Taylor Chain II: A Story of Collective Bargaining
- Description
- Reviews
- Citation
- Cataloging
- Transcript
In 1981-2, the Kartemquin filmmakers returned to the Taylor Chain plant to show labor and management working together against the odds, trying to save the plant from becoming the latest victim of anti-union legislation and the globalization of cheap, exploitable labor. A sequel to Taylor Chain I: A Story in a Union Local.
Citation
Main credits
Viverito, Vince (Narrator)
Other credits
Camera, Gordon Quinn; sound, Jerry Blumenthal.
Distributor subjects
Globalization; manufacturingKeywords
WEBVTT
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[sil.]
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In 1980, the Gary Hammond, South Chicago industrial area,
one of the largest steel working complexes in the world
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was in a deep recession. From
the relatively good times
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of the early 1970s, unemployment has
tripled. The prime interest rate has soared
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to 18% and capital investment in
steel and its related industries
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have dropped by half. Hammond, Indiana
at the area center had since 1970,
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lost 13% of its population of 108,000.
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30% of its small businesses
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and over half of its 8300
jobs in fabricated metals.
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This film is the story of one small plant in Hammond and the
efforts of its union and its management to try to save it.
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In 1873, S.G Taylor founded
the Taylor Chain company
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and it was family owned and
operated until 1980. Its workforce
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often had many generations of the
same family and was not unionized
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until 1967 by the United
Steel Workers of America.
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Taylor Chain manufactured
and repaired chain
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for the surrounding steel industry and
produced a line of consumer chains
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sold in hardware stores.
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In the early 1970s, when profited were high,
the company employed over 200 workers.
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But by the summer of 1980,
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Japanese competition in the consumer
market, a depressed steel industry
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and inefficient management had brought Taylor Chain to the
edge of bankruptcy with only 12 workers left in the plant.
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[sil.]
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If it does close, I’m gonna miss it.
It’s a hard thing to express.
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Small plant like this is going
under for lack of management,
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lack of production. It’s like a
family dying or family splitting up.
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You just don’t know what to do anymore.
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[sil.]
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Here you go.
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It’s my company as much as it is
management. I’m like Ted here.
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I’m a 58 years old, open
heart surgery patient.
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Uh… I have no chance uh… to
get a job any place else.
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So I, I have to care.
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The old man was an electrical engineer and there
was nothing that you could pull off on him.
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He knew his chain, he knew his
electricity and he knew his business.
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But when the sun took over,
you try to explain to him…
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He shake his head and walk away and uh…
one day Taylor appointed a certain man
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president of the company. This joker
ran the company down into the ground.
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Now the way he did it was by running the stock down,
cutting the workforce down, cutting the parts orders down.
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So that first year, doubled company’s
profit. How about three years later.
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Right, but they (inaudible) wasn’t a shrewd enough
manager to realize what, how this man had made that,
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that profit. You know, they
approached the union to buy the plant
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but the union didn’t have the money to buy it the
local. And the reason, why I wasn’t sucked into this
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is because I know we can’t run. If it was strictly the
employees inside, I know, we can get a 150% effort
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from every one of them to run that plant. But
what it is, is you have to have the banking
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and the financial institutes with the faith
and trust in you that you can do it.
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I mean, a banker is gonna look at me and say, hey you’re just a
worker. You may be a great inspector, you may be a great welder
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but you’re no businessman and, and
for overall, true value, he’s right.
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And what we need is top management
to do top management’s job.
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Middle management to do middle management’s job
because we are fully capable of doing our job.
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In the fall of 1980, Taylor Chain was saved
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from closing when the Taylor family sold the company to
new owners. The new management brought the workforce
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back to 100 and the union agreed
to a one year wage freeze.
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The new owners said that with the company’s
century old reputation for quality
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and the cooperation of its skilled and dedicated
workforce, Taylor Chain could be saved.
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The workers were optimistic.
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Now the new management has taken over, they
listen to the employees and they try to
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get points from the employees which is going
to help them in the future. And I hope it does
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because my job depends on it too.
One of the things that
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uh… we try to do to improve productivity and
cut costs is to modernize this old furnace.
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Now, the furnace not only comes up quickly
to temperature but you conserve gas energy
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because it’s a super insulated.
