clearance from the Plant Physician and placement arrangements may
be necessary prior to the employees' return to work.
3. An employee's return to work following a leave of thirty (30) or more days,
when at least seven (7) days' notice of return has not been given, is subject to
Management's option as provided in Paragraph (111)(a).
Management's Statement "NEED FOR EMPLOYEES TO ADVISE MANAGEMENT
OF EXPECTED RETURN FROM SICK LEAVE" dated November 8, 1970, includes
reference to "a reminder of reporting requirements" and a "reminder that employees
should also advise Management of their expected return-to-work date."
(11) PHYSICAL LIMITATIONS
The Plant Medical Doctor determines, based on information from the employee's
personal physician and/or from the Doctor’s own findings, including information as to
the employee's job and work history, whether it is appropriate to issue a notice of
physical limitation to Supervision as to the employee's physical qualifications and
resulting work restrictions. In such situations, a copy of the Notice of Physical Limitation
will be given to the employee. It is Management's policy for Supervision to follow the
recommendations of the Plant Medical Doctor. In some instances, work that meets the
employee's limited physical qualifications is not available or immediately available in
line with the employee's work experience and seniority.
Seniority employees, other than provided for in Paragraph (72) of the National
Agreement, who because of physical limitations are unable to perform work to which
they are assigned may be transferred to other work of a more suitable nature in the Site,
except that such employee may not displace an employee with longer seniority. An
employee displaced by implementation of this Paragraph (59) of the National Agreement.
Management has the responsibility of placing "limitations" on an employee. In doing this,
the plant physician will take into consideration the medical recommendations of the
employee's personal physician and/or the I.M.O. Individual complaints regarding work
limitations should be brought to the attention of the Plant Personnel Manager who will
review the case with the Plant Medical Doctor.
Paragraph will be placed in accordance with Management will place employees with
physical limitations on appropriate work based on availability of such work.
Management is committed to objective determinations of physical limitations and fully
intends to comply with the Local Agreement language entitled "Physical Limitations".
Further, individual problem cases should be brought to the attention of Plant
Management for a prompt resolution based on the facts of each case.
Employee reports to medical prior to returning to work.
Medical Department defines their qualifications and issues
physical qualifications slip.
HOME DEPT/JOB
Group leader and department/team suggests job & rotation, or ergonomic changes if
applicable. Employee returns to regular
job without limitations.
PLANT DISABILITY POOL
If no job available within the department, the Plant Manager and Shop Committeeperson or their Employee returns to work
Representative will identify a potential job(s) and shift(s). If the Medical Department concurs, the plant Force within limitations.
Disability manager will advise the group leader that a job is available within the plant.
The Plant Manager and Shop Committeeperson will make jobs available from a pool
which can include work such as:
Temporary Production Sorts Part Handling Supplier Sorts
Sick Leave/Vacation Coverage Salvage Opportunities Open Jobs
Non-Bargaining Unit Jobs, Contract Jobs, etc. In sourced work
In emergency situations, employees can be placed on non-agreed upon jobs on a temporary basis (one Employee returns to work
Week max.). Any unresolved issues will be settled by the plant LJAC or ultimately by the Key 4. Force within limitations.
If no job available within the plant, employee will be considered for movement to the Site Disability Pool. The Plant
Plants will identify an
Manager and Shop Committeeperson must approve all employees entering the Site. Any unresolved
Area to be used for sorts
Issues will be settled by the plant LJAC or ultimately by the Key 4. If an employee is moved to Site Disability Pool,
When possible
written notification will be sent to: UAW Placement Person Bargaining Chairman Hourly Personnel Site Disability Manager
SITE DISABILITY POOL The Site Disability Pool will house such work as: H&S Community Service Work
Vocation/Job Training Short Term Job Assignments
(A combination of work hardening, rehabilitation, training and work assignments.)
The Medical Department will assess the jobs designated for the Site DP which will comply with Limitations. The site Disability manager will assign jobs to the employees.
