DEARBORN TRUCK PLANT
FINAL AND PAINT OPERATIONS
3001 Miller Road
Dearborn, MI 48120
2011 LOCAL AGREEMENT
IMPORTANT DEARBORN TRUCK
PLANT TELEPHONE NUMBERS
Attendance Call-in……………………………………………………………………..866-893-0576
Committee Room…………………………………………………………………………... 32-29613
Committee Room Fax……………………………………………………………………… 33-79766
UAW Chairperson – Nick Kottalis………………………………………………………….32-29419
UAW VP – Melvin Lofton………………………………………………………………….399-8870
UAW Bargaining Committee – Gary Walkowicz……………………………………….. 84-57331
UAW Bargaining Committee – Kane Maks…………………………………………….... 32-23129
UAW Bargaining Committee – Dewayne Jackson…………………………………………845-0114
UAW District Committee – Kevin Doss……………………………………………………845-5271
UAW District Committee – Alan Alexander………………………………………………. 32-25943
UAW District Committee – Ben Pallazolo…………………………………………………845-7713
UAW District Committee – John Lindsey………………………………………………… 845-0002
UAW District Committee – Nick Stojanovski…………………………………………….. 84-50506
UAW District Committee – Steve Klimek………………………………………………... 84-53467
UAW District Committee – Darryl Paige ……………………………………………….. 248-1436
UAW District Committee – Tom Mitchell………………………………………………… 206-2136
UAW District Committee – Lawrence McCoy…………………………………………......248-2493
UAW Health and Safety Representative – Curtis Newton………………………………… 84-54217
UAW Health and Safety Representative – Dominick Debellis………………………......... 845-0401
UAW Health and Safety Representative – Chuck McCoy……………………......…......... 845-0401
UAW Ergonomics Representative – Natalie Hudgins…………………………………….. 845-1636
UAW Employee Support Services Programs Rep. – Bruce Belle………………………... 84-52678
UAW Quality Assurance Liaison – Brenda Brundidge……………………………………. 39-07785
UAW Benefits Representative – Sherry Vann-Wilson…………………………………… 20-67967
UAW Employee Resource Coordinator – John Moret…………………………………….. 39-02825
UAW Job Security Representative – Mark Marshall……………………………………… 59-46737
Local 600…………………………………………………………………………………... 84-25350
UAW Legal Services………………………………………………………………………. 94-35300
Labor Relations Office…………………………………………………………………….. 84-50505
Central Medical Service…………………………………………………………………….32-30045
UniCare Insurance Company………………………………………………………...1-800-843-8184
FCN Room – Rodney French……………………………………………………………… 33-74008
Payroll Office……………………………………………………………………………..... 32-20344
Plant First Aid……………………………………………………………………………… 84-51315
Rouge Emergency – Fire, Medical, Security………………………………………………. 32-23313
Rouge Site Security…………………………………………………………………………32-27690
Rouge Chief Financial Credit Union……………………………………………………... 846-7300
DTP Safety Office…………………………………………………………………………. 84-50458
33-71948/24-83433
S.U.B. Office (Rouge Office Building)…………………………………………………….32-27432
Worker's Compensation…………………………………………………………………….33-72500
North American Emergency Information Hotline – Contact number if a condition occurs
that interrupts the normal course of business (power outage, crisis, shift cancellation,
etc.)……………………………………….……………………………………….. 1-800-603-FORD
1
TABLE OF CONTENTS
2011 Local Negotiations Settlement Agreement……………………………………..…………...............04
Important Information Should Know……………………………………………………………………05
Joint Dispute Resolution Procedure……………………………………………………………………….07
Absence Call-in Procedure………………………………………………………………………………0 8
Team Leader Selection……………………………………………………………………………………09
Team Leader Accountability / Disqualification………………………………………………………….. 09
Team Coordinator / Leader Job Duties…………………………………………………………………... 10
Production Floor Team Member…………………………………………………………………………. 11
Plant Occupational Group Agreement…………………………………………………………………… 13
Overtime Agreement……………………………………………………………………………………... 16
Promotional / Non-Promotional Transfer Agreement…………………………………………………… 18
Dearborn Truck Shift / Crew Preference…………………………………………………………………. 20
Letters of Understanding
Break-in Time……………………………………………………………………………………………. 22
Disciplinary Cases Held Without Union Representation………………………………………………… 22
Employee Working Before the Bell……………………………………………………………………… 22
Form 4600s……………………………………………………………………………………………….. 22
Loan Outs By Team……………………………………………………………………………………… 22
Management Calling Employee's Home…………………………………………………………………. 22
Pay Shortage Processing…………………………………………………………………….……………23
Pest Control………………………………………………………………………………………………. 23
Placement of Medically Restricted Employees…………………………………………………………... 23
Posting of Vacation Schedules…………………………………………………………………………… 23
Return Off Leaves………………………………………………………………………………………... 24
Rouge Area Health and Safety Procedure – Complaint Procedure………………………………………. 24
Rouge Area Health and Safety Procedure – Grievance Procedure………………………………………. 25
Health and Safety………………………………………………………………………………………. 26
Tentative Work Schedules………………………………………………………………………………...28
Accident Reports…………………………………………………………………………………………. 28
Jumper Cables……………………………………………………………………………………………. 28
Union Participation in the Orientation of New Hires…………………………………………………….. 28
Adverse Body Mix……………………………………………………………………………………….. 29
Attendance………………………………………………………………………………………………... 30
Parking Lot Security and Maintenance…………………………………………………………………... 31
Carryover Operating Processes:………………………………………………………………………….. 32
Early Breaks/Lunch • Medical Services • Food Services
Continuous Improvement………………………………………………………………………………… 33
Employee Recognition…………………………………………………………………………………… 34
Frequency of Job Rotation……………………………………………………………………………….. 35
Good and Welfare/Mutual Growth Meetings…………………………………………………………….. 36
Joint Meeting………………………………………………………………………………………….….. 37
Line Speed Controlling Devices…………………………………………………………………………. 38
Supervisors Performing Included Work………………………………………………………………….. 39
Mutual Respect and Prevention of Harassment………………………………………………………….. 40
Mutual Respect of Salaried/Hourly Employees at Dearborn Truck Plant……………………………….. 41
2
TABLE OF CONTENTS – Continued
Pay Shortages…………………………………………………………………………………………….. 42
Procedure for Personal Planned Day Off………………………………………………………………… 43
Release of Employees – Medical Reasons……………………………………………………………….. 44
Proper Pay for MP&L Employees………………………………………………………………………...45
Overtime Scheduling……………………………………………………………………………………... 46
Overtime Equalization……………………………………………………………………………………. 47
Dearborn Truck Plant 3 Crew Pay Principles……………………………………………………………. 48
Alternate Work Schedules – C-Crew Shift Switching…………………………………………………… 49
Work Standards…………………………………………………………………………………………... 50
Quality……………………………………………………………………………………………………. 51
Plant Ventilation………………………………………………………………………………………….. 52
Preventative Maintenance………………………………………………………………………………... 53
Plant Stability During 2015 Major Launch…………..…………………………..…………………………...54
Miscellaneous Items ..………………………………………...……………………………………..……55
3
Settlement Agreement
Dearborn Truck Plant, Final and Paint Operations
It is mutually agreed between Ford Motor Company, Vehicle Operations, Dearborn Truck Plant, Final
and Paint Operations, and the International Union, U.A.W. Local 600, Dearborn Truck Plant, on
December 2, 2011 that the following understanding constitutes a full and complete settlement of all issues
discussed during local negotiations.
FORD MOTOR COMPANY
Dearborn Truck Final and Paint Operations
International Union
Local 600
______________________________
______________________________
______________________________
______________________________
______________________________
______________________________
______________________________
______________________________
______________________________
______________________________
______________________________
______________________________
Vehicle Operations
Region 1A
______________________________
______________________________
Labor Relations Staff
National Ford Department
______________________________
______________________________
The Union through its duly authorized representative hereby certifies that the foregoing agreement
between the Company and the Union was properly ratified by the membership on December 2, 2011.
4
Important Information You Should Know
1.
Read the agreements, both Master and Local, carefully. If you have any questions, contact your
Union Representative.
2.
Read FCN and postings boards daily.
3.
Discuss any issues you have with your Supervisor and Committeeperson immediately.
4.
Do not sign any paper without reading it first. Be sure of what you are signing.
5.
VERY IMPORTANT – Keep both the Union and the Company informed of your correct address
and telephone number. This is your responsibility. It could affect the status of your employment.
6.
5-DAY QUIT NOTICE – If at anytime you should receive a 5-DAY NOTICE, contact
Management (Labor Relations) immediately and report the reason for your absence. Also get the
name of the person to whom you are reporting. This applies even if you are on Medical Leave of
Absence. Failure to respond to a 5-Day Notice will result in termination.
7.
A seniority employee with less than six (6) months seniority who is absent for three (3) working
days without properly notifying the Company and giving a satisfactory reason for his absence
(unless it is not possible for him to do so) is subject to immediate termination.
8.
MEDICAL LEAVES OF ABSENCE:
• Call Unicare at 1-877-475-9652.
9.
10.
•
Report to Labor Relations Office for leave when disabled to obtain a form 5166. You
must submit a form 5166 to the Plant Medical Department completed by your treating
physician to justify your time off and / or to extend a medical leave.
•
If unable to immediately report to Labor Relations (i.e., hospitalization), contact the
Medical Department to request a conditional medical leave and obtain a form 5166 prior
to the expiration of your conditional leave.
•
Respond immediately to requests from the Company and Unicare. Failure to comply
may delay or result in loss of benefits.
•
Employees MUST report to the Plant Medical Department on the day prior to the date
they are released to return to work.
•
Employees MUST clear thru Labor Relations before they return to work.
IN-PLANT INJURIES:
• Immediately report all accidents and injuries to your supervisor.
•
Immediately report these injuries to the Medical Department for evaluation and future
treatment if necessary.
•
Report injury to Worker's Compensation Representative.
•
Failure to comply with the above may result in discipline for failure to follow instructions
and an industrial injury being considered personal with a loss of compensation.
If you have questions concerning benefit related issues, contact your Benefits Representative at
the Union Office.
5
PROCEDURE FOR ENTERING AND EXITING THE PLANT/SITE
When requested, employees will be required to reveal contents of packages, lunch
boxes, purses, etc., in their possession while entering and exiting the Plant/Site.
