TAMPA
Communication solves conflicts in Lear plant
Nearly two years without a grievance. That’s Richard Neal’s record since he has served as Local 2405 president and chair at the Lear plant in Tampa, Fla