2006 Fall Issue - UAW-Chrysler.com

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POWER TO OUR PEL raises awareness, sparks political action BY S.C. BIEMESDERFER Mack Avenue Engine I’s Sharon Ratliff has always been one of those people who gets involved in her union and her community. She’s unit chair for UAW Local 889, and she always gets to the polls on Election Day. Now, thanks to the UAW-Daimler- Chrysler National Training Center’s National Paid Educational Leave (PEL) program, Ratliff has a reenergized political passion. As this year’s congressional elections and the 2008 presidential race approach, she says she’s more motivated than ever to do her part in the political process. “With PEL, I have a new level of awareness about how our industry and our jobs are affected by economics and politics,” says Ratliff, a scheduling analyst who was recently elected to serve as a Detroit precinct delegate. “This program was definitely an eye-opener for me.” Ratliff was one of about 30 employees who participated earlier this year in a twoweek session of National PEL, which is open to elected or appointed UAW leaders and their management counterparts. They attend one week of background sessions conducted by industry experts at the NTC or at the Walter and May Reuther UAW Family Education Center at Black Lake, Mich., and one week of briefings in Washington, D.C. Those briefings include meetings with elected officials on issues that impact the U.S. automotive industry, like foreign trade and fair labor practices. In addition to National PEL, there are one-week local and regional versions that “ With PEL, I have a new level of awareness about how our industry and our jobs are affected by economics and politics.” — SHARON RATLIFF include sessions with elected officials. Local PEL draws workers from a single facility, while Regional PEL brings together workers from several facilities to focus on issues affecting the company, employees and their communities. “People don’t always realize how much the political process can impact our daily lives,” says Johnny Leonard, a PEL participant. “It changed the way I see the political process and our role in it as citizens and as union members.” Leonard is a maintenance worker at Centerline National Parts Distribution Center who serves as chair of UAW Local 1248’s trustees. “The program reminds you that we all have political power, if we choose to exercise it,” adds Warren Stamping Plant’s Paul Caucci, president of UAW Local 869. “It really gives you a sense of the responsibility we all have to get involved, not just by voting but by understanding the issues that affect our industry and letting our elected officials know where we stand.” ■ Interested? For information about upcoming National PEL sessions, contact Phyllis Johnson, UAW, or Valerie Brannas, DaimlerChrysler, at 313.567.3300. See your local joint training facilitator for information about Local or Regional PEL. 12 TOMORROW FALL 2006 www.uawdcx.com
Training UP WOM PHASE 1 HELPS TEAMS GET SMART BY OTESA MIDDLETON MILES LEFT: GETTY IMAGES; RIGHT: JON MURESAN As the saying goes, there’s no “I” in “team.” And coming together as a team at the UAW-DaimlerChrysler Technology Training Center is what the 40-hour Phase 1 Workplace Organization Model (WOM) training is all about. Darnell Bates, a UAW Local 51 member who works at Mack Avenue Engine II, completed Phase 1 training in the fall of 2005 as part of the plant’s transition to the Smart Manufacturing team structure. “It helps all the members get an understanding of what it is to be an effective team,” says Bates, who started at DaimlerChrysler in 1995 as a part-timer and is now a team leader. By the end of June, approximately 14,000 workers had completed the training. The UAW-DaimlerChrysler National Training Center developed the curriculum and coordinated Phase 1 and Phase 2 training. Although most workers are trained at their locations, some participate at the NTC, the Technology Training Center or an NTC Regional Family Training Center. John Stallings, UAW coordinator for the training, says the sessions empower workers. “When you get everybody supporting each other, it makes a big difference,” he says. “When people know they play a part in the decision making, it makes them feel good about what they’re doing.” ACTIVE LEARNING The training itself is highly interactive, according to LaMar Harris, senior process specialist for Union Relations and management coordinator for WOM training. On Smart teams, the members make the decisions, which helps the production process move efficiently. “The goal,” Harris says, “is to produce a quality product cost-effectively.” Once a plant begins WOM training, all its workers will complete Phase 1, which includes two days of training on “soft” skills, such as communication and conflict resolution. The first phase also includes two days of technical skills training and visual management techniques, using sight cues to help coworkers immediately recognize all standards, including quality standards, production standards and process standards. With sight cues, workers should be able to look at any process on the floor and know, based on the way the area looks, if something isn’t right — for example, if a fluid level is incorrect. The Phase 1 WOM is a hot topic at the UAW- DaimlerChrysler Technology Training Center. The last day of training simulates a production operation. Using the new skills they learned in the previous four days of training, workers transform a problematic operation into a smooth one. “They use Smart tools and people skills to brainstorm and get input from everyone,” says Harris. “They improve the process.” ROLE REVERSALS Stallings, who has been at Chrysler almost 34 years, says he is excited about the Smart team training because it simplifies troubleshooting. One big reason it’s easier for Smart teams, he says, is that team members learn each other’s jobs. Teams have one leader and an average of four to six members who frequently rotate duties to understand every role. Job rotation improves quality because each member knows what should be happening at each step of the process. After completing the training, says Mack II’s Bates, workers are ready to go back to their plants and put what they’ve learned into practice. “That will help the company survive in the automotive world,” he says. ■ www.uawdcx.com TOMORROW FALL 2006 13
Page 1 and 2: LOOKING AHEAD AT THE UAW-DAIMLERCHR
Page 3 and 4: General Holiefi eld comes to his ne
Page 5 and 6: Cruise Control Call the Homework Ho
Page 7 and 8: Real People Making Conquests Everyb
Page 9 and 10: BY RON RUSSELL Real People Mack Ave
Page 11: SOLUTION PDCs pack more productivit
Page 15 and 16: final inspector to find as many pro

2006 Fall Issue - UAW-Chrysler.com

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