6
Joint Dispute Resolution Procedure
The UAW Local 600, Dearborn Truck Plant Unit, representing the Dearborn Truck Plant
("DTP"), Final and Paint Operations and Ford Motor Company Management are committed to
assuring that the DTP's non-traditional Operating Agreement functions at an optimal and
constructive level. However, the parties do fully recognize that because of the changes involved
in implementing new operating patterns, difficulties may arise prior to, during or after
implementation. As a result, it is critically important to establish a mechanism for consultation
and problem solving if and when significant innuendos arise.
Therefore, the parties have agreed that when significant issues emerge, the affected party may
request a meeting of the Plant Operating Committee and the Union Bargaining Committee to
discuss ways of resolving issues. Most importantly this includes the ability to discuss existing
contract language when it can establish that it is an obstacle in meeting the intent of the nontraditional operating agreement. Then, through mutual consent, the parties will decide the
appropriate remedial action.
Notwithstanding, the parties acknowledge that the present Mutual Growth Forum and Good and
Welfare meetings still provide excellent opportunities to jointly resolve issues that become
problematic. It is expected that these forums will continue to be used to promote
understanding, improve relationships, and prevent disputes through ongoing cooperative
problem solving.
None of the meetings or forums in this understanding are intended to interfere with or replace
collective bargaining or the grievance procedure.
7
Absence Call-in Procedure
All unscheduled absences are to be reported to the Company using the Attendance Tracking System. The
hourly employee call-in process requires you to call the Attendance Tracking System at the toll free
number (1-866-893-0576) at least 15 minutes prior to the start of your shift. The Attendance Tracking
System will ask you to enter your individual information, following the prompts below:
•
•
•
•
•
•
•
•
•
Enter your 9 digit social security number
Enter your eight digit Ford Service Date (example, July 15, 1996 would be entered as
07151996)
Press 1 if tardy, press 2 if absent
Press 1 to confirm selection, press 2 to change selection
If absent select one of the following reasons for absence:
1. Illness
2. Transportation Problems
3. Personal Business
4. Family Emergency
5. Inclement Weather
6. Other
Press 1 if correct, press 2 to change information
Enter your expected return to work date using eight digits
Press 1 if correct, press 2 to change information
Record the confirmation number issued
A notice will be re-distributed to all hourly employees informing them if they are going to be absent or
late, to call before their starting time the "Rouge-Wide Call-In Number," 1-866-893-0576. This
automated call-in system will record the employee's call and provide a call-in number to the employee in
order to verify his/her call.
Reporting unscheduled absences does not justify or excuse your absences. This will enable your
supervisor to review and make adjustments to cover your unscheduled absence. You are still required to
clear through Labor Relations before you report to work for any unscheduled absences.
TARDY EMPLOYEES
An employee who reports for work more than one (1) hour after the shift begins will not automatically be
sent home. Before an employee is sent home, the Manufacturing Advisor will consider the following:
•
•
•
•
Past attendance record
Legitimacy of his/her excuse
Past record of performance
Operational needs, which may cause multiple manpower, moves if he/she were placed on the
team.
Failure to call-in timely or report an absence subjects you to disciplinary action for failure to follow
instructions. If you have confirmed personal days or vacation days with your supervisor, you are not
obligated to call-in since the time has been planned.
EMERGENCY CALL-OUT PROCEDURE
Employees who need to leave the plant due to a personal emergency will be required to notify and
complete an "Early Out Form" with their supervisor, and to bring back proper documentation to their
supervisor, justifying their absence. Failure to provide proper documentation may result in disciplinary
action.
8
Team Leader Selection
It is mutually agreed between Ford Motor Company, Vehicle Operations, Dearborn Truck Final and Paint
Operations and the International Union, UAW, Local 600, Dearborn Production Unit who represent same
Operations, on December 2, 2011 at Dearborn, Michigan, that the following provision will govern the
assignment to the "Team Leader" classification.
Team Leader Selection
•
Team Leaders will be selected utilizing the Dearborn Truck promotional agreement in accordance
with Article IV, Section 2 (a) of the Master Agreement.
•
Employees will not be eligible to bid for a team leader position if they are on a
probationary waiver.
•
Team leaders will be selected from a list of candidates on the team/shift for which
the vacancy occurs through the promotional bid process. Team leader candidates
must have achieved at least one year of service with the Company and have three
months of service with the work group team.
•
If there are no candidates from within the team that have met the criteria, candidates
will be considered first from the line/*zone (* applicable in paint) then from within
the department in which the opening occurs.
Team Leader Accountability/Disqualification
If there is a concern with a Team Leader's ability to perform his or her roles and responsibilities, a
complaint may be filed by the Team member with their respective Supervisor or
committeeperson. Once the complaint is received, joint investigation will be conducted
consisting of the appropriate management representative, department FPS Coordinator and/or the
ERC Representative. After this review, all issues of concern will be reviewed with the Team
Leader. If needed, an appropriate course of action will be communicated and implemented to
correct any identified performance issues. Continuing performance issues may ultimately result
in disqualification.
9
Team Coordinator/Leader Job Duties
Key Responsibilities
Accountable for operational and administrative aspects of the team, including progress
towards quality and production goals, shift start-up, job rotation, O/T and vacation
scheduling, record keeping, team training progress, safety, and housekeeping (not
responsible for employee discipline or for authorizing hours of pay).
Communication liaison between team members and other internal and external support functions.
Plan, organize and facilitate team meetings, as needed, to resolve quality, competitiveness and
production-related issues in the spirit of continuous improvement.
Representative Tasks
1. Plan, schedule and facilitate team meetings, as needed.
2. Facilitate communication between shift/crew teams.
3. Solve problems using authority delegated.
4. Plan and coordinate team activities, ensure proper job rotation.
5. Plan and provide or arrange for team members training (on the job training or classroom).
6. Promote safety, quality and housekeeping.
7. Promote and ensure constant improvement in the team (e.g., safety, quality, cost, delivery,
morale, environmental "SQDCME") and Ford Total Productive Maintenance ("FTPM")
8. Obtain materials and supplies for the team.
9. Obtain knowledge of all operations within the team, provide coverage for team members
who are away from work area (i.e., absent, relief, emergency, first aid, etc.) and perform
other tasks to facilitate meeting team goals.
10. Maintain team records, such as overtime schedule/equalization, preventative maintenance,
attendance, training, etc.
11. Participate in management meetings and communicate the needs of the team.
12. Participate in the evaluation of team members however, does not have the final word.
13. Assist in promoting the morale and performance of the team.
14. Assist in the scheduling of vacation of group members.
15. Check on health and welfare of group members.
16. Encourage group to meet responsibilities.
17. Promote suggestion process.
18. Other tasks as determined by the work team.
10
Production Floor Team Member
Key Responsibilities
1. Participate as a member in a formally established work team.
2. Participate with other team members to resolve quality, safety, competitiveness, cost and
production-related issues employing problem-solving techniques in the spirit of continuous
improvement.
3. Participate in setting team goals (for example, quality, production, safety and cost goals) and assist
in the progress toward accomplishing them.
4. Attend and participate in team and individual training as scheduled.
Representative Tasks
1. Accomplish established team objectives (i.e., quality, production, safety and cost)
2. Identify quality problems/solutions and correct problems to the extent possible.
3. Perform minor maintenance as identified locally.
4. Practice and promote good housekeeping and safety habits – including work area clean up.
5. Participate in continuous improvement efforts of the team (for example, quality, cost, and
efficiency) and assist in implementing changes.
6. Maintain versatility within the work team through job rotation and assist in training others as
needed, including new team members.
7. Maintain proficiency in their own classification.
8. Understand and support the team concept – accept responsibility for functioning in team
environment, including accepting team decisions, consensus decision making, and building trust.
9. Secure resources necessary to achieve objectives and request assistance, if needed.
10. Inform Team Leader, or other designated person, of conditions within the work area, including work
delays, and conflicts that prevent the team from performing successfully.
11. Contribute job knowledge to other work teams and groups as requested.
12. Maintain open communication with the Team Leader.
11
13. Perform additional tasks as may be required.
12
Plant Occupational Group Agreement
It is mutually agreed between the Ford Motor Company, Vehicle Operations, Dearborn Truck Final and
Paint Operations, and the International Union, Local 600, Dearborn Truck Production Unit, on November
9, 2007, at Dearborn, Michigan that the following provisions will govern the exercise of seniority
administration for the Dearborn Truck Final and Paint Production Unit.
Production Unit
Occupational Group Paint Production
Production Team Leader
03A
Production Floor Technician
03B
Production Floor Associate
03C
Occupational Group Final Production
Production Team Leader
04A
Production Floor Technician
04B
Production Floor Associate
04C
Occupational Group Pre-Delivery Production
Production Team Leader
05A
Production Floor Technician
05B
Production Floor Associate
05C
Occupational Group Process Control Specialist
Team Leader
05A
Process Control Specialist
05B
Occupational Group Material Control
Material Control Team Leader
06B
Material Control Associate A
06E
Material Control Associate B
06C
Occupational Group Plant Services
Plant Services Team Leader
Plant Services Associate A
Plant Services Associate B
10A
10B
10C
13
0160027
0160020
0160010
29.235
28.590
28.480
0160027
0160020
0160010
29.235
28.590
28.480
0160027
0160020
0160010
29.235
28.590
28.480
0660017
0660010
29.235
28.590
0560727
0560720
0560710
29.125
28.480
28.375
2360237
2360230
2360220
29.020
28.375
28.125
In the Event of a Reduction in Force
Production Team
Team Leader
Will exercise seniority against the least senior team associate in the team, then against the least senior
team associate in the department, then against the least senior associate within the production unit.
If two or more teams are combined which would result in the reduction of a team leader, the team leader
with the least seniority among the combined teams would be the one reduced.
Team Technician
Will exercise seniority against the least senior technician in their respective technician operation within
the team, then against the least senior technician in their respective technician operation within their
department, then against the least senior team associate within the team, then against the least senior
associate within the department and then against the least senior associate within the production unit.
Team Associate
Will exercise seniority against the least senior associate within the team, and then against the least senior
team associate within the department and then against the least senior associate within the production
unit.
Material Control Teams
Material Control – Team Leader
Will exercise seniority against the least senior Team Associate within the operation that he/she is
performing, then against the least senior Associate B within the department, then against the least senior
production unit employee in the Production Floor Associate classification.
Material Control Associate A
Will exercise seniority against the least senior Associate within the operation he/she is performing in their
respective department, and then against the least senior production unit employee in the Production Floor
Associate classification.
Material Control Associate B
Will exercise seniority against the least senior Associate within the operation he/she is performing in their
respective department, and then against the least senior production unit employee in the Production Floor
Associate classification.
Quality Support Teams
Process Control Specialist
Will exercise seniority against the least senior employee in the classification, then against the least senior
production team associate, then against the least senior production unit employee.