(13) MEDICAL DEPARTMENT - JOB EVALUATION
When it is necessary for the Medical Department to evaluate a job on the plant floor, they
will extend an offer to the District and/or Shop Committeeperson to attend the evaluation.
The notification will be made at the time the evaluation is scheduled to allow timely
notification to the UAW representatives. The inability of either the District or Shop
Committeeperson to attend will not result in the delay of the study.
(14) LUNG FUNCTION TEST
This Division has an excellent medical program and facilities for employees. The
medical program includes a goal of periodic physicals for all employees. The physical
includes a pulmonary function test, x-rays, and other tests as determined by the Plant
Medical Doctor. An employee feeling the need for medical attention should discuss this
matter with the Plant Medical Doctor so that an individual medical plan of action may be
developed as required. Grinder operators who request a lung function test will be given
such tests. It is understood this lung function testing at the request of the employee will
be given only once in a period of twelve (12) months.
(15) NOTIFICATION - TRANSPORTATION TO HOSPITAL
Management will attempt to contact the person designated in the event the employee has
been transported to a hospital for treatment and is unable to return to the plant or is
confined to the hospital. This is contingent upon the employee providing an accurate
emergency phone number to Management.
FACILITY MAINTENANCE AND PROVISIONS
(1) HEAT AND VENTILATION LAYOUT CHANGES
Management will consider heating and ventilation requirements simultaneously when
contemplating changes in plant layouts.
(2) PLANT LIGHTING
Lights, light fixtures and fans will be cleaned a minimum of once a year with the
understanding that some lights require cleaning more frequently and these will be cleaned
as required.
(3) PARKING LOTS - SECURITY
Management is concerned with providing secure parking facilities for employees.
Currently, random patrols are conducted in all lots on each shift. In addition, T.V.
cameras for parking lot surveillance have been installed and in keeping with our
continuing program to provide the most security practicable, Management will install
T.V. cameras for increased observation in those plants that currently do not possess them.
Those parking lots will have a sign on the outside fence which indicates that the lot is
monitored on T.V. cameras.
Management is committed to provide secure and safe parking facilities for all employees.
Any concerns regarding this subject will be resolved between the Plant Managers and
Shop Committeepersons.
Management is committed to provide secure and safe parking facilities for all employees
and seeks efficient and effective methods to maintain and improve these facilities. The
site is currently installing highly luminous lighting towers which will improve monitoring
of the parking facilities. The current practice of patrolling parking lots on an intermittent
basis will be maintained.
(4) MOTORCYCLE PARKING
Saginaw site will provide motorcycle parking by designating an adequate area at each
plant from the first Monday in April through the first Monday in November.
(5) MAINTENANCE OF ELECTRONIC PRECIPITATORS
There are approximately one hundred thirty-five (135) Electronic Precipitators installed
in the Division. These units are currently cleaned and maintained by an outside company
on an annual contract. All units are inspected, cleaned, and maintained six (6) times per
year at eight (8) week intervals. The contractor is responsible for malfunctions of pre-
filters, ionizing sections, and collection cells.
Management assures the Union of increased emphasis on carrying out this program.
The above is a statement of company policy at the present time.
The site maintenance of the precipitators at issue in this demand is work properly
assigned to the appropriate bargaining unit skilled and non-skilled employees.
(6) WINDOWS - HEATING AND VENTILATING EQUIPMENT
During discussion of this demand, Management has reassured the Union of its policy to
replace open and broken windows before cold weather and, further, of its policy to have
plant windows washed on a once-a-year schedule.
During discussion of the demand, Management has advised the Union of its policy to
have plant heating equipment in a good state of repair prior to the period in the fall when
the equipment will be needed to supply heat. Management has also advised that the target
date for this work will be September 15 of each year.
During discussion of this demand, Management has advised the Union of its policy to
have plant ventilating equipment in a good state of repair prior to the period in the spring
when ventilation equipment is needed. Management has also advised that the target date
for this work will be April 30 of each year.
