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Ziggy
09-26-2007, 01:16 PM
GM, UAW reach tentative settlement
Health care trust fund to be established
David Barkholz and Philip Nussel
Automotive News
September 26, 2007 - 3:50 am EST
General Motors early today announced a tentative contract agreement two days after the union launched it first national strike against GM in 37 years.
The four-year deal includes a comprehensive health care trust fund for UAW retirees and broad job guarantees for UAW workers in the U.S.
UAW President Ron Gettelfinger called an end to the strike that brought more than 80 GM manufacturing operations in North America and Canada to a halt. He said skilled trades would likely report for the first shift this morning with remaining production workers returning to the job for the afternoon shift.
The UAW has not yet indicated whether Ford Motor Co. or Chrysler LLC would be next up for contract negotiations.
The UAWÂ’s national contracts expired at midnight Sept. 14, a day after the UAW named GM its first target for negotiations. It struck GM at 11 a.m. Monday.
“I believe the strike was beneficial in bringing a quick end to the negotiations,” Gettelfinger said after a 4 a.m. news conference at UAW headquarters in Detroit.
The deal remains subject to a ratification vote by the UAW rank-and-file.
In its statement, GM said the agreement also is subject to approval by the courts, and a review of accounting issues by the U.S. Securities and Exchange Commission. A mid-contract agreement on health care coverage two years ago also was subject to approval in federal court.
Neither the UAW nor GM released details about the agreement. Gettelfinger said the health care trust would be strong enough to remain solvent for at least 80 years. It was unclear if the trust also would cover the UAWÂ’s 73,000 active U.S. workers at GM.
Analysts said GM has agreed to finance the trust at 70 percent of its long-term liability, or $35.0 billion.
The agreement also includes job guarantees and new investment in products for U.S. plants.
The agreement includes a signing bonus and a provision that would allow temporary employees to be made permanent starting at their current wage of $18 per hour, said a source briefed on the details. Veteran production workers earn about $28 per hour.
The conversion of those temporary workers to permanent at the lower wage institutes what is known as a tier-two wage structure.
The UAW traditionally has balked at allowing the auto companies to pay different wages to union workers in the same plant.
The source said GM also plans to offer another early-retirement and buyout to workers. It won't be on the scale, however, of a buyout that saw nearly 35,000 take the package about a year ago.
Along with the signing bonus, the agreement calls for a wage increase of 3 percent in the second year, 4 percent in the second year and 3 percent in the third, the source said.
Gettelfinger said he thought in four years the UAW would have at least as many GM employees as it does today and maybe more based on projected cost savings to GM.
Typically, the UAW unveils details of tentative agreements to its local presidents first before releasing them to the media.
"There's no question this was one of the most complex and difficult bargaining sessions in the history of the GM/UAW relationship," GM CEO Rick Wagoner said in a prepared statement released just after 4 a.m.
"This agreement helps us close the fundamental competitive gaps that exist in our business," Wagoner said in the statement. "The projected competitive improvements in this agreement will allow us to maintain a strong manufacturing presence in the United States along with significant future investments."
UAW members at more than 80 GM plants and facilities have been on strike since 11 a.m. Monday, but the negotiations have been continuing.
On Tuesday, Gettelfinger said the union first proposed the health care trust for retirees known as a Voluntary Employee Beneficiary Trust, or VEBA, during the 2005 mid-contract negotiations.
The trust will take more than $50 billion in long-term liabilities off GMÂ’s balance sheet. It was not clear this morning how much money GM will put into the fund to start it out.

IMPATIENT 1
09-26-2007, 01:22 PM
i wish the uaw would unionize the technicians working at dealerships!!! you'd get better work from them from guys happier in their jobs;)

Ziggy
09-26-2007, 01:33 PM
i wish the uaw would unionize the technicians working at dealerships!!! you'd get better work from them from guys happier in their jobs;)
Oh GAWD no way would that be a good thing. Some of the shops in the Bay area are union and it seems not to have been a good thing at all. Talk about way out of whack labor rates:eek: :eek:

HavaSkank
09-26-2007, 01:41 PM
A Japanese company (Toyota) and an American company (General Motors)
decided to have a canoe race on the Missouri River. Both teams practiced
long and hard to reach their peak performance before the race.
On the big day, the Japanese won by a mile.
The Americans, very discouraged and depressed, decided to investigate the
reason for the crushing defeat. A team made up of senior management was
formed to investigate and recommend appropriate action.
Their conclusion was the Japanese had 8 people rowing and 1 person
steering, while the American team had 8 people steering and 1 person rowing.
Feeling a deeper study was in order, American management hired a
consulting company and paid them a large amount of money for a second
opinion. They advised, of course, that too many people were steering the
boat, while not enough people were rowing.
Not sure of how to utilize that information, but wanting to prevent
another loss to the Japanese, the rowing team's management structure was
totally reorganized to 4 steering supervisors, 3 area steering
superintendents and 1 assistant superintendent steering manager.
They also implemented a new performance system that would give the 1
person rowing the boat greater incentive to work harder. It was called the
'Rowing Team Quality First Program,' with meetings, dinners and free pens
for the rower. There was discussion of getting new paddles, canoes and
other equipment, extra vacation days for practices and bonuses.
The next year the Japanese won by two miles.
Humiliated, the American management laid off the rower for poor
performance, halted development of a new canoe, sold the paddles, and
canceled all capital investments for new equipment. The money saved was
distributed to the Senior Executives as bonuses and the next year's racing
team was out-sourced to India.

Havasu1986
09-26-2007, 01:56 PM
A Japanese company (Toyota) and an American company (General Motors)
decided to have a canoe race on the Missouri River. Both teams practiced
long and hard to reach their peak performance before the race.
On the big day, the Japanese won by a mile.
The Americans, very discouraged and depressed, decided to investigate the
reason for the crushing defeat. A team made up of senior management was
formed to investigate and recommend appropriate action.
Their conclusion was the Japanese had 8 people rowing and 1 person
steering, while the American team had 8 people steering and 1 person rowing.
Feeling a deeper study was in order, American management hired a
consulting company and paid them a large amount of money for a second
opinion. They advised, of course, that too many people were steering the
boat, while not enough people were rowing.
Not sure of how to utilize that information, but wanting to prevent
another loss to the Japanese, the rowing team's management structure was
totally reorganized to 4 steering supervisors, 3 area steering
superintendents and 1 assistant superintendent steering manager.
They also implemented a new performance system that would give the 1
person rowing the boat greater incentive to work harder. It was called the
'Rowing Team Quality First Program,' with meetings, dinners and free pens
for the rower. There was discussion of getting new paddles, canoes and
other equipment, extra vacation days for practices and bonuses.
The next year the Japanese won by two miles.
Humiliated, the American management laid off the rower for poor
performance, halted development of a new canoe, sold the paddles, and
canceled all capital investments for new equipment. The money saved was
distributed to the Senior Executives as bonuses and the next year's racing
team was out-sourced to India.
Did you get that from the new Toyota guy your boning.:eek: :D

HavaSkank
09-26-2007, 02:40 PM
Did you get that from the new Toyota guy your boning.:eek: :D
hehe...I was actually the first one to send this to the new boning victim. :D
I drive a Ford, but I ride a Toyota :cool:

DCarr
09-26-2007, 03:04 PM
A Japanese company (Toyota) and an American company (General Motors)
decided to have a canoe race on the Missouri River. Both teams practiced
long and hard to reach their peak performance before the race.
On the big day, the Japanese won by a mile.
The Americans, very discouraged and depressed, decided to investigate the
reason for the crushing defeat. A team made up of senior management was
formed to investigate and recommend appropriate action.
Their conclusion was the Japanese had 8 people rowing and 1 person
steering, while the American team had 8 people steering and 1 person rowing.
Feeling a deeper study was in order, American management hired a
consulting company and paid them a large amount of money for a second
opinion. They advised, of course, that too many people were steering the
boat, while not enough people were rowing.
Not sure of how to utilize that information, but wanting to prevent
another loss to the Japanese, the rowing team's management structure was
totally reorganized to 4 steering supervisors, 3 area steering
superintendents and 1 assistant superintendent steering manager.
They also implemented a new performance system that would give the 1
person rowing the boat greater incentive to work harder. It was called the
'Rowing Team Quality First Program,' with meetings, dinners and free pens
for the rower. There was discussion of getting new paddles, canoes and
other equipment, extra vacation days for practices and bonuses.
The next year the Japanese won by two miles.
Humiliated, the American management laid off the rower for poor
performance, halted development of a new canoe, sold the paddles, and
canceled all capital investments for new equipment. The money saved was
distributed to the Senior Executives as bonuses and the next year's racing
team was out-sourced to India.
There's more truth to that than you would like to beleive !!!