The following classifications will not be covered under the above occupational Group Agreement and will
be handled in the following manner:
Checker Assembly Stock
06A
14
0500130
Clerk Typist
06Y
0800600
Motor Repair
05Y
3800520
Behr Auto Color Enamel Spray
Equipment Operator
03B
4300910
In the event of a reduction in force in the above classifications the employee will exercise seniority
against the least senior production floor associate.
Recalls will be governed by Article VIII, Section 11 (f) of the Master Collective Bargaining Agreement.
Deviation from seniority associated with a reduction in force will be governed by Article VIII, Section 16
of the Master Collective Bargaining Agreement.
Seniority – the company re-affirms its policy of utilizing the letter dated October 10, 1961, to Mr. John
Orr, acting president, Local 600, from Mr. Edward L. Edson in effecting all reductions in force, whether
to the street or not, with identical dates of hire.
This agreement shall become effective concurrently with the effective date of (a) any Collective
Bargaining Agreement or (b) any extension of the Bargaining Agreement (other than an extension for a
temporary or indefinite period) and shall remain in effect for the same period as such new or extended
Collective Bargaining Agreement, except as otherwise expressly provided herein.
In accordance with the Master Collective Bargaining Agreement pertaining to Local Seniority Group
Agreement, this agreement is signed subject to approval of the National Ford Department of the UAW
and the Labor Relations Staff of the Company.
15
OVERTIME AGREEMENT
It is mutually agreed between Ford Motor Company, Vehicle Operations, Dearborn Truck Final and Paint
Operations, and the International Union UAW, Local 600, Dearborn Truck Production Unit representing
said Operations, on December 2, 2011, at Dearborn, Michigan, that the following provisions will govern
overtime administration for the Dearborn Truck Final and Paint Operations.
Overtime will be assigned to the employees regularly performing the operations involved. Where such
overtime is of a continuing nature, Management will rotate such overtime among qualified employees
first by team and classification (team members within the areas regularly performing the operations shall
work such time) then by Department and classification (team members within the areas regularly
performing the operations shall work such time).
In Material Control Operations, Management will rotate such overtime among qualified employees by
classification (for those employees who are performing similar work), by equalization code and by
building.
The spread of overtime hours between employees within their team and classification (for those
employees who are performing similar work) will not exceed fifty-six (56) hours. Overtime hours will be
recorded on the basis of hours paid. Management and the union will review overtime opportunities that
may be reasonably performed within current business parameters in an effort to balance overtime
opportunities between crews/shifts.
Additional Overtime Procedures
1.
All weekend overtime must be posted by noon on Thursday, except in emergencies that may arise
later than Thursday.
2.
The overtime report (H121) will be used for scheduling employees to work weekend overtime for
the week in which it is published and Monday through Friday overtime in the current week.
3.
The Union will be notified in advance of scheduled overtime work.
4.
When an employee accepts or volunteers for daily or weekend overtime and fails to work such
overtime, hours will be charged double.
5.
Employees who are called at home for overtime opportunities but do not answer or do not accept
the overtime opportunity will not be charged for overtime refusal
6.
Any hire, rehire, reinstate, transfer or any employee that is assigned to a new overtime equalization
group as a result of promotion, demotion, reduction in force, etc. will assume the average overtime
hours for that overtime equalization group.
7.
Concurrent with Job #1 Model Year 2008 and thereafter each Model Year, the overtime hours will
be zeroed out.
8.
Supervisors will be instructed in training sessions at the conclusion of the 2011 local negotiations
as to their responsibility with respect to scheduling overtime in accordance with Article IV, Section
6 of the Master Collective Bargaining Agreement and Appendix H and charging for overtime
refusal.
9.
An employee who refuses overtime for any reason, or is absent for any reason when an overtime
opportunity would have been offered will be charged the overtime hours they could have worked
with the exception of Bereavement, Military Leave or Jury Duty. It is mutually agreed that
16
employees on a temporary layoff will not be charged any overtime hours during the temporary
layoff. However, employees that voluntarily accept a temporary layoff will be charged applicable
hours.
10.
Voluntary overtime offered and refused during the last hour of the shift, on the day in which the
work is to be performed, will not be charged. In addition, employees offered to work during their
scheduled breaks or lunch period, will not be charged for refusal. However, employees that accept
such opportunities will be charged appropriately.
11.
The Overtime Equalization reports will be posted in each Team's work area no later than the 3rd
hour of the respective crew/shift, on Wednesday of each week.
12.
If it becomes necessary to contact employees at home for overtime opportunities, the appropriate
member of management will work with a member of the Union committee or designee to contact
employees.
13.
If it becomes necessary to canvass for overtime outside of the respective department (Paint, Trim,
Chassis, Quality, Pre-delivery, etc.) by building, departmental overtime equalization reports will be
used to canvass employees.
14.
When an employee's overtime becomes out of balance with other employees within the
classification (for those employees performing similar work) within a team, at the employee's
request, the employee, the team leader and the manufacturing advisor will meet to discuss possible
measures, including training, to remedy the out of balance condition.
15.
Overtime will not be offered to team leaders when the overtime being offered would displace a team
member who is qualified to perform the operation.
16.
Overtime hours paid through the grievance procedure shall be charged at the applicable rate and
reflected on the appropriate H121 report.
Nothing in the foregoing shall be construed as abrogating or modifying the Company's rights as expressed
in Article IV, Section 6, or the Union's rights as expressed in Article VII, Section 1 of the Master
Collective Bargaining Agreement.
This agreement shall become effective concurrently with the effective date of (a) any Collective
Bargaining Agreement or (b) any extension of the Collective Bargaining Agreement (other than an
extension for a temporary or indefinite period) and shall remain in effect for the same period as such new
or extended Collective Bargaining Agreement, except as otherwise expressly provided herein.
In accordance with Article IV, Section 6 of the Master Collective Bargaining Agreement pertaining to
overtime procedure, this agreement is signed subject to approval of the UAW, National Ford Department,
and Company Labor Relations Staff.
17
PROMOTIONAL / NON-PROMOTIONAL TRANSFER AGREEMENT
It is mutually agreed between Ford Motor Company, Vehicle Operations, Dearborn Production Unit
representing Dearborn Truck Final and Paint Operations, and the International Union, UAW, Local 600,
Dearborn Truck Plant Production Unit, who represent same Operations, on December 2, 2011 at
Dearborn, Michigan, that the following provisions will govern the exercise of promotional and nonpromotional job transfers.
Promotional Agreement
1.
When an opening occurs which the Company intends to fill under the provisions of Article IV,
Section 2(a) of the Master Agreement, Human Resources will prepare a job posting, advise the Unit
Chairperson or designee, and post it throughout the Dearborn Final and Paint facilities on designated
bulletin boards.
2.
In accordance with Article IV, Section 2 (a) of the Master Agreement, promotions shall be
determined by the Company based primarily upon merit and ability, but where equal, the employee
having the greatest seniority shall receive preference.
3.
If qualified candidates are available, the Company will make its selection within ten (10) working
days, or eight (8) working days on an AWS schedule, following the expiration of the five (5) day
posting period. After making the selection, the Company will fill the opening within fifteen (15)
working days, or twelve (12) working days on an AWS schedule. If the Department has not released
the employee within the specified time period, Human Resources will take the necessary action to
consummate the transfer. If a subsequent opening(s) occurs within (60) days, the Company shall
have the right to select another qualified candidate from the same posting.
4.
Openings will be available to all shifts/crews in the promotional bid procedure except when
otherwise noted in the Unit Agreement.
5.
Employees must submit a promotional job application (copy of application will be provided to
employee) to a designated location in accordance with instructions specified in the job posting. A
copy of the bid list will be provided to the Unit Chairperson.
6.
The Form 8 will be signed by the Bargaining Committeeperson and posted within 3 days.
7.
Upon receipt of acceptance, the name of the employee selected for the promotional opportunity will
be posted in designated locations for a period of 5 working days.
8.
When an employee accepts a promotional bid job, he/she cannot post for another bid job for a period
of twelve (12) months.
Non-Promotional Agreement
1.
In accordance with Article IV, Section 2 (b) of the Master Agreement, it is the policy of the
Company to give consideration to seniority employees who wish to transfer from one classification to
an equal or lower rated classification within a department on the same shift when a permanent
vacancy (which is to be filled) occurs in the classification. However, only for MP&L and Associate
Paint classifications, employees will be allowed to bid on non-promotional opportunities across
shift/crews.
2.
When an applicant is accepted for a non-promotional transfer the Company will assign the applicant
to the job opening within a period of fifteen (15) working days, or twelve (12) working days on an
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AWS schedule.
3.
Employees who decline a non-promotional opportunity will be considered self disqualified under the
conditions of this agreement. He/she cannot post for another non-promotional job for six (6) months.
4.
When an employee accepts a non-promotional bid job, he/she cannot post for another bid job for a
period of twelve (12) months.
Temporary Job Bids
1. Production Floor Associates, if otherwise eligible, may apply for all temporary job bids.
2. Employees currently working in temporary job assignments, if otherwise eligible, will be eligible to
sign for permanent job bids.
3. Upon the conclusion of the temporary job assignment, the employee will be returned to the same job
he/she held before taking the temporary job bid.
Disqualification
1.
If an employee is disqualified by the Company within thirty (30) days of being placed on the
operation, he/she may return to his/her former classification within the team. The individual selected
to replace the employee will remain in that position if surplus manpower does not exist. If surplus
manpower exists, the employee (who replaced the disqualified employee) will return to his/her last
held classification in the Department in which he/she was previously assigned. The disqualified
employee cannot post for another bid job for six (6) months.
2.
If an employee voluntarily disqualifies himself/herself within thirty (30) days of being placed on the
operation, he/she will be assigned to available work and will have no rights to return to their former
classification. He/she cannot post for another bid job for six (6) months.
3.
If an employee voluntarily disqualifies himself/herself after thirty (30) days of being placed on the
operation, he/she will be assigned to available work and will have no rights to return to their former
classification. He/she cannot post for another bid job for six (6) months.
The Company recognizes its right to exercise the provisions in Article VIII, Section 11 (f) (g) when
openings occur in a designated classification as defined in this Section.
Nothing in the foregoing shall be construed as abrogating or modifying the Company’s rights as
expressed in Article IV, Section 1 or 2 or the Union’s right as expressed in Article VII, Section 1 of
the Master Collective Bargaining Agreement. Therefore, when the Company determines that an
opening exists, it will be filled in accordance with the aforementioned procedure. However, this
procedure for filling of open positions shall not apply to the movement of employees resulting from
intra-department balancing, department reduction, or layoffs.