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When I first came to Taylor, they had this equipment
up for sale because there were concerns that
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it would never run. It really never ran
because nobody knew how to maintain it.
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Now, this is the most efficient
equipment we have for making chains
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in Taylor chains. When we
cut back the product line,
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we ended up with some obsolete materials that we had
to figure out how to use rather than throw it away.
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So we reached out to the people on
the floor, how can we use this rod?
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Well, I suggested they cut it in pins,
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tumble it and clean it
and, and blank feed them
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and make chain out of them. Otherwise,
it, it would have gone for scrap.
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[sil.]
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This country is facing
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a different kind of an industrial
revolution. The worker has to be involved
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with what’s going on in the company to make a contribution
not only to help the company but to satisfy himself.
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[sil.]
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The workforce is proud of the product that
they build. My orientation is working with
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the people and involving them
in the business, totally.
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I think the membership in that plant is
what uh… caused the new company to buy.
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I don’t think there is any doubt about that. They
knew those people would work and they wanted to work
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and we’re willing to do anything
within reason to keep that plant open.
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Even with the local history of militance. Even, even with, even with
that. Of course, we all know that we went through a real rough period.
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Three or four years where wildcat
strikes we had, legal strikes.
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But that goes within a union when it first
formed. You can go to a period like this until,
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you get your membership together, as a
unit working together until the company
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becomes convinced that the people are a union and they
are gonna stick together and they have to deal with them
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and they have to deal with them across the
table and dealing with them fairly and justly.
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But soon after the new
management took over,
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despite the cooperation between the company and
the union, Taylor Chain was again in trouble.
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The economic recession deepened dramatically
particularly in the steel industry
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and in the spring of 1981, the
company demanded a 10% wage cut.
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The union reluctantly voted to accept the cut
hoping to prevent layoffs and save the plant.
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But the economy continued to
decline and within six months
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over half the one hundred
workers were laid off.
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As the October contract negotiations approached,
the fate of the plant was again uncertain.
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We’ve done everything we can.
We took a 10% cut.
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Now our people are being laid
off, reduction of work all over.
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I mean, there is uh… all kinds
of feelings, emotional,
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mixed emotions in here, right now.
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We’re all being shipped around from one place
to the other one. They try to make it look like
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things are really down and down. But
really, I don’t think so. They’ve been,
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how would you say, going bankrupt before
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ten years, haven’t made it yet. The union has done
everything. They, they’ve been over backwards
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in trying to help the company, you know,
in a lot of different financial situations
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and they are still gonna work with that. So
they lost a 10% and they also lost their jobs.
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So I don’t think the union can do anymore out
here, you know. They just have to keep on
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trying to protect the people as best as they can.
That’s all a union can do. It’s up to the company now.
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The company is not yet safe. We are
still climbing that loss curve.
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But we built upon between
management and workers
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which is a covenant that says,
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we’re all gonna work together to save the company. So
how do you do the negotiations that are coming up?
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Oh, right now, we’re
looking forward to that
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because there are some things that we’d like to change
in the contract to make the company more flexible
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relative to work loads. Uh… right
now, I can’t offer a thing in money
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because we aren’t even in the black yet.
But we can talk about
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how we are gonna share the wealth when we do get in
the black and that’s something that has to be faced.
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The negotiations for a new contract
were conducted in a nearby motel.
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On the first day, the company presented its
financial position. At the second meeting,
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the union asked for the 10% pay
cut to be restored, a 5% raise
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and improvements in healthcare, pensions and working conditions.
It should have been done and could have been done in the plant.
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And anyways… But the union objects to
the company’s contracting out of work
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that could be performed by union members.
And when I and Mary Mag did
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custody work at that time, we also cleaned
upstairs in the conference room up there.
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Things used to be different, you know, you had two,
four time custodian because you had 200 people
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almost working in the plant. She is right.
You used to put that away from the union
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and give it to the person that you
have coming and clean up the office.
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Wait a minute, wait a minute, it’s something else coming out here.
What gave you the right to take that away from and get another
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custodian to come and do that if that was always
bothering you at work. You didn’t have that right.
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We always have things come out,
come down if it wouldn’t work.