The Union has pointed out that on occasions it has taken five (5) to six (6) hours to
respond to their request to open and/or close windows and roof vents in Plant 3.
Management will make a sincere effort to have the windows and roof vents open and/or
closed in a timely manner.
(7) MAINTENANCE OF COOLANT SYSTEMS, DEGREASERS,
AND WASHER EQUIPMENT
Management has advised the Union that Management, too, is in favor of proper
maintenance of coolant systems, degreasers, and washer equipment. Management has
noted that because of the nature of coolant, degreaser, and washer compounds, problems
may arise; and that it is Management's policy to promptly seek solution of such problems.
(8) MAINTENANCE OF PARKING LOTS AND
SIDEWALKS - SNOW AND ICE CONDITIONS
These demands are concerned with parking lots and sidewalks during snowstorm and ice
conditions. Salt is applied to parking lots and sidewalks as deemed appropriate during or
after the storm. Conditions vary. For example, it would not be appropriate to apply salt
during a snowstorm if it appeared that it would shortly be plowed or shoveled off. It is
Management's policy to maintain these facilities in suitable condition. Management
agrees the work in question falls within the scope of the bargaining unit.
(9) MAINTENANCE AND CLEANING OF FIRE EQUIPMENT,
FIRE WATCH - WELDING AND BURNING PERMITS,
INSPECTION OF FIRE EQUIPMENT
The maintenance and cleaning of fire equipment is considered to be bargaining unit work.
Accordingly, bargaining unit employees will be assigned to the replacing of defective
parts and to the refilling and recharging of fire extinguishers.
The task of standing fire watch when conditions warrant it is also considered to be
bargaining unit work. However, the decision as to where, when and under what
circumstances welding and burning is to be done, is a Management function. Therefore,
Management plans to continue its present procedure whereby welding and burning
permits are issued by Plant Security personnel and Maintenance Supervision.
In the interest of both employee and property safety, the responsibility for inspecting all
fire equipment will continue to be a Management responsibility.
(10) PARKING LOTS - LITTER - PAINTING AISLE LINES
Management periodically assigns employees to clean litter off the parking lots and fence
lines. It is also Management's intent to periodically paint the aisle lines in the parking lots
so as to maintain orderly traffic flow and parking facilities.
The parking lots will be re-striped to maintain an orderly parking system when visual
inspection indicates a problem.
(11) MAINTENANCE OF RELIEF AREAS
It is in the best interest of both parties to keep relief areas clean and orderly. It is
Management's policy to assign sufficient manpower to clean these areas on a regular
basis, to provide trash receptacles, and to empty the receptacles. However, the real secret
to keeping these areas clean is for the people using these areas to exercise care to prevent
spillage, etc., and to utilize the trash receptacles. Both parties agree to encourage
employees to use more care when using relief areas.
Management agrees to provide covered trash containers in designated outside relief areas.
In order to minimize the need for cleaning, plastic liners will be used in trash cans where
practical to do so and they will be steam cleaned as needed.
(12) MAINTENANCE OF TOILET FACILITIES
Management is interested in maintaining clean, sanitary, and adequate toilet facilities. In
keeping with this policy, sufficient janitors are assigned during periods of full operation
so as to provide adequate supplies of soap, towels and toilet paper, as well as clean
facilities. In the event of absence of the regularly assigned toilet janitor, sincere efforts
will be made to maintain the facilities by temporary assignment of other employees to do
the job. On overtime days and other days when the plant is not in full operation, service
will be provided in relationship to the need.
Therefore, as Management accepts its responsibility to supply adequate janitor service, it
calls for cooperation of the employees. Complaints concerning the proper maintenance of
all of the toilet facilities should be brought to Management's immediate attention as they
arise in order that appropriate corrective action can be taken without undue delay.
(13) MAINTENANCE OF SHOWER ROOMS
It is the policy to clean shower rooms, at least once each day, which are currently being
used by the employees.
(14) MOVING - CLEANING LOCKERS
Whenever lockers are to be moved, relocated, cleaned, or fumigated, Management will
notify employees involved. Items which belong to employees or are charged to them will
be returned to their locker.