In accordance with Article IV, Section 2 of the Master Collective Bargaining Agreement pertaining to
promotional and non-promotional job procedures, this agreement signed subject to the approval of the
National Ford Department of the UAW and the Labor Relations Staff of the Company.
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Dearborn Truck
Shift/Crew Preference Agreement
It is mutually agreed between the Ford Motor Company, Vehicle Operations, Dearborn Truck Plant, and
the International Union UAW Local 600, on December 12, 2011, that the following provisions will
govern shift/crew preference in the Dearborn Truck Plant in accordance with Article VIII, Section 28 of
the Master Agreement.
Eligibility:
An employee must have completed their probationary period and be an active seniority employee before
he/she is eligible to exercise a shift/crew bump. It should be noted that seniority governs shift/crew
preference only. Employees will be placed by Management on a position in accordance with operational
needs.
If two (2) or more employees have the same Plant seniority date of hire, the employee having the greatest
Company seniority date of hire will be given preference. If two (2) or more employees have the same
Company seniority date of hire, the employee with the highest last four (4) digits in his/her social security
number will be considered to have the greatest seniority.
Additional Eligibility:
A seniority employee classified as a Team Leader may exercise seniority against a less senior Team
Leader on the same team. Employees classified as Team Leaders in the Motor Bay may exercise
seniority against a less senior Motor Bay employee working a similar operation.
EXERCISE OF SHIFT/CREW PREFERENCE
Employees in the Production Unit shall exercise shift/crew preference as follows:
Final Production:
By classification in accordance with the following departments:
Only Trim to Trim – Trim Lines 1, 2, 3, 4, Box, EMS, and Door Lines
Only Chassis to Chassis – Chassis Lines 1 and 2, 3, 4, 5, 6, 7, Engine Line, Frame Line
Only Test Rolls to Test Rolls
Only Motor Bay to Motor Bay (by similar operation) for example:
• Heavy Repair bumps only Heavy Repair
• Light Repair bumps only Light Repair
• Electrical Repair bumps only Electrical Repair
• Brake Repair bumps only Brake Repair
• Trim Repair bumps only Trim Repair
• Hunter Alignment bumps only Hunter Alignment
Paint Production
By classification by zone.
MP&L Operations
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MP&L Department will exercise shift/crew preference by classification (against those employees who are
performing similar operations) within the building.
Pre-Delivery Operations
Pre-Delivery Operations will exercise shift/crew preference by classification by team.
Process:
1. Employees may make application for shift change at any time. Shift preference applications will
be obtained and submitted at the Labor Relations Office. Employees with seniority to move in
accordance with Step two of this process will be moved no later then three weeks after their
application has been received unless alternate timing is mutually agreed upon by the parties. A
copy will be provided to the employee upon request. Employees who have applications on file
and are laid off must reapply when reinstated to be considered for a shift change.
2. Employees will be selected weekly from those who have made application for shift preference in
the following numbers: Four (4) per department in Trim and Chassis, and one (1) per department
in Paint, Pre Delivery and MP&L. In all departments, no more than one (1) employee per week
will be selected from any team.
3. After exercising shift preference, an employee may not exercise shift preference until six (6)
months from the effective date of their shift change. Should employees who have exercised their
shift preference be, in turn, bumped by a higher seniority employee within ninety (90) days of
their exercise of shift preference, this restriction would not apply.
4. When business conditions allow, and without causing an adverse impact on operations, the parties
may discuss opportunities to move more than the above stated numbers of employees.
5. The Company retains the right to refrain from making any shift/crew changes the two (2) weeks
prior to balance out and the four weeks following Job No. 1 new model launch date(s).
6. It is also agreed that there will be no reclassification of employees and/or reassigning employees
from one (1) team to another for the sole purpose of avoiding or affecting a shift/crew change.
Reassignment or reclassification of employees must be approved by Labor Relations one (1)
month prior to commencement of the sign-up period.
7. Article VIII, Section 28 (a) of the Master Agreement recognizes the Company agrees to the
principle that seniority employees should be given consideration in assignment of shifts.
However, it is recognized that it is impossible to operate efficiently with all senior employees on
any one (1) shift. Therefore, seniority alone cannot be the sole criteria in applying the above
principle.
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MISCELLANEOUS ITEMS
BREAK-IN TIME
The Company recognizes that the amount of time required for adequate training on operations varies by
the degree of difficulty of the operations within the team. All employees will receive a reasonable
amount of time, in line with the complexity of the operation and physical stature, to assure a fair
opportunity is afforded them to learn and maintain the operations within the team. Management will
assure that each employee is afforded the proper break-in time on each operation the employee is training
on within the team, but in no instance will Management train an employee for only three (3) days when a
specific operation within the team requires a longer period of time. Any problems in this area must be
brought to the attention of Human Resources and the Union for proper resolution.
DISCIPLINARY CASES HELD WITHOUT UNION REPRESENTATION
Management agrees that in those cases when a District Committeeperson is unavailable to
represent an hourly employee in a disciplinary case within a reasonable period of time, the
Unit Chairperson and/or Bargaining Committeeperson will be notified. This procedure in
no way amends or voids the right of an employee to waive Union representation. In the
event it is impossible to contact either the District or Bargaining Committeeperson or if a
Union representative fails to appear for a scheduled hearing, Human Resources will advise
the Manufacturing Advisor of what action to take. Manufacturing Advisors are not to
proceed with hearings unless so instructed by Human Resources. It will continue to be the
Plant Policy that an employee shall not lose time while waiting for the commencement of a
disciplinary hearing.
EMPLOYEE WORKING BEFORE THE BELL
Management agrees to post the following notice:
"It is Company policy that employees shall not work before their scheduled starting time,
during their scheduled relief time, or scheduled lunch period, or beyond their scheduled
quitting time unless they are authorized by the Company. Compliance with this policy will
be required."
The Union will be given a copy of the above notice.
FORM 4600'S
It is agreed that at the conclusion of any disciplinary hearing that results in the submission
of a Form 4600, the Union representative who participates in the hearing will be provided
with a copy of the Form 4600.
LOAN OUTS BY TEAM
If it becomes necessary to loan employees out of the team, the procedure that will be
followed will be by volunteers first, then by low seniority.
MANAGEMENT CALLING EMPLOYEE'S HOME
1. If phone calls are required to an employee's residence, the person calling will
identify himself/herself by name and attempt to determine the employee's
availability for work. If the employee is not at home, a message will be left for the
employee which will include a return phone number.
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2. Management will use discretion when determining which employees will be called.
It is recognized that a call of this nature can be disturbing to the spouse or relatives
of the employee if that employee has already left for the plant. The Company
representative making such a call will call the employee's home again if the
employee subsequently arrives at the plant.
PAY SHORTAGE PROCESSING
There should be a minimum number of payroll shortages at Dearborn Truck Plant when the
parties properly perform the tasks required under the TWOS system. The TWOS system
provides the Manufacturing Advisors and Superintendents access to employee data and allows
the Manufacturing Advisors to make corrections to employee data within the same week
creating a more efficient way to handle pay shortage problems in a expeditious manner.
It is the responsibility of the Manufacturing Advisor to ensure that employees' pay shortage
problems are promptly handled. Pay shortage problems must be handled immediately after the
shortage is discovered.
If a shortage of more than four (4) hours is discovered by an employee on their paycheck due
to management error, and if the employee requests a special check and the request is received
by Payroll by 10:00 A.M., the Company will issue a special check to be available on the next
business day.
Requests for the same day special checks will be handled on a case-by-case basis. Issues
arising from this procedure will be brought to the attention of the Controller for prompt
resolution.
PEST CONTROL
In the 2007 negotiations, the Company confirmed that, when conditions warrant, appropriate
remedial action will be taken for the purpose of insect and other pest control. Pest control will
be handled as required. Any complaints should be directed to Human Resources or
Maintenance Operations for prompt resolution.
PLACEMENT OF MEDICALLY RESTRICTED EMPLOYEES
The Company re-affirms its long-standing policy of making every effort to place medically
restricted employees on operations within teams that they can perform. The Medical Placement
Committee will meet on a regular basis to review all employees on the medical recall list, as
well as address medically restricted employees. The committee will consist of members of the
Union, Safety, Medical, Workers Compensation and Human Resources. The Company will
attempt to place employees on appropriate operations consistent with Corporate guidelines.
POSTING OF VACATION SCHEDULES
Management recognizes the importance of providing vacation time off in a manner that maintains
efficiency of operations while giving due consideration to the desires of employees.
Each Team Leader, after receiving proper approvals from the Manufacturing Advisor, will prepare a
vacation sheet listing all employees in his/her area with vacation periods clearly indicated. The prepared
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vacation sheet will be available at the team leaders' desk and/or be posted in a central location in the
Manufacturing Advisor's area no later than April 15th.
In addition, the vacation/personal task (H308) for input of payment into the TWOS/Timekeeping Work
Order System will be available through the current week and until Monday noon of the following week.
This will allow the Manufacturing Advisors of the hourly employees to input the requests for payment of
vacations/personal time in a more efficient manner. A copy of the processed request may be printed for
the employee, if requested. When a vacation time has been scheduled and posted for an employee, such
vacation shall not be changed or canceled without the consent of the employee.
The above procedure is intended to be used in conjunction with the application of Article IX, Section 25
(b) and (c) of the Master Agreement.
RETURN OFF LEAVES
Any employee who returns to work from a medical leave will be assigned to his or her
regularly assigned team prior to going on medical unless the employee has restrictions that
would prohibit him/her from performing the operations within the team or if the employee has
been on repetitive medical leaves in a reasonably short period of time, which may be
considered of a disruptive nature to the team.
The Company will not reassign any employee whose medical leaves have become of a
disruptive nature unless this employee has been so notified in the presence of his/her UAW
representative following the last medical leave prior to the possible reassignment action.
Any employee, who returns to work from a medical leave initiated prior to the transfer of
employees to Dearborn Truck Plant, will be assigned to available work.
TENTATIVE WORK SCHEDULES
The Company will post tentative work schedules as far in advance as possible. The indirect departments
will post work schedules indicating daily overtime requirements. The Union will be notified prior to the
first of each month of the tentative work plan for that month. The Union will be notified of any major
unexpected schedule changes as soon as possible.
Accident Reports
In accordance with Article VI, Section 8 (c) (v), the Health and Safety Representative will be provided a
copy of an accident report upon request.
Jumper Cables
Jumper cables will be available in the Rouge Security Office to assist with stalled vehicles. The
employee requesting assistance will contact the Rouge Security Office, who in return, will attempt to
provide assistance.
