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new union tactics
The old strike of 3,200 brake parts workers in Dayton, Ohio, has closed the third General Motors North American assembly line.
However, 300 of workers crossed the picket line with Union approval to manufacture brake parts for Chrysler and Japanese automakers at the same factory.
The union\'s decision demonstrates fundamental changes in the global auto industry and the joint auto workers who ordered the Dayton strike.
Auto executives and union officials have both said that the current negotiations to end the Dayton strike are a preview of the problems that will arise when the union\'s national contract with GM expires in September, Chrysler and Ford Motor.
The current strike indicates that the extent to which automakers are dependent on some auto parts suppliers and their workers has increased significantly.
Many other manufacturing industries are following the example of automakers, increasingly relying on component suppliers.
Therefore, the changes in the automotive industry now have a broader impact on labor relations in the United States.
The strike began on Tuesday when the union accused GM of violating its 1994 commitment to leave most of its brake products in Dayton.
The company denied the charge.
Three developments in the relationship between automakers and suppliers have increased the influence of unions, at least temporarily.
Automakers now rely on smaller but more frequent deliveries from suppliers to keep inventory and costs low and parts run out quickly if delivery stops.
The companies also rely on parts manufacturers to provide larger parts for vehicles, such as the entire cushion seat, not just the metal seat frame.
Automakers are increasingly sharing some suppliers to save money by tracking fewer contracts, while suppliers often share the technology of a carmaker with other customers.
While the impact of these trends on labor relations has been visible to some extent in past strikes, their overall impact in Dayton strikes has become apparent.
The two factories are part of GM\'s Delphi auto parts division, providing almost all the brakes for the company\'s 29 car and truck assembly plants in North America.
With the closure of the Dayton plant, GM was forced to close nine assembly plants and one engine plant, and has so far fired 34,000 workers.
If the strike continues, more factories are expected to close on Monday. James M. Hagedon Jr.
A gm spokesman said today that negotiations had stopped and no further formal negotiations had been scheduled, but the union and the company had some informal discussions in Detroit.
But if both sides believe that the strike is too risky to proceed, the pace of negotiations may change very quickly.
The company closed three more factories today and Friday, one of which produced popular pickup trucks and the other produced sport utility vehicles that were sold as fast as possible.
For the Union, the strike may persuade GM to redouble its efforts to buy parts elsewhere, although many of the provisions of its national labor agreement limit such action.
The company can even try to sell some of its auto parts factories and start buying parts from any company that offers the cheapest offer.
In order to maintain the impact of the automaker\'s reliance on suppliers, the union decided to take responsibility for limiting the impact of the strike to GM.
The most important decision made the Union angry.
Despite the continued strike of 300 workers, the liner was a very unusual move to return 2,900 workers to Dayton brake on Thursday.
This action reflects concerns among Dayton workers and their leaders about the Japanese carmaker Chrysler and the American Isuzu vehicle, and if the strike closes their assembly plant, might start looking for brake parts from factories in Mexico and elsewhere.
Workers in Dayton are reluctant to pin their future and the safety of their work on GM alone.
The national leadership of the union allowed the decision, while insisting that it did not represent a precedent.
\"This is an intuition --
Tom Lewis, chairman of the strike, said: \"This is a painful decision.
\"We either have to produce products to maintain the operations of these customers, or we feel that it is very likely to lose these customers.
\"There was a time when union officials did not talk about car companies as customers, not as many years ago.
Some people still don\'t.
David yito, chairman of a large local union in Flint, Michigan. , and the co-
New direction chair, a hard
The line-holding dissident faction inside the United Auto Workers strongly criticized the decision to send 300 workers back to the factory.
\"You see the taste of business unionism,\" in which case the union leader is too close to the management
On 1994, a three-day strike was held with workers at one or two Dayton factories, when no one crossed the cordon to make brakes for other automakers who had already relied on the factory.
Despite the Dayton strike, automakers now seem sure to increase their reliance on suppliers in the coming years.
Automakers like General Motors save a lot of money on storage costs and other expenses by keeping small parts in stock at assembly plants.
They ask suppliers to send many small batches of parts often.
Incentives to drive automakers to do business with fewer suppliers are strong, including sharing development costs informally.
At a recent product engineer meeting at Ford Motor, the manager asked the supplier how GM handled the car. door-Sealing problem.
The supplier manufactured parts similar to the design of the two companies and agreed to check and report immediately.
Competition will also continue to force automakers to buy more and more cars from suppliers to reduce the number of cars in large, high
Cost factory for assembling cars and trucks.
The Dayton plant used to ship only brake parts, but now they ship the entire mechanical system: a part of the brakes, wheel bearings, and steering mechanism, all connected together.
As a result of all these changes, the tone of Labor has changed.
Union officials are still willing to shut down the world\'s largest carmaker, but are also willing to have their members cross the picket line to help other customers.
\"If you told me I would have done that two weeks ago, I would have said no . \"
Lewis said today.
\"But you sit down and see the reality.
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