DC Velocity - August 2009

neers. “It can be difficult if they don’t have a good understanding of your particular operation,” says Ed Borger, vice president of operations for VWR Scientific Products, a distributor of laboratory chemicals and equipment. In-house industrial engineers developed VWR’s labor standards; the company also uses labor management software from Manhattan Associates to measure performance against those standards.

Because some of VWR’s products are hazardous, special training is required for warehouse employees, including members of the International Brotherhood of Teamsters who work at three of the company’s five distribution centers. An in-house environmental health and safety team trains them and other workers in the proper handling of hazardous materials. Meanwhile, Borger works with the union to be sure the complex program conforms with contracts and agreements.

tion committees that include representatives of both labor and management can be an effective means of fostering communication.

Zosel sums up the communication mantra this way: Be open, honest, truthful, straightforward, and transparent. Meet early and often, give the

union updates on where things stand, and be open about the difficulties you’re experiencing. “Say exactly what you’re going to do, follow through, and be consistent,” he adds.

But communication alone doesn’t guarantee success. It’s equally important to involve employees and

strategicinsight

Play it straight

Unions are not opposed to engineered labor standards in principle. “We understand that management utilizes labor standards as a means to optimize efficiencies and cost control, and will work with the company to ensure that acceptable and reasonable standards are adopted,” Toland said, adding that union members take pride in being highly productive.

Nevertheless, standards may initially be met with suspicion. That’s entirely understandable, says Borger of VWR. “You have the same people often doing the same thing for years. They are very close to the work, and they think they are doing it the best possible way until you come in with a new process. It’s difficult to accept that there’s a better way of doing your job.”

What can you do, then, to ensure that a union work force will accept and even embrace engineered standards? “Communication between the union and management is key to the successful implementation of labor standards,” said Toland. “When all views are considered—from the union members and management representatives—it allows everyone to be part of the process. This typically leads to broader acceptance of the resulting labor standards by both parties.” He notes that creating produc-

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