UNION PARTICIPATION IN THE ORIENTATION OF NEW HIRES
The parties continue to recognize the importance of Union participation (which includes Local 600) in the
new-hire orientation program. Consistent with present practice, the presentation of Union Joint Programs
may continue in the pre-job orientation for new hires. In addition, it is agreed that as a result of the
request from the Unit Committee at the Dearborn Truck Plant that the Chairperson and/or members of the
Bargaining Committee may participate in the orientation program.
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HEALTH AND SAFETY
ROUGE AREA HEALTH & SAFETY PROCEDURE
As reaffirmed during 2003 Local Negotiations, the following procedure will be followed in the
processing and dispositioning of all Health & Safety grievances:
COMPLAINT PROCEDURE:
In those Units where a Health and Safety Representative has been appointed in accordance with
Article VI, Section 8 of the Master Agreement, the following shall apply:
An employee believing he/she has cause for a complaint that the Company has not made
reasonable provision for his/her health or safety may, at his/her option, discuss the matter
directly with his/her Manufacturing Advisor, or may take it up with his/her District
Committeeperson, who shall discuss the complaint with the employee's Manufacturing Advisor.
Every reasonable effort shall be made to settle complaints promptly at this point through
discussion.
If the complaint is not resolved, the District Committeeperson shall complete a "Health and
Safety Complaint Form," which will include a statement of all the facts relied on, and submit
the form in triplicate to the Unit Health and Safety Representative, who will investigate the
complaint. If the complaint is deemed valid, the Unit Health and Safety Representative will
meet with the appropriate member of supervision to resolve the complaint.
In the event the complaint remains unsettled, the Unit Health and Safety Representative shall
meet with the designated Company Safety Representative to discuss the matter. The Unit
Health and Safety Representative will present the "Health and Safety Complaint Form" in
duplicate to the Company Safety Representative, who will sign and date the form upon receipt.
The Company Safety Representative shall, within three working days after receipt of the form
(unless an extension is mutually agreed upon) provide a written disposition setting forth all the
facts relied upon, and return one copy to the Unit Health and Safety Representative.
If the written disposition is not satisfactory, the Unit Health and Safety Representative may,
within three working days from the date of the written disposition, or the expiration of any
stated time period required to make necessary adjustments to resolve the complaint, process a
written grievance into the First Stage as provided below.
General complaints affecting the employee in the Unit as a whole may be initiated by the Unit
Health and Safety Representative directly with the Company Safety Representative by
submitting a completed "Health and Safety Complaint Form."
ROUGE AREA HEALTH & SAFETY PROCEDURE
GRIEVANCE PROCEDURE
First Stage: (except Maintenance & Construction, Tool & Die and Transportation Units)
25
When a grievance on health and safety occurs, the Committeeperson or the Unit
Health and Safety Representative in those Units where one is appointed, will take
the matter up with the Plant Labor Relations Office.
If not settled, the grievance may be referred in writing to the Unit Chairperson,
who shall notify the Unit Human Resources Office in writing of the existence of
the dispute.
Second Stage: (except Maintenance & Construction, Tool & Die and Transportation Units)
The Plant Human Resources Manager or his/her designated representative shall meet with
the Unit Chairperson and the Unit Health and Safety Representative and attempt to
resolve the dispute on the building level.
Following the discussion of the grievance, the Plant Human Resources Manager or his/her
designated representative shall furnish a written disposition to the Union on one copy of
the special grievance form.
Third Stage:
Failing to reach a settlement at the Second Stage, the Unit Chairperson may refer the grievance to
the Local 600 Health and Safety Committee. If Local 600 considers the grievance as having merit, a
letter appealing the case may be sent to the Union Relations Office, Labor Relations Staff. A
meeting will then be arranged by a representative from the Union Relations Office to discuss the
grievance with the Local 600 Health and Safety Committee.
If not settled, the grievance may be appealed as provided in Article VII, Section 23(d)(1) and (d)(2)
of the Master Agreement.
HEALTH AND SAFETY
The UAW and Dearborn Truck Plant management are dedicated to continuously improving the health and
safety of our employees. During the course of these negotiations the parties acknowledged that employee
engagement and awareness are critical to our joint goals of establishing a lasting culture where health and
safety is an integral part of how we do business. Consistent with our discussions the following list
identifies the key health and safety issues that the parties have mutually agreed to.
It should be noted that nothing in this agreement precludes the parties from revising any of the following
commitments, or implementing an updated National Joint Committee on Health and Safety (NJCHS),
Company policy, or Safety Operating System (SOS) standard during the course of this Agreement in the
ongoing efforts to improve the health and safety of our workforce.
Safety Glasses
All new employees shall be provided (1) pair of new safety glasses. Damaged safety glasses can be given
to an employee's supervisor for replacement.
Slippery Floors
26
Any abnormal conditions that create a walking and working hazard must be brought to the attention of the
supervisor for immediate corrective action. The Company is committed to ensure an acceptable level of
housekeeping be provided its employees.
Working Between Skid-to-Skid Units
Working between units that are skid to skid may be an unsafe practice. Any complaint alleging that an
unsafe condition exists should be immediately reported to the area supervisor and Company Safety
Engineer for investigation and corrective action if warranted. Employees will not be required to cross
between units where deemed unsafe.
Plant Speed Limits
The parties recognize that for PMHV vehicles, the plant standard is 6.5mph. All equipment will be in
safe operating condition in accordance with OSHA and MIOSHA regulations and Ford Motor Company
safety processes and procedures.
Balancers, Cables & Hoists
Preventative Maintenance (PMs) for balancers, cables and hoists will be maintained in a web based
system. The Plant Safety Engineer and UAW Health and Safety representative will randomly audit PMs
for verification of process. Copies of PMs will be presented upon request to the Company Safety and
UAW Health & Safety Representatives. Any conditions that create a safety hazard will be corrected
immediately.
Production Units & Stock Blocking Aisles
It is the Company's intent to keep all pedestrian aisles free of congestion. Any pedestrian aisle blockage
will be immediately addressed for prompt resolution.
Windshield Repair
Due to the unique tooling and material used in the windshield repair area, vehicles will be
allowed in the Trim Department where a designated repair area will be created. Parking for
windshield repair is limited to the two spaces provided and the area around those spaces will be
secured during the repairs to provide a safe work environment.
Towing on Disabled Units
When it becomes necessary to tow or push a disabled production unit, both the towing/pusher and the
disabled unit will have drivers. When the disabled unit is unable to steer, the Company will provide the
proper equipment to safely move these vehicles. Towed/pushed equipment shall include proper handling,
pick up and steering of the particular unit.
Ramps
Where it becomes necessary on the assembly line to install ramps for incline/decline situations,
employees will not be required to work on the ramps as a part of their normal operation.
Gas Fill Operation
Any complaints of faulty or leaking equipment should be brought to the attention of the area supervisor
who will contact the appropriate maintenance personnel. No faulty/leaking equipment will be used on this
operation and a back-up procedure will be established.
The back-up gas fill procedure will consist of a flexible hose and a hand held nozzle with the
appropriate pressure to minimize the flow-back of vapors and spills. The operator will be
instructed to drain the fill hose before withdrawing this nozzle from the filler neck to minimize
spills on the floor. Any spills in this area will be cleaned immediately and properly disposed.
Employees Working Alone
Management has and will continue to use sound judgment when assigning employees to work alone.
Employees required to work alone will be issued a radio and will be assigned a designated contact person.
27
Heat Stress Policy
The Company is committed to follow the standard communicated annually by the NJCHS. The joint plant
Heat Stress Team will meet annually, prior to summer months and develop appropriate action plans.
Damaged Carts & Dollies
All parties agreed that damaged racks, carts, dollies and wheels create unsafe working conditions and
poor morale for the workforce. The Company is committed to addressing these issues in a timely manner
following the effective date of this Agreement.
Working under Production Units
Repair work on a production unit will only be performed within the last two units of the Chassis Line 7
drive-off or CAL line drive-off areas under the following conditions:
1. The line is shut off and held by a member of management.
2. The employee performing the work has possession of the keys.
3. The driver's side door is left open.
At no time should underneath work be performed in any other non-repair or non-parking area.
Gloves
Gloves will continue to be distributed to employees as determined by the Company's Personal Protective
Equipment (PPE) risk assessment policy. As required by MIOSHA regulations, employees will not be
required to wear defective or damaged gloves.
Coveralls
Coveralls will be available in General Stores for employees on these specific jobs (battery install, radiator
fill and door line flock jobs) who may come in contact with substances that may damage their clothing.
The parties will continue to discuss other areas that may require coveralls, on an ongoing basis.
28
September 10, 2004
To: All Members of Management
Subject: Adverse Body Mix
During the recent Local negotiations, there was much discussion about the past occurrences of improper
body mix and the effect it has on the ability of our employees to appropriately perform their assigned
operations. As a result of these discussions, the following language appears in our Unit Agreement.
"Under the terms of the Master Agreement and the Settlement Agreement of May 29, 1949, as amended
October 20, 1961, and incorporated in the Master Agreement, the Company is committed to certain
actions in relation to adjustments which may be required to compensate for mix changes.
Among the actions which the Company may take, but not limited solely to it, is the designation of
specific off line operations from which manpower may be made available when increased manpower is
selected as a means of adjusting for a mix change.
Since various conditions may arise which can add to or delete from the off line operations which may be
so designated, a permanent list of such operations cannot be compiled. Upon request, Management will
advise the Union of the arrangements made at that time."
In addition to the above, this letter further affirms the Company's obligation and responsibility to
see that one of the following provisions of the 1949 Settlement Agreement is implemented. The
Department Manager and/or Superintendent in each Department will be responsible for
implementation of body mix in accordance with the steps listed below.
This letter states: "When additional work is required because the mix of body types differs from
the expected normal ratio upon which the work standards are computed and the regular work
assignments are made, the Company will make adjustments where necessary by one or more of the
following means:
1. Addition of manpower
2. Greater spacing of units
3. Reducing speed of line
4. Stopping line momentarily
5. Adjusting employee work assignments."
Your cooperation in this matter is expected.
Vera A. Grigorian, Human
Resources Manager
Dearborn Truck Plant
29
December 2, 2011
Nick Kottalis, President and Chairman
Dearborn Truck, Final and Paint Operations
UAW Local 600
3001 Miller Road
Dearborn Michigan 48120
Subject: Attendance
Dear Mr. Kottalis:
During the course of 2003 Local negotiations, the importance of good attendance was discussed. The
local parties recognize the harmful impact that absenteeism has on all aspects of the business and on the
morale of the employees whose contractual time off may be interrupted due to high absenteeism of others.
