Recursos de colección

DSpace at MIT (104.280 recursos)

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Labor Aerospace Research Agenda

Mostrando recursos 1 - 10 de 10

  1. Rockwell Collins & IBEW Locals 1362 and 1634: Investing in Knowledge, Skills, and Future Capability in an Uncertain Business Environment.

    Barrett, Betty
    Case study

  2. Developing a 21st Century Aerospace Workforce

    Joel Cutcher-Gershenfeld; Thomas Kochan; Betty Barrett; Eric Rebentisch; Rob Scott
    White Paper Version 2

  3. Fostering Continuous Improvement in a Changing Business Context

    Cutcher-Gershenfeld, Joel
    Case study

  4. A Decade of Learning: International Association of Machinists/Boeing Joint Programs. Seattle, Washington, 2001.

    Kochan, Thomas
    This national joint training initiative, funded at 14 cents per payroll hour worked, represents a key institutional innovation. Negotiated under Article 20 of the contract, this program has evolved over its first decade of experience. It expands life long learning to nearly all hourly workers. Major components of the program include: Layoff and Redeployment assistance, The Health and Safety Institute; Career and Personal Development; Classroom Training; Personal Enrichment, and High Performance Work Organization (HPWO). After a decade, the joint programs have reached between 40 and 50% of bargaining unit employees. Lean initiatives at Boeing are largely separate from the National...

  5. From Three to One: Integrating a High Performance Work Organization Process, Lean Production and Activity Based Costing Change Initiatives. Boeing Corporation, Wichita, Kansas, IAM, 2000.

    Kochan, Thomas
    In 1997, Boeing and IAM launched an HPWO after introducing lean production initiatives in 1994 and Activity Based Costing (ABC) in 1996. Management and union leaders wanted to empower the workforce and enhance the competitiveness of the operations. After a slow and difficult path of diffusion, they need to decide how to best integrate these separate improvement programs into a single initiative. Boeing's engineering culture needs to work with the pragmatic workforce in Wichita. Workers fear losing products and projects to other Boeing facilities and have concerns about leadership turnover and follow-through. The HPWO helped managers recognize the importance of...

  6. Employing Activity Based Costing and Management Practices within the Aerospace Industry: Sustaining the Drive for Lean. Boeing Commercial Airplane Group, Wichita Division/IAM, Wichita, Kansas, 1999 and 2000.

    Cutcher-Gershenfeld, Joel; Paduano, Rocco; Barrett, Betty
    ABCM is an accounting tool that can help companies recognize true costs and make critical choices. ABCM is designed to help firms shift their priorities from individual products to the overall manufacturing environment. BCAG is the world's largest manufacturer of commercial airplanes. It is crucial to move the corporate financial department from account role to that of business partner. The ABCM model organizes activities in terms of their relationship to final cost objects. Looking at two pilot studies, this case study shows the benefits that can be reaped from ABCM implementation. The IAM has supported the adoption of ABCM as...

  7. Transformation Through Employee Involvement and Workplace Training: The Challenges of a Changing Business Context at Rocketdyne: Propulsion and Power, Canoga Park, California, 1999.

    Inaba, Takashi; Barrett, Betty
    This case looks at organizational change, funding and environmental concerns that occurred as the company shifted its focus from the military to the commercial. After its acquisition by Boeing in 1996, it developed a vigorous employee involvement program. EI and workforce training were the two key mechanisms to mitigate instability. 120 EI groups developed plus six self-directed teams. Negotiated between the UAW union and Rockwell International in 1990, the EI program creates an opportunity to say how work is done, which represents an important culture change occurs. Leadership skills are just as important to success are technical skills. Rocketdyne is...

  8. Fostering Workplace Innovation and Labor-Management Partnership: The Challenge of Strategic Shifts in Business Operations at Pratt & Whitney (United Technologies)

    Barrett, Betty
    The closing of the military jet engine side of the facility and laying off of more than half of the workforce was an unanticipated form of instability faced in this case. The study had begun in order to document innovations between the IAM local and local area management centering on establishing a team-based work system and joint training systems. While important as innovations, these efforts did not convince Connecticut managers to maintain the work in this location. Ultimately, neither local union or local management efforts were sufficient to overcome the instability associated with broad corporate strategies around the movement of...

  9. Fostering Continuous Improvement in a Changing Business Context. Textron Systems, Wilmington, Massachusetts, 1998,1999,2000

    Cutcher-Gershenfeld, Joel
    This is a large non-union facility implementing systems change initiatives in a rapidly changing business context. Textron has been an important contributor to the U.S. defense aerospace business for five decades. Textron is a prime contractor with the U.S. government and supplier for other technologies. Textron sees workplace change initiatives as key to business success. It seeks performance gains through employee training and development. Textron Systems illustrates the ever-changing challenge of aligning employment systems with business strategy in the aerospace industry. It can sustain major change initiatives and is vulnerable to the swings that come with each new business contract....

  10. Collective Bargaining in the Face of Instability: A Resource for Workers and Employers in the U.S. Aerospace Industry


    Collective bargaining agreements are a core factor in the employment relationships among participants in the aerospace industry. In unionized facilities these agreements govern many aspects of day-to-day interaction as well as important processes such as promotion, job rotation, and employee development. In non-unionized firms bargaining agreements do not physically exist, but their impact on the shaping workplace conditions is still felt. Contract language and bargaining agreements result from reactions and strategic initiatives often in response to actual or anticipated instability reflected in the cyclical nature of the industry. Therefore the LARA project undertook a study of the existing contract language...

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