(15) USE OF LOCKER, TOILET FACILITIES -
PHYSICAL HANDICAPPED
Employees who encounter physical difficulties using existing locker rooms or restrooms
should bring this matter to the attention of Management. Management will investigate
these cases and satisfactory accommodations will be provided.
(16) MOTORCYCLE HELMET LOCKERS
A review of Division motorcycle helmet lockers discloses that most plants have an
adequate number of lockers to meet the need of employees. In those plants where a need
exists, an adequate number of lockers will be installed where space permits.
(17) MAINTENANCE OF CAFETERIA
Under present operating conditions, when Management provides cafeteria service for
employees on weekends, provisions will be made to provide janitorial services for the
cafeterias as a conscientious effort towards good housekeeping.
(18) PICNIC TABLES
Picnic tables will be placed on the outside of the plants, with the understanding that
employees will maintain good housekeeping in these areas and will dispose of all litter in
the containers provided.
During discussions of these demands, the Union has requested that Management add
additional picnic tables at the plants in the Division. Observation of the present picnic
tables shows there is more than adequate seating space available during their period of
usage. Management will make periodic checks on the usage of the picnic tables and
where such checks reveal an insufficient seating capacity, corrective action will be taken.
(19) SMOKING AREAS
Management agrees to continue maintenance of the outside smoking areas providing
weather protection and appropriate facilities to employees (i.e. picnic tables, canvas,
slabs, etc.) Issues with these areas will be brought to the PJAC and addressed in a timely
manner.
TOOLS, CLOTHING, EQUIPMENT AND FOOD SERVICES
(1) CHANGING CLOTHING - WORK ASSIGNMENT DURING SHIFT
During discussion of these demands, it has been brought out there are occasions when
employees who have started work on one assignment are assigned other work during
their shift that requires protective clothing, such as boots and coveralls. Under this
circumstance, employees have put on such clothing on company time. Also, they have
taken off such clothing on company time when the assignment ends during the shift. An
employee who becomes "drenched" with oil, water, steam, compound, due to unexpected
circumstances, such as machine malfunction while performing their job assignment in the
prescribed manner, will be permitted to go home, if practicable from a standpoint of time
and distance, change clothes and return and will be paid for a reasonable amount of lost
time. If time does not permit, coveralls may be used.
(2) SHOWER
Employees who are given a job assignment that is dirtier than normal job assignments
will be provided adequate protective clothing. Management will evaluate and, on an
individual basis, allow a person to shower on company time when determined necessary.
(3) FOUL-WEATHER GEAR
An adequate supply of parkas, insulated coveralls, and rain gear will be made available
for employees in each plant working outdoors for extended periods of time in cold and
rainy weather. The parkas, insulated coveralls, and rain gear will be cleaned and repaired
as needed. The foul-weather gear will be stored in each plant in appropriate areas
designated by Supervision.
During discussion of this demand, the Union stated the Pickle House attendant and
outside crane driver had to perform work outside occasionally in the course of their shift
work duties. Suitable lightweight jackets will be available in the department for these
employees to wear outside during cold and inclement weather. When not being used,
these jackets will be stored in a department locker.
Management is presently providing insulated coveralls as needed for winter weather use
at Central Warehouse, and Howard Street Warehouse. The respective group leaders at
each location are responsible for their repair and cleaning.
Management sees no need to provide lightweight coveralls for summer weather.
(4) COVERALLS
Management will issue five (5) pairs of fitted coveralls to all Maintenance and Machine
Repair employees who desire them and who have not yet been so fitted. Jobs where it is
determined that coveralls are necessary will be provided with such. Any areas of concern
should be addressed through the PJAC.
(5) STORAGE BOX FOR PERSONAL JACKETS
A metal storage box will be attached to each fork truck that the driver may utilize for
personal items as long as no safety problem is created.