The Union also expressed concern about the inefficiencies of the present absenteeism clearing process for
employees. Therefore, the Company agrees to implement a more streamlined and efficient process to
properly address attendance concerns within the workplace within ninety days (90) of ratification of the
agreement. The new process will be reviewed with the Union prior to implementation.
Good attendance has positive effects on employee morale, vehicle quality, cost control and plant
efficiency. Together, we can provide the framework for rewarding good attendance while addressing
absenteeism.
Very truly yours,
Bridgette Morehouse
Human Resources Manager
Dearborn Truck Plant
30
December 2, 2011
Nick Kottalis, President and Chairman
Dearborn Truck, Final and Paint Operations
UAW Local 600
3001 Miller Road
Dearborn Michigan 48120
Subject: Parking Lot Security and Maintenance
During the course of the 2011 Local Negotiations, the Union expressed concern related to security in the
employee parking lots. The Dearborn Truck Plant recognizes employee safety and security as one of its
top priorities. The Company and the Union will meet with Security on a monthly basis to ensure
appropriate patrols and security measures are provided. Reports of vandalism, theft, etc. should continue
to be reported to the security office at 313-322-7690.
The Company and Union are committed to maintaining a respectable degree of housekeeping in the
parking lots. Therefore, the parties have committed to work together to keep the parking lots clean. The
Company will establish cleaning schedules based upon the need of the lot to be cleaned. Employees are
expected to contribute to keeping the parking lots clean and orderly.
Bridgette Morehouse
Human Resources Manager
Dearborn Truck Plant
31
December 2, 2011
Nick Kottalis, President and Chairman
Dearborn Truck, Final and Paint Operations
UAW Local 600
3001 Miller Road
Dearborn Michigan 48120
Subject:
Carryover Operating Processes
The two parties agree to continue the following processes put in place on December 2, 2011.
The processes as written in the 5W's and how template are summarized as follows:
Early Breaks / Lunch
1. Management will contact HR and the Union immediately when a breakdown occurs and
Management anticipates that the breakdown could lead to a possible early break or lunch.
2. A Single Point Lesson will be rolled out to all Manufacturing Advisors on the early break/lunch
processes.
3. The Mutual Growth Forum will monitor break usage and questionable break practices.
Medical Services
A Medical Review Committee will be established consisting of the Union Bargaining Committee
and Plant Chairperson, Human Resources representatives, Company Physician and Senior Nurse
to address procedural issues and employee concerns regarding medical services.
Food Services
A suggestion box will be placed in the cafeteria for employee feedback regarding food service. A
Cafeteria Committee consisting of a local Union Official, a representative from Human
Resources and a representative from the Food Service Company will discuss issues related to
food services and review topics that were submitted in the cafeteria suggestion box.
At the request of the Union, the Company will discuss with the Food Service Provider any
complaints in regard to food service quality or availability of services provided at Dearborn Truck
Final and Paint buildings. Specifically, based on the Union's request, a trial will be conducted to
assess the economic feasibility of providing hot food service in the Paint building.
It should be noted, the vendor will continue to be held accountable for routine cleaning and
stocking of vending machines.
Very truly yours,
Bridgette Morehouse
Human Resources Manager
Dearborn Truck Plant
32
33
December 2, 2011
Nick Kottalis, President and Chairman
Dearborn Truck, Final and Paint Operations
UAW Local 600
3001 Miller Road
Dearborn Michigan 48120
Subject: Continuous Improvement
During these negotiations, the Union and Company discussed and affirmed their
commitment to the principle of Continuous Improvement and the need to modify, improve
and change operating practices as necessary for our success and future job security. As
part of this discussion, the parties noted the importance of developing Dearborn Truck
Plant's greatest resource, its employees, consistent with the Plant operating objectives.
Accordingly, the parties are committed to provide on-going training as determined by
Corporate Training standards to equip employees with the required skills and knowledge
to enable them to perform their jobs at world-class levels. The following outlines the
parties agreements as they relate to training and continuous improvement:
The parties agree to ensure that all new and transferred in employees receive
appropriate training within corporate standards.
The parties agree that employees will continue to receive annual refresher training
appropriate to their classification.
It is the parties' intention to continue to utilize a train the trainer process allowing
Dearborn Truck Plant employees to deliver in-house training where applicable.
Training records for all employees will be maintained within the Human Resources
activity.
The parties also discussed in detail the changing role of the Manufacturing Advisor within
the team concept organizational structure and, the importance of that position to the
success of the organization. The Manufacturing Advisor will be expected to perform
duties to cultivate mutual respect, team empowerment, promote and maintain the
Company's vision, assist and support the team, provide necessary resources to the team,
coach and train team leaders and members, share information with the team including
Plant objectives and assist in removing obstacles for the team.
Additionally, it is understood that the Manufacturing Advisor will participate in training
designed to enhance the performance of these responsibilities. It is the Company's intent
to provide this training to ensure the success of the teams and the Manufacturing Advisors.
Very truly yours,
Bridgette Morehouse
Human Resources Manager
Dearborn Truck Plant
34
Nick Kottalis, President and Chairman
Dearborn Truck, Final and Paint Operations
UAW Local 600
3001 Miller Road
Dearborn Michigan 48120
Subject: Employee Recognition
Dear Mr. Kottalis:
During the course of negotiations the Union expressed its concern about the recognition of
all employees annually. The Union requested that the Company provide an annual event
to recognize all the employees for their contributions (i.e., picnics/education fairs).
The Company agrees that recognizing employees for their contributions is important and
will consider providing an annual event to recognize the employees of the Dearborn Truck
Plant for their efforts. This event will be based on the overall economic condition of the
Company and funding being approved through the Joint Local Nickel Fund.
Very truly yours,
Bridgette Morehouse
Human Resources Manager
Dearborn Truck Plant
35
December 2, 2011
Mr. Nick Kottalis, President and Chairman
Dearborn Truck Plant, Final and Paint Operations
UAW Local 600
Dearborn, Michigan 48120
Subject: Frequency of Job Rotation Within Teams
Dear Mr. Kottalis:
During the current negotiations, the Union discussed the need to encourage team
empowerment, which includes the frequency of job rotation. The Company will establish
the parameters for job rotation within the team and the team will be empowered to
determine the frequency within these parameters. The parties jointly recognize the job
rotation provides versatility, ergonomic relief, and fairness in job assignments.
Additionally, empowering teams to determine frequency is important as long as it does not
adversely affect the operational effectiveness of the Plant.
Regards,
Bridgette Morehouse
Human Resources Manager
Dearborn Truck Plant
36
December 2, 2011
Nick Kottalis, President and Chairman
Dearborn Truck, Final and Paint Operations
UAW Local 600
3001 Miller Road
Dearborn Michigan 48120
Subject:
Good and Welfare / Mutual Growth Meetings
Dear Mr. Kottalis:
In our recent negotiations, several items were discussed which by either nature or severity of the
problem did not lend themselves to inclusion in a Local Agreement. These items do, however,
represent areas of potential misunderstanding and discord between the parties. Therefore, in
order to maintain an effective and harmonious relationship between the parties, it is agreed that
some means should be utilized to reveal and resolve these potential problems and to enhance
communication.
The parties agree to continue holding departmental "good and welfare" meetings. In addition, the
Company will continue to hold Mutual Growth meetings with the Union leadership on an agreed
upon frequency.
This procedure for resolution of common problems approached positively by both parties should
greatly enhance the understanding of the parties.
Regards,
Bridgette Morehouse
Human Resources Manager
Dearborn Truck Plant
37
38
December 2, 2011
Mr. Nick Kottalis, President and Chairman
Dearborn Truck Plant, Final and Paint Operations
3001 Miller Road
Dearborn, MI 48120
Subject: Joint Meetings
Dear Mr. Kottalis:
During the course of the 2011 Local Negotiations, the Parties discussed at length our mutual desire to
continue to work on issues important to both the Company and the UAW. As a result of these
negotiations the parties are reaffirming that joint involvement in plant planning meeting including Quality
meetings, Safety meetings, Security meetings, Medical placement meetings and forums such as LCIF are
integral to the Company and the Union improving competitiveness at the plant.
Sincerely,
Bridgette Morehouse
Human Resources Manager
Dearborn Truck Plant
39
December 2, 2011
To:
All Salaried Employees
Subject: Line Speed Controlling Devices
The purpose of this letter is to remind every salaried employee that the Ford Motor
Company has certain responsibilities and obligations to the UAW as it relates to maintaining
published line rates on a consistent basis.
Management at the D.T.P. has the responsibility to maintain and/or adjust line speed
controlling devices. It is expected that Department management has the responsibility of
assuring that all line speeds and spacing are properly maintained. Each Area Manager
should assure that trained personnel are available during scheduled production hours to
verify and adjust, if required, line speeds within their department.
The current production line speed chart will be posted on each line in Trim and Chassis. It
is my expectation that lines run in accordance with the posted speeds. If the UAW has a
concern that a line speed is not properly set, the Union Representative shall contact the Area
Manager and/or Crew Manager. Upon verification by a member of management, the
Company will correct the issue within twenty (20) minutes. If the line speed is not returned
to the posted speed within twenty (20) minutes of verification, the Union Representative
may shut the line off until the speed is corrected. At no time will the line be shut down
without the Area Manager and/or Crew Manager being notified.
In addition, the line speed log must be maintained in each Department Engineering Group.
All Department Engineering Groups must have logs available for review by the appropriate
Union representatives or other designated management personnel.
The UAW Job Security Representatives will be notified by each Area Engineering function
of any line speed adjustments. In addition, mechanical and air operated spacers will be
checked by the Department Engineering group to ensure they are working properly and
spacing units to established distance. If the Union/Manufacturing Advisor observes any
malfunction of these spacers, it should be promptly reported to the Department Engineering
Group for prompt resolution. Periodically the appropriate Department Engineering
personnel and the UAW Job Security Representative(s) will review the work standards, line
speed, spacer and mix procedure to ensure compliance.
If I become aware of any unauthorized tampering with, adjusting, or in any way handling
these devices, the employee will be immediately expected to explain his/her activity. If this
conduct is not properly supported upon investigation, the appropriate remedial steps will be
taken, which may include disciplinary action in accordance with Company policy.
I expect cooperation from all salaried employees in this very important matter.
Brad Huff
Plant Manager
Dearborn Truck Plant
40
November 9, 2007
Mr. Joseph Winfield
Unit Chairperson, Local 600, UAW
Dearborn Truck Plant, Final and Paint Operations
Subject:
Supervisors Performing Included Work
Dear Mr. Winfield:
During the course of the 2007 local negotiations, the Union expressed concern regarding Supervisors
performing included work. Dearborn Truck Management reaffirms its commitment to operate in
accordance with Article X, Section 3 of the Master Agreement. The primary responsibility of Supervisors
is not to supplement the hourly workforce. Measures will be taken to fully inform salaried employees of
their responsibilities in this regard. Any supervisor who finds it necessary to perform the work of hourly
employees must be prepared to explain the necessity of his/her actions in detail.