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And let me tell you something else that happened. When they got
a very important meeting, they’ll tell one of our employees
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go upstairs and mob up there, clean up those
rooms. Let me ask you something, do you have,
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do you have a custodial outside custodial coming in that
plant now? We explained how this whole situation started.
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Okay. Back in the 70s, the company felt
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that the hourly employees were getting all
kind of information out of the office.
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All right. You correct me if I’m wrong.
And the union come back and say,
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hey, if you don’t trust the hourly employees
get somebody else to clean the damn office.
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And that’s exactly what the hell the
management did. And ever since that time John,
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we’ve had our own part-time office cleaner. You’re
asking these questions and making these statements
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but they know about it. If you don’t, I’m
sorry. Well, I know, I don’t because no way,
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this union sit back and give away our
damn jobs. They should in this case.
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Well, I don’t know about that either. It was given away
when the other one was president, I want you to know.
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After lunch, the company
demands contract concessions
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including the removal of language that restricts
their freedom to hire part-time workers.
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The union feels that these contract concessions will not
solve the company’s problems and rejects most of them.
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Half of the stuff here is bad management,
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laziness on the company, stupidity. Well, I understand why
it’s your position as everything is wrong with Taylor Chain
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while standing on the shoulders of management.
That’s fine. And we can spend today,
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the next two weeks or the next six
months arguing that particular point.
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All right. If you want to.
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I think that management looks at these negotiations
and they’re thinking they may have made a mistake.
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They shouldn’t have asked those employees
for the 10% wage reduction in April
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and just let the client go. And why in the heck extend that
plan just for another six month? Doesn’t make any sense,
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so maybe we did make a mistake.
Well, it’s very possible,
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the people made a mistake too. I’m sure, there is a lot of people that
got laid off since then, and probably wish they had their vote again.
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Because they got laid off anyway without any
hopes to return into work, so it was immaterial
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whether the plant shut down or you get
laid off. What difference does that make?
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Okay, let me say something. You got item
one over here where you want the word
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part-time removed, right. Well, I
would say about two months ago,
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what is this? October.
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Lian called us in his office
and he had a job to do.
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He wanted to use our people for that job.
But you wanted them as part-time people
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and didn’t want to pay them our
union scale. So we disagree
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and this is what I’m getting from this.
First thing you know, you’ve got 40 people
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working part-time and 20 people working 32 hours a
week. And these people are not paying any dues.
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You won’t keep them long
enough to pay any dues,
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you reckon a union and we’re not gonna be a party to
it. God damn it, we just can’t give and give and give.
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Well, if we gave you the language, we
don’t even have a contract anymore.
00:14:10.000 --> 00:14:14.999
We don’t have, we don’t have it, Chris. Look, we’ve
done everything possible. Increase production,
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given your wage cuts, doing everything to keep that
plant going. But we’re not gonna give you that.
00:14:20.000 --> 00:14:24.999
Now if I accept all your nos,
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the way Mr. Bierman wants me to accept them,
then I only have one thing to look at.
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I know that, that tomorrow morning, when we
make a link of chain, it’s gonna cost x.
00:14:35.000 --> 00:14:39.999
All right.
00:14:40.000 --> 00:14:44.999
And on November one, if we have a
contract, it’s gonna cost x plus.
00:14:45.000 --> 00:14:49.999
That’s fine. But for you to
sit there and tell us about
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the chain going up in price, I
know, it’s gonna go up in price.
00:14:55.000 --> 00:14:59.999
Everything else is going up in price.
We told you everything in this contract
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is subject to change. But I’m not gonna sit
on this side and say, I’m gonna take this out
00:15:05.000 --> 00:15:09.999
and this out and this out and then you
give us a nickel or a penny. No way.
00:15:10.000 --> 00:15:14.999
For there are people too out there.
And it is me out there too.
00:15:15.000 --> 00:15:19.999
Maybe, I’m wrong, Bierman,
if I am, be my guest.
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This is like the same horseplay, you did
last year. Well, I’ll tell you what. I…
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Same horse and bargain at the other side.
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I haven’t seen one change, one eye over in
your bargain What have we seen from you?
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It’s nothing. Just a bunch of BS. If
we’re going to give you any proposals,
00:15:40.000 --> 00:15:44.999
we’ll give them to you. Look, if we
were to go in there with this language,
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and there was no money in return or so
damn low, it wouldn’t really matter,
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it would be all over. You know,
what happen if we have a strike.
