Articles

Quality Is No 'Easy Rider'
Accountability, Confrontation two keys to success at Harley-Davidson

Rebel With A Cause
Who is accountable for productive meetings.

Measure for Measure
Merrill Lynch relies on measurements for success and customer satisfaction

When Change Is No Change At All
by Peter Block

The Balance Sheet: Hidden Costs of Open Book Management
by Cathy Kramer

Brief Cases
Business News Briefs

Views for a Change

Pageturners
Book Review

Letters to the Editor

 Question & Background:

Recently, a plant in our community announced that it intended to build a new facility in another state and close the one in our community. We're busily working with the employees of the plant to generate substantive cost savings ideas to convince the plant to stay. One idea generated (estimated to save $4 million) concerned asking the union to accept a two-tiered hiring system in which allowances were made to hire in new job categories paid at a lower rate. (This differs from current pay rate.) What else do you think we might do to convince the plant to stay or what other areas should we examine to find savings?

Beverly Santicola, Exec. Director, ALMCC
(Area Labor Management Committee Council), Zanesville, Ohio

• John Runyan's Responds
• H.James Harrington's Responds