Rob Webber
Plant Manager
Dearborn Truck Plant
41
To:
All Hourly and Salaried Dearborn Truck Plant Employees
Subject: Mutual Respect and Prevention of Harassment
The Company and UAW have made a commitment to provide a work environment fostering
the mutual respect of all employees. The Dearborn Truck Plant reaffirms this commitment
and believes that all employees are entitled to a workplace free from discrimination,
harassment, and violence.
The most recent "Zero Tolerance of Harassment" Company Policy Letter will continue to be
prominently posted in the Plant to ensure that all employees and visitors are aware of
Company Policy. Additionally, Article X, Section 9 of the Collective Bargaining Agreement
and the September 16, 1996 Letter of Understanding regarding the above subjects, which
support and uphold the above Policy, are available in any Human Resources office for
review.
To enhance all employees' awareness and understanding, a bulletin board dedicated to these
topics will be installed outside the Human Resources office on the first floor of the entry
building. The bulletin board will be in a prominent location to display the most up-to-date
Company Policy letters in addition to other information pertaining to our shared
responsibility to prevent discrimination, harassment, and violence in the workplace.
Incidents of discrimination, harassment, or violence cannot be tolerated. Employees who have been
found to have violated the Company Harassment Policies will be subject to disciplinary action, up to and
including discharge.
Vera A. Grigorian
Human Resources Manager
Dearborn Truck Plant
42
December 2, 2011
Nick Kottalis, President and Chairman
Dearborn Truck Plant, Final and Paint Operations
3001 Miller Road
Dearborn MI 48120
Dear Mr. Kottalis:
Subject: Mutual Respect of Salaried/Hourly Employees at Dearborn Truck Plant
In previous discussions, concerns were raised regarding mutual respect of salaried/hourly
employees. The Company and the UAW have made a commitment to provide a work
environment fostering the mutual respect of all employees--free from discrimination,
harassment and violence in the workplace. The following policies are stated:
Discrimination of any kind on the basis of race, sex, religion, color, age, national origin,
or disability will not be condoned.
Harassment of any kind (verbal, physical, written or graphic) on the basis of race, sex,
religion, color, age, national origin or disability will not be condoned.
Salaried/Hourly employees are to refrain from insults, offensive gestures, obscene
language and comments, yelling, unwelcome advances and offensive jokes while on
Company property.
Treat coworkers in the plant with respect and dignity; listen to your coworkers and honor
their request for a harassment-free workplace.
Retaliatory actions against Salaried/Hourly employees who make a good faith complaint
or assist and/or cooperate in an investigation are also prohibited.
Salaried/Hourly employees are encouraged to use the complaint procedure to report any
instances of harassment or retaliation that violate the Company's Anti-Harassment policy. In
addition, in an effort to foster an ongoing cooperative relationship, the Company and UAW
will meet periodically to discuss any violations by salaried/hourly employees of this
commitment of mutual respect.
Process for Handling Mutual Respect Concerns of Salaried/Hourly Employees
1. Disrespect issues will be addressed by the Union District Committee representatives and
Manufacturing Advisors so that resolve may occur at the lowest appropriate level before
the concerns are brought forward to Human Resources.
2. All harassment claims brought forward to HR will be investigated in a confidential
manner by a member of the HR team and the HR Generalist will report to the
employee(s) that the investigation has been completed.
3. Claims of sexual harassment must be brought to Human Resources immediately, and will
be investigated in a confidential manner.
4. Disrespect hearings are to be held by the HR Generalist (i.e., zero tolerance, etc.)
5. The Equal Application Committee will be a standing committee in the Plant.
Regards,
43
Bridgette Morehouse
Human Resource Manager
Dearborn Truck Plant
44
Mr. Nick Kottalis, President and Chairman
Dearborn Truck Plant, Final and Paint Operations
3001 Miller Road
Dearborn, MI 48120
Subject: Pay Shortages
Dear Mr. Kottalis:
During the current local negotiations, the Union expressed a significant concern regarding
the increasing number of pay shortages and the difficulty they were having with the timely
processing of these pay shortages and related payroll problems. The Union indicated that in
many cases the Committeeperson has had to handle these problems themselves. Each
Manufacturing Advisor/Superintendent must be sensitive to their employees' payroll-related
shortages and act accordingly to prevent such shortages, and when shortages do occur,
resolve these matters in a timely fashion.
To allow hourly employees the opportunity to determine the correctness of the time
reported, the Manufacturing Advisor will post the Daily Report of Time (DROT, TWOs
H129) in a designated area by the third hour of the shift, and the report will be visible and
accessible to all employees in the area. To eliminate pay shortages, employees must check
the DROT for the previous day's coding and report any discrepancies to the Manufacturing
Advisor before the end of the shift to assure appropriate report of time.
To ensure an early notification to the employee that a shortage does exist, all efforts will be made
to continue to distribute paychecks prior to the lunch period to allow sufficient time to correct
payroll errors.
During off shift operations, a designated member of Operating management, when feasible, will
redistribute any undelivered checks upon request from an employee who had an approved
scheduled absence.
Payroll shortage trends will be reviewed in the Mutual Growth Forum meetings to ensure that
issues are being handled by the appropriate Management personnel in a timely manner and to
focus on reducing/eliminating Payroll errors.
The primary purpose of this letter is to remind all Management personnel who have responsibility
for paying hourly employees of their accountability for properly handling pay shortages and
related payroll matters for their employees. Reoccurring patterns of pay shortages, as evidenced
by Payroll records, will be addressed with appropriate remedial action, which may include
disciplinary action, in accordance with Company policy.
Sincerely,
Bridgette Morehouse
Human Resources Manager
Dearborn Truck Plant
45
Procedure for Personal Planned Day Off
The UAW and Ford, in the Dearborn Truck Plant, recognize that employees have legitimate reasons for
wanting personal time off. In an effort to meet these legitimate needs, the following personal time off
procedure will be followed for employees in Trim and Chassis. Absences excused by the Company
because of personal reasons will be determined by the following basic guidelines:
The employee makes written request on a form provided by the Company at least one week in advance of
the requested day to his/her Supervisor.
Employees will be scheduled planned days off at a rate of one (1) per team in Trim and Chassis, not to
exceed sixteen (16) employees in Trim and eighteen (18) employees in Chassis. This includes requests
for vacation, excused absence allowance (EAA) and family days.
There will be no adverse impact on the operations involved and if more than one employee is requesting
the same day, this will be taken into consideration in determining the operational impact.
In accordance with the National Attendance Program, employees with personal (EAA) time who take an
unscheduled day off and are coded AWOL will have EAA time applied automatically to cover the
AWOL, unless they contact Labor Relations by the beginning of their next scheduled shift.
If more employees working for the same Team Leader request the same day off than can be
accommodated, the employee(s) who first submits the request will be granted the day off, regardless of
seniority.
It is understood that employees requesting time off for personal reasons shall make application to their
Supervisor on an Hourly Personnel Leave of Absence Form (Form 49) to be provided for that purpose. At
the time the employee gives his/her Supervisor the request form, the Supervisor will initial and date the
request form and give the employee a copy at his/her request. The Supervisor will respond to the
employee's request for personal time off within 24 hours of the time the request was submitted. If a shift
change either by the Supervisor or the employee occurs between the time of the request and the time
requested off, the Supervisor will respond to the employee's request as soon as possible, and under no
circumstances longer than one week after the request was submitted. If a Supervisor is changing shifts, he
or she will obtain the concurrence of his or her counterpart who will also sign the request form. The
purpose of obtaining this concurrence is to avoid confusion and conflict between the employee and the
incoming Supervisor. Failure to comply with this procedure will result in the issue being escalated to the
Shift Manager.
When time off is approved, the Supervisor will write the employee's name on the calendar. The calendar
will be maintained at the Supervisor's desk or in a prominent location in the section. Only the Supervisor
will write names on the calendar. The Company will make every effort to accommodate employees who
have requested personal time.
It is expected that employees will use their 40 hours of excused absence allowance, before unpaid
personal time will be considered. When an employee has been granted personal time, the employees'
Supervisor will enter the request into the TWOS system for payment.
46
November 9, 2007
To: All Members of Management
Subject: Release of Employees - Medical Reasons
During 2007 Local Negotiations, the Union raised concerns regarding the release of employees in a
timely manner for emergency medical reasons. The purpose of this communication is to reaffirm that it is
the responsibility of all management to ensure that hourly employees are released within a reasonable
time after requesting a hospital pass or other request relating to an emergency relief.
Each Manufacturing Advisor must be sensitive to their employees need to seek appropriate medical
attention. Manufacturing Advisors will release employees expeditiously.
The Manufacturing Advisor will provide a status to the employee requesting a medical pass of the delay
and expected release time if they have not been released within thirty (30) minutes.
This communication is intended to ensure that all Manufacturing Advisors are aware of the Dearborn
Truck Plant process and to afford me the opportunity to state my personal commitment to make certain
this process is strictly adhered to. The appropriate Management personnel in the Mutual Growth forum
meetings will address problems which may surface in this area.
Human Resources has been instructed to advise me of all instances where it appears that Manufacturing
Advisors are violating the policy and not releasing hourly employees. Any Manufacturing Advisor who
finds it impossible to adhere to the above should be prepared to explain to me the reason for noncompliance.
Rob Webber,
Plant Manager
Dearborn Truck Plant
47
Letter of Understanding
December 2, 2011
Mr. Nick Kottalis, President and Chairman
Dearborn Truck Plant, Final and Paint Operations
3001 Miller Road
Dearborn, MI 48120
Subject: Proper Pay for MP&L Employees
Dear Mr. Winfield:
During 2007 Local Negotiations, the subject of line time notification for the MP&L department was
discussed. The Company reaffirms its commitment to properly pay employees for the hours they work.
Sincerely,
Bridgette Morehouse
Human Resources Manager
Dearborn Truck Plant
48
Letters of Understanding
Mr. Nick Kottalis, President and Chairman
Dearborn Truck Plant, Final and Paint Operations
UAW Local 600
3001 Miller Road
Dearborn, Michigan 48120
December 2, 2011
Subject: Overtime Scheduling
Dear Mr. Kottalis:
The purpose of this letter is to express local management's intent to equalize overtime within reasonable
means in accordance with the local Overtime Agreement and Article IV, Section 6 of the Master
Agreement. The Company recognizes, when overtime is required, scheduling opportunities should be
done in a fair and equitable manner while at the same time maintaining an efficient operation. Therefore,
every effort will be made to equalize overtime opportunities by overtime equalization group code by
classification within a team. Management and the Union will review overtime opportunities that may be
reasonably performed within current business parameters in an effort to balance overtime opportunities
between crews/shifts.