(6) TIRE AND BATTERY SERVICE
During discussion of this demand, Management has noted to the Union we presently
provide jumper cables for employees use when experiencing difficulty in starting their
automobiles in the cold winter months. Management has also noted that the use of a
portable battery would be ineffective after being used one (1) time because of the lack of
cranking power left in the battery. In those cases where employees are unable to find
another employee for assistance in starting their automobile, plant security will lend
assistance in the form of an automobile to provide the jump.
(7) EMERGENCY CALLS
Management agrees that emergency phone calls to employees at work should be handled
without undue delay. Emergency calls that are received by Plant Security will be relayed
to the group leader. The time will be noted and if the department doesn't call back within
a short period of time indicating the message was delivered, another call will be made to
assure delivery.
(8) LOCKER INSPECTION - OPENING TOOL BOXES
Management reaffirms its policy to notify employees by bulletin board notices of general
locker inspections, while reserving the right to inspect lockers and employee's personal
property for cause.
There will be occasions when it is necessary for supervision to open an employee's tool
box to obtain an item of company property needed when the employee is not present.
Supervision will be cautioned that under this circumstance due care should be taken to
safeguard the employee's property.
(9) HAND TOOLS
Production Employees:
During the discussion of this demand, it was noted that some employees get a degree of
personal satisfaction and convenience out of using personally owned hand tools on their
job and that Management has no desire to change this practice. However, Management
will maintain an adequate inventory of hand tools, such as screwdrivers, Allen wrenches,
pliers, and crescent wrenches, etc., normally required by production employees in
performing their jobs. These tools will be issued, upon authorization of the Tool Crib
Advisor or Tool Stores Advisor, to the employees on a permanent tool check ticket when
accompanied by an A.V.O. from the employee’s advisor verifying its need on the job.
The employee will remain responsible for these tools. When transferred or job changed,
these tools will be turned in by the employee and the tool check ticket will be returned to
them.
Coordinators and machine operators of the Major Machining classification, transfer
machines and chucker operators who bring personally owned hand tools into the plant for
use on their jobs should only do so with their advisor's authorization. If stolen, these
authorized tools will be replaced when it is apparent that there was no neglect on the part
of the employee (for example: failing to lock up the employee’s tools at appropriate
times) and that the tool(s) were in fact stolen. The employee and their advisor will
present a signed A.V.O. to this effect to the Tool Advisor.
Skilled Trades:
Special tools needed by skilled trades employees will be available on a regular tool check
basis. Stolen tools will be replaced when it is apparent that there was no neglect on the
part of the employee (for example, failing to lock up the employee’s tools at appropriate
times) and that the tool(s) were in fact stolen. The employee and their advisor will
present a signed A.V.O. to this effect to the Tool Advisor. Broken or damaged tools will
be repaired or replaced when broken or damaged in the course of performing the work
assignment provided such facts are satisfactorily established.
(10) DAMAGED CLOTHING
Situations where employees experience damaged clothing will be evaluated on an
individual basis at their respective plants. Any questions regarding proper protective
equipment should be brought to the attention of the employee's advisor when the concern
arises.
(11) VENDING – CAFETERIA SERVICES
Cafeteria and Vending services will continue to be provided for the convenience of the
employees. In order to assure the best possible services and options, the Union will be
encouraged to participate and make suggestions related to menu items and service issues.
This is related to both the cafeteria and vending services. Furthermore, specific refund
policies will be implemented and communicated to employees to provide for the most
efficient and effective methods for issue resolution as possible.
MISCELLANEOUS PROVISIONS
(1) INSPECTION CLASSIFICATIONS
It is Management's intent that the inspection classifications remain in Departments 99-1,
99-2, 99-3, 23 and 24.
(2) AUTOMATIC SCREW MACHINES
Questions have been raised by several grievances with respect to certain items of work
associated with operation of Automatic Screw Machines. During the discussion of these
questions, Management has stated:
1. The job of maintaining a set-up of collets, pushers, tool holders, etc., properly
falls within the scope of operators and/or job-setters and has been historically
performed by those employees.
2. Within the scope of the classification Major Machining operator employees