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You have assurances on the side of
the table when you reach a point,
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a problem that is so significant, it has to be some
adjustments or changes that make sense to the union.
00:16:05.000 --> 00:16:09.999
It’s nothing it says that we
can’t talk to you about it.
00:16:10.000 --> 00:16:14.999
But we’re not gonna give you a license
to steal. You’re not gonna get it.
00:16:15.000 --> 00:16:19.999
You know uh… it wasn’t too long ago when Mr.
(inaudible) was here that almost the same
00:16:20.000 --> 00:16:24.999
proposals were given to us. It was
just like given up this contract.
00:16:25.000 --> 00:16:29.999
So we put it up on the board and
the people were fighting mad,
00:16:30.000 --> 00:16:34.999
and it’s almost the same thing
right now you’re asking us to do.
00:16:35.000 --> 00:16:39.999
I say, there is some things that can be changed
but I want to see the money on the table.
00:16:40.000 --> 00:16:44.999
[sil.]
00:16:45.000 --> 00:16:49.999
The fourth day.
00:16:50.000 --> 00:16:54.999
The union waits for the company bargaining team to
arrive. The company has agreed to make a money offer.
00:16:55.000 --> 00:16:59.999
[sil.]
00:17:00.000 --> 00:17:04.999
Okay,
00:17:05.000 --> 00:17:09.999
we should make a proposal that should be
considered by the union as a last offer.
00:17:10.000 --> 00:17:14.999
Before we do that, a couple
of other people in my team
00:17:15.000 --> 00:17:19.999
will like to make a few comments. I
think Jerry will like to do that.
00:17:20.000 --> 00:17:24.999
Uh… before I started at Taylor Chain
Jack, I talked to our (inaudible).
00:17:25.000 --> 00:17:29.999
How he spelt out a challenge.
Taylor Chain had seen better times,
00:17:30.000 --> 00:17:34.999
past managements really did
not take care of the facility
00:17:35.000 --> 00:17:39.999
and the people as they should have
taken care of. But many of the people
00:17:40.000 --> 00:17:44.999
that are with the company
feel that company once more
00:17:45.000 --> 00:17:49.999
could stabilize and grow.
So I went home after
00:17:50.000 --> 00:17:54.999
last negotiations and I
stayed up most of the night
00:17:55.000 --> 00:17:59.999
reading sort of contract. What I’ve seen in
the contract is really many, many faces that
00:18:00.000 --> 00:18:04.999
I have not met. People that were involved
00:18:05.000 --> 00:18:09.999
in writing the language of the contract
before how I came to Taylor chain.
00:18:10.000 --> 00:18:14.999
Anyway, reading through the
contract and listening
00:18:15.000 --> 00:18:19.999
to what I have heard down here and
what I already witnessed in the plant.
00:18:20.000 --> 00:18:24.999
I want the union to know and you to know Jack
that I can live with the language of the contract
00:18:25.000 --> 00:18:29.999
as it is right now.
00:18:30.000 --> 00:18:34.999
I can, CAN. I don’t see any need
to change anything in there
00:18:35.000 --> 00:18:39.999
provided that management and myself
00:18:40.000 --> 00:18:44.999
retain the relationship
with the bargaining group
00:18:45.000 --> 00:18:49.999
and I would be willing to continue
that working relationship.
00:18:50.000 --> 00:18:54.999
You’re just reiterating what we said all
along. I will give the company credit
00:18:55.000 --> 00:18:59.999
to this extent in the last
four years particularly
00:19:00.000 --> 00:19:04.999
during these hard times at Taylor chain company and
they’ve never once blamed the union for the problems,
00:19:05.000 --> 00:19:09.999
financial problems they have in their plant. We
felt as there is no way we could go any further
00:19:10.000 --> 00:19:14.999
with the language because the only way this
plant is gonna survive is working as a team.
00:19:15.000 --> 00:19:19.999
Now, this company
00:19:20.000 --> 00:19:24.999
feels that it has to do something to tell
you that they appreciate the cooperation
00:19:25.000 --> 00:19:29.999
that they’ve received from the
union and our proposal is this.
00:19:30.000 --> 00:19:34.999
A one year contract,
effective November 1, 1981.
00:19:35.000 --> 00:19:39.999
We will go back to the salary
schedule that was in effect
00:19:40.000 --> 00:19:44.999
prior the 10% cut. Reduce
that salary schedule by 9%
00:19:45.000 --> 00:19:49.999
and pay that out for one quarter.
Short hand the phrase
00:19:50.000 --> 00:19:54.999
1% a quarter non-cumulative.
That’s 4% rate.
00:19:55.000 --> 00:19:59.999
Yes, over a year, quarter basis.
Why not just give it back
00:20:00.000 --> 00:20:04.999
instead of per quarter, just all at once? Because
we can’t afford to give it all back at once
00:20:05.000 --> 00:20:09.999
and that’s the way we set. All right,
why don’t you give us some confidence,
00:20:10.000 --> 00:20:14.999
so we can discuss this matter.
00:20:15.000 --> 00:20:19.999
I get what, 24 cent in a year, man.
I’ll tell you something about that.
00:20:20.000 --> 00:20:24.999
We can live with the contract too because we
wrote it. But that don’t mean that we didn’t
00:20:25.000 --> 00:20:29.999
even change some of that benefits in there.
Well, what about the laid off people?
00:20:30.000 --> 00:20:34.999
What are we going to do for laid off
people: To give them section B.
00:20:35.000 --> 00:20:39.999
It’s not much but it’s something.
00:20:40.000 --> 00:20:44.999
It talk about the insurance when a person gets laid
off for one month, right. Because I’m telling you,
00:20:45.000 --> 00:20:49.999
it’s hard on our people. When they get laid off one
day and the next day they have to come in with
00:20:50.000 --> 00:20:54.999
uh… a hundred or some dollars to pay their insurance.
Well, why don’t we put this card on the table
00:20:55.000 --> 00:20:59.999
and tell them the money that we all have
to give that some more consideration.
00:21:00.000 --> 00:21:04.999
But I can’t see this one percent. What if
we could get them to move in a direction
00:21:05.000 --> 00:21:09.999
to give it all at one time? Oh, it’s 5%.
00:21:10.000 --> 00:21:14.999
What’s your bottomline?
00:21:15.000 --> 00:21:19.999
All we said is we would try to get back.
00:21:20.000 --> 00:21:24.999
You’re gonna accept 1%? I didn’t say that. No,
I’m just asking. Would you accept that 1%?
00:21:25.000 --> 00:21:29.999
Would you? No. See, we have had to think
about it. I’m just giving a decision.
00:21:30.000 --> 00:21:34.999
I want to figure this out myself first and I can’t
figure it out in the state of mind right now.
00:21:35.000 --> 00:21:39.999
I’m going home and read it over. And I’m gonna
check these year’s pay wages back here.
00:21:40.000 --> 00:21:44.999
That’s what you should too.
We do have some problems.
00:21:45.000 --> 00:21:49.999
After the cocus the union asks the company for a one month
extension of the health insurance for workers who are laid off
00:21:50.000 --> 00:21:54.999
and to reconsider the money offered.
As far as the money goes,
00:21:55.000 --> 00:21:59.999
I feel like we got to have it like at one time. Giving
it back 4% when you took out a 10% all at one time.
00:22:00.000 --> 00:22:04.999
It’s kind of hard to swallow. So we
want you to take another look at that.
00:22:05.000 --> 00:22:09.999
[sil.]
00:22:10.000 --> 00:22:14.999
I’m not basically a rude person and I don’t think you’re
basically a rude person. So I’m not gonna get up and walk out
00:22:15.000 --> 00:22:19.999
of this room. But I do
want to reiterate for you.
00:22:20.000 --> 00:22:24.999
That what I said this morning
00:22:25.000 --> 00:22:29.999
is the final position of this
company with respect to money
00:22:30.000 --> 00:22:34.999
and fringe benefits.
00:22:35.000 --> 00:22:39.999
That money is the money and
I, that’s all I can say.
00:22:40.000 --> 00:22:44.999
We will come back here on Wednesday. You know, you and I one
way or another are gonna walk away from these things Steve.
00:22:45.000 --> 00:22:49.999
We’re not gonna be in that plan. The other people
that stay are gonna have to live with what’s done.
00:22:50.000 --> 00:22:54.999
You wanted just what point in
time, the membership is gonna say
00:22:55.000 --> 00:22:59.999
enough is enough. I really do. You’re
not asking us something that’s easy.
00:23:00.000 --> 00:23:04.999
On the fifth day, the company promises
to extend the health insurance
00:23:05.000 --> 00:23:09.999
if the union negotiating team will recommend the
contract to the membership. But they refused
00:23:10.000 --> 00:23:14.999
to offer more money. The union holds a cocus. If you
are just gonna go in there without recommending…
00:23:15.000 --> 00:23:19.999
They must decide whether or not to recommend the company’s
final offer. I have to have time to think about this
00:23:20.000 --> 00:23:24.999
because this one percent at a
time, we’re heading on nothing
00:23:25.000 --> 00:23:29.999
and they still haven’t see if they are going to go along with
insurance. They get you the insurance if you recommend the other.
00:23:30.000 --> 00:23:34.999
He says, I can’t give it to you.
00:23:35.000 --> 00:23:39.999
That was their final offer
and then I gonna move.
00:23:40.000 --> 00:23:44.999
[sil.]
00:23:45.000 --> 00:23:49.999
All right, Wally, what’s your opinion?
00:23:50.000 --> 00:23:54.999
You’ve really forced in recommending it
00:23:55.000 --> 00:23:59.999
because he’s gonna take it anyway. I mean, hey,
these people at Taylor Chains are not stupid.
00:24:00.000 --> 00:24:04.999
I don’t care what anybody thinks
because we went along so damn far
00:24:05.000 --> 00:24:09.999
but they still have to make a living and there
is nothing outside. Now, if they don’t want it,
00:24:10.000 --> 00:24:14.999
they’ll tell you right out no way.
And they aren’t afraid to tell you.
00:24:15.000 --> 00:24:19.999
The 4% at one time is definitely out.
00:24:20.000 --> 00:24:24.999
John, that don’t mean that those people are gonna
accept it. I know it. If they don’t want it,
00:24:25.000 --> 00:24:29.999
they don’t want it.
00:24:30.000 --> 00:24:34.999
Well, but what if we don’t accept it John.
I just say, we tell him no,
00:24:35.000 --> 00:24:39.999
we’re not gonna, we’re not gonna accept
it and they all go, they lose this.
00:24:40.000 --> 00:24:44.999
It’s up to you.
00:24:45.000 --> 00:24:49.999
I’ll go along. I want to go along. Okay.
00:24:50.000 --> 00:24:54.999
But it’s with the, that they get this.
Okay. All right.
00:24:55.000 --> 00:24:59.999
Okay. Then this is the way we’ll do it.
00:25:00.000 --> 00:25:04.999
I’ll take the heat. We’ll
all take the heat. I mean…
00:25:05.000 --> 00:25:09.999
I didn’t like a lot of times
but I wasn’t alone. I did.
00:25:10.000 --> 00:25:18.000
[sil.]
00:25:25.000 --> 00:25:29.999
You and I know, you can’t find a job in this area. So
what are we gonna do? Maybe this should be the last year
00:25:30.000 --> 00:25:34.999
that we have to go through this.
00:25:35.000 --> 00:25:39.999
Once again, the negotiations are
always difficult to do or change.
00:25:40.000 --> 00:25:44.999
I have always appreciated the manner in which you
carried on negotiations but today if this plant
00:25:45.000 --> 00:25:49.999
does get on its feet, we gonna howl hall way
more to his word because we have a long members.
00:25:50.000 --> 00:25:54.999
God willing, we will be
here next year. Okay.
00:25:55.000 --> 00:25:59.999
[sil.]
00:26:00.000 --> 00:26:04.999
Two days later, the union met to vote on the
contract proposal. But they would then carry you
00:26:05.000 --> 00:26:09.999
for an additional month of
your insurance and by the way…
00:26:10.000 --> 00:26:14.999
The negotiating committee has recommended
that the membership accept the contract.
00:26:15.000 --> 00:26:19.999
The contract preserves all of the union’s
previously one language for three years.
00:26:20.000 --> 00:26:24.999
There were no concessions. The
money agreement is for one year
00:26:25.000 --> 00:26:29.999
and though it does include 30% of health insurance for
workers who get laid off, the 1% per quarter raise
00:26:30.000 --> 00:26:34.999
fails to get back much of the 10% cut
the membership took in May of 1981.
00:26:35.000 --> 00:26:39.999
Wait, wait, let me say something. We go
through the contract and try to find areas
00:26:40.000 --> 00:26:44.999
that we think need improvement. We ask for all these
things. We know, we aren’t going to get them.
00:26:45.000 --> 00:26:49.999
By the same token the company comes
back with about 18 different things,
00:26:50.000 --> 00:26:54.999
they ask for that they know, they aren’t gonna get. But that’s
part of bargain. You keep trying to get as much as you can.
00:26:55.000 --> 00:26:59.999
Wait a minute, there is two other people that
have their hands raised. I’m one of those two
00:27:00.000 --> 00:27:04.999
and then we’re gonna have a vote.
Back there and you, we’ll get you.
00:27:05.000 --> 00:27:09.999
Now the talk is that they just as well run the plant with
what workers they have there and they don’t need more.
00:27:10.000 --> 00:27:14.999
No, I don’t think that’s true because I
walk through the plant with Jerry today
00:27:15.000 --> 00:27:19.999
and he felt that this was uh… gonna be better and
they were gonna be able to call more people back.
00:27:20.000 --> 00:27:24.999
Why are they giving us the 4% quarterly
00:27:25.000 --> 00:27:29.999
instead of giving it all to us at one time?
00:27:30.000 --> 00:27:34.999
The last proposal we made was to
put the 4% up front and they said,
00:27:35.000 --> 00:27:39.999
we are still not making money, we’re still losing money. But as
a token, we feel that we could not come back to these people
00:27:40.000 --> 00:27:44.999
without giving them something.
00:27:45.000 --> 00:27:49.999
All right, come on. If you accept the
recommendation of your committee
00:27:50.000 --> 00:27:54.999
to accept this proposal, then you vote yes.
If you want to strike, you vote no.
00:27:55.000 --> 00:27:59.999
And we’ll start with one aisle at a time.
One aisle.
00:28:00.000 --> 00:28:08.000
[sil.]
00:28:10.000 --> 00:28:14.999
How is your baby doing? All right.
00:28:15.000 --> 00:28:19.999
Let me have your attention.
It was uh… 80 votes cast.
00:28:20.000 --> 00:28:24.999
It was 62 to accept and 18 to reject.
00:28:25.000 --> 00:28:29.999
So you do have an agreement.
62 to 18 in favor.
00:28:30.000 --> 00:28:38.000
[sil.]
00:28:40.000 --> 00:28:44.999
What’s the situation today? Well, it really is no
better. We had to give them another year extension
00:28:45.000 --> 00:28:49.999
on their contract. We didn’t
get any benefits or anything.
00:28:50.000 --> 00:28:54.999
We just accepted it as it was. And
it really don’t look any better.
00:28:55.000 --> 00:28:59.999
Nine people were laid off yesterday
00:29:00.000 --> 00:29:04.999
and I think there is 17 left. Now
we’re right down to the nitty-gritty.
00:29:05.000 --> 00:29:09.999
So, I don’t know how long it’s gonna last.
00:29:10.000 --> 00:29:14.999
I mean, we’re working day by day over here. Everybody has
tried awfully hard to try to make a go but you know,
00:29:15.000 --> 00:29:19.999
everyday, you read the paper, other plants
that have been having these problems,
00:29:20.000 --> 00:29:24.999
you know and yet we are struggling
alone day by day, you know.
00:29:25.000 --> 00:29:29.999
Conditions are so tight right now that the
bank has said, we want to get as much box in
00:29:30.000 --> 00:29:34.999
as we can to keep the line liquid.
The future looks bleak
00:29:35.000 --> 00:29:39.999
right at this point in time. If conditions
stay like they are, we probably won’t make it.
00:29:40.000 --> 00:29:48.000
[sil.]
00:29:50.000 --> 00:29:54.999
Five months later in April of 1983, Howie Moore and
the new management were forced to declare bankruptcy
00:29:55.000 --> 00:29:59.999
and close the plant. The workers who
were left lost their vacation pay
00:30:00.000 --> 00:30:05.000
to the bankrupt company but the union
was able to protect everyone’s pension.