When requested by the District Union Representative, meetings will be held with the Superintendent of
the Department and the Shift Manager to discuss all reasonable efforts to keep the overtime hours within
the agreed upon spread.
Nothing in the foregoing shall be construed as abrogating or modifying the Company's right as expressed
in Article IV, Section 6, or the Union's rights as expressed in Article VII, Section 1 of the Master
Collective Bargaining Agreement.
Sincerely,
Bridgette Morehouse
Human Resources Manager
Dearborn Truck Plant
49
December 2, 2011
Nick Kottalis, President and Chairman
Dearborn Truck, Final and Paint Operations
UAW Local 600
3001 Miller Road
Dearborn, Michigan 48120
Subject: Overtime Equalization
During the course of the 2011 local negotiations, the parties discussed at length the subject of overtime
equalization. It is agreed that the adherence to the overtime guidelines and rules governing overtime
equalization is vital to maintaining a harmonious relationship between the parties.
To ensure that overtime equalization is administered in accordance with the local agreement, the
following actions will be taken:
•
•
•
•
•
•
District Committeepersons will be given access to the H121 TWOS task to review overtime
hours. In addition, the parties will review ways to ensure the accuracy of the overtime groupings.
Overtime charging will be tracked weekly and supervisors will be held responsible for following
the canvassing and charging rules.
The District Committeeperson will meet weekly with the Manufacturing Planning Specialist
(MPS) to review any issues with overtime equalization and discuss future opportunities to resolve
any overtime imbalances.
In the event the overtime imbalance issues are not resolved with the MPS, the District
Committeeperson will meet with the Superintendent to discuss and resolve any overtime
imbalances.
If the overtime imbalance issues are not resolved with the Superintendent, the Bargaining
Representative will meet monthly with the Crew Manager to review and resolve any overtime
imbalances.
Additionally, the Labor Relations Supervisor will meet once per month with the Local Bargaining
Committee to discuss concerns with the overtime equalization process.
Sincerely,
Bridgette Morehouse
Human Resources Manager
Dearborn Truck Plant
50
Dearborn Truck Plant 3 Crew Pay Principles
A Crew – 6:00 AM to 4:30 PM Monday through Thursday*
B Crew – 5:30 PM to 4:00 AM Tuesday through Friday*
C Crew – 6:00 AM to 4:30 PM Friday and Saturday*
5:30 PM to 4:00 AM Sunday and Monday*
*start times are subject to change
•
•
•
•
•
The 9th and 10th hours will be at straight time
C Crew will be paid a 10% premium on all hours worked (no additional
premiums for shift)
Daily hours worked in excess of 10 will be paid at 1.5
Weekly overtime premiums will be calculated on all hours paid over forty
Double time shall be paid for all hours worked on the employees third RDO after the employee has
met the threshold of 40 hours worked and or compensated.
51
December 2, 2011
Mr. Nick Kottalis, President and Chairman
Dearborn Truck Plant, Final and Paint Operations
3001 Miller Road
Dearborn, MI 48120
Subject: Alternate Work Schedules – C-Crew Shift Switching
Dear Mr. Winfield:
The purpose of this letter is to confirm our understanding of rescheduling the C-Crew
afternoon production shift to day shift on Sundays prior to a designated Company holiday.
Assuming this schedule proves mutually acceptable, similar arrangements can be
considered for other Sundays preceding designated Company Monday holidays.
This option is consistent with the intent of the October 9, 1999 Letter of Understanding
addressed to Mr. Ron Gettelfinger regarding “Addendum to the Memorandum of
Understanding at Three Crew Schedule Locations – Altering the Schedule”, wherein the
parties have the option to switch scheduled Saturday/Sunday production shifts with
adjacent Friday/Monday Company Holidays, subject to approval by the UAW National
Ford Department and Ford North American Labor Relations.
It is further understood assuming the parties mutually agree to the respective Sunday shift
change, that the affected employees assigned to C-Crew would be paid comparable wages
that otherwise would have been paid by working the afternoon shift. For example, a CCrew employee working 10 hours on the day shift on a Sunday prior to a Company
holiday with a 6:00 AM start, who otherwise would have been scheduled to start at 6:00
PM, would have the first six hours paid at 5.5 hours at straight time (assuming a half hour
unpaid lunch is included in the first six hours), pursuant to the August 16, 1994 Alternate
Work Schedule Memorandum. The remainder of the shift, 4.5 hours, would be paid at
double time.
Regards,
Bridgette Morehouse
Human Resources Manager
Dearborn Truck Plant
52
Letter of Understanding
December 2, 2011
Mr. Nick Kottalis, President and Chairman
Dearborn Truck Plant, Final and Paint Operations
3001 Miller Road
Dearborn, MI 48120
Subject: Work Standards
Dear Mr. Winfield:
During the course of 2007 Local Negotiations, the parties discussed work standards issues. The purpose
of this letter is to clarify management’s intent in regard to the following rebalance/work standards
principles:
The A Crew or the 2nd Shift will be the “lead” crew for the purpose of establishing workloads and
processes.
Under normal operating conditions, production operations should be performed in a consistent
manner on all crews/shifts.
Regards,
Bridgette Morehouse
Human Resources Manager
Dearborn Truck Plant
53
December 2, 2011
Mr. Nick Kottalis, President and Chairman
Dearborn Truck Plant, Final and Paint Operations
3001 Miller Road
Dearborn, MI 48120
Subject: Quality
Dear Mr. Kottalis:
During 2007 local negotiations, the parties discussed several items pertaining to Quality. The Company
and Union are committed to producing the highest-quality vehicles for our customers. To this end, all
employees are required to properly maintain the quality assurance aspect of their particular job.
Management will continue to place emphasis on continuous improvement and set the example of
excellence in quality. A commitment to quality must continually be displayed and improved by all
employees and suppliers.
Regards,
Bridgette Morehouse
Human Resources Manager
Dearborn Truck Plant
54
Mr. Nick Kottalis, President and Chairman
Dearborn Truck Plant, Final and Paint Operations
3001 Miller Road
Dearborn, MI 48120
Subject: Plant Ventilation
Dear Mr. Kottalis:
During 2007 Local Negotiations, the Union discussed employee concerns regarding proper air ventilation
in the door line area and paint building. The Company advised the Union that the door line area is in
compliance with the Corporate Health and Safety Heat Stress Policy. However, as a result of these
discussions, and in the spirit of cooperation, the Company agrees to review the existing Big Foot
configuration to determine any necessary modifications to be implemented. In the paint building, a study
will be conducted to determine any necessary ventilation modifications. The Company is committed to
ensure that Dearborn Truck has proper climate control throughout the plant by conducting regular
inspections of the ventilation systems and continuing to adhere to the Corporate Health and Safety Heat
Stress policy.
Regards,
Bridgette Morehouse
Human Resources Manager
Dearborn Truck Plant
55
Letter of Understanding
December 2, 2011
Mr. Nick Kottalis, President and Chairman
Dearborn Truck Plant, Final and Paint Operations
3001 Miller Road
Dearborn, MI 48120
Subject: Preventative Maintenance
Dear Mr. Kottalis:
During the course of 2007 Local Negotiations, the parties discussed the following issues surrounding
preventative maintenance:
•
•
•
•
•
Tug and Stock Carriers
Balancers, Cables and Hoists
Spray Booths – down drafts, cleaning
Snow Removal
Floor Conditions
The parties have agreed that preventative maintenance is vital to the efficient operations of Dearborn
Truck. The Company is committed to adhere to corporate standards regarding the maintenance of
equipment/facilities and will proactively seek ways to address preventative maintenance issues that arise.
Sincerely,
Bridgette Morehouse
Human Resources Manager
Dearborn Truck Plant
56
December 2, 2011
Mr. Nick Kottalis, President and Chairman
Dearborn Truck Plant, Final and Paint Operations
3001 Miller Road
Dearborn, MI 48120
Dear Mr. Kottalis:
Subject: Plant Stability During the 2015 Major Launch
During the course of these local negotiations the Union and Company have been involved in extensive
discussions regarding our mutual desire to ensure that the Dearborn Truck Plant safely produces vehicles
at the highest quality and lowest cost. The Company and Union recognize that in order for the Dearborn
Truck Plant to compete as a world class assembly plant, it must achieve best in class levels of quality
Things Gone Wrong (TGW), Warranty Cost Per Vehicle (CPV), and cost, specifically Hours Per Vehicle
(HPV), and Cost Per Vehicle (CPV).
To enhance plant viability we recognize that we must work together to implement the standards of our
operating systems with flawless execution. The parties recognize that excessive churning during new
product launches detracts from the necessary focus on quality and launch efficiency.
Therefore, the parties have agreed that in order to minimize the adverse impact of employee churning at
DTP surrounding major model launches as defined in the Master Agreement, there will be a moratorium
on shift bumping for a period of six months. Limited exceptions to this moratorium may include
promotional opportunities, personal hardships or performance issues. The parties will determine specific
start and finish dates subsequent to meeting with the UAW. If there are concerns that stability has not
been attained by this time, the parties will discuss and may jointly agree to an extension of the stability
period.
Sincerely,
Bridgette Morehouse
Human Resources Manager
Dearborn Truck Plant
57
December 2, 2011
Mr. Nick Kottalis, President and Chairman
Dearborn Truck Plant
3001 Miller Road
Dearborn, Michigan 48120
Dear Mr. Kottalis:
Subject: Miscellaneous Items
During the course of the 2011 Local Negotiations, the Union recognized the value of working together on
issues important to both the Company and the UAW. The following items were discussed and will be
addressed in a timely manner following the effective date of this agreement. The Company will:
•
•
•
•
•
Convert two (2) former smoking rooms into quiet rooms, one (1) on the east side of the final
building and one (1) on the West side of the final building.
Designate three (3) computer/printer walk-up stations in the plant for usage by UAW
representatives – two (2) in the final building and one (1) in the paint building.
Provide temporary ID badges to be provided to new/transferring employees until permanent
badges may be obtained.
Install four (4) fresh air enclosures which will be located at the current outdoor break areas
around the final building.
Install a pedestrian turnstile at the Paint parking lot.
Sincerely,
Bridgette Morehouse
Human Resources Manager
Dearborn Truck Plant
58