Is No 'Easy Rider'
With A Cause
Change Is No Change At All
Balance Sheet: Hidden Costs of Open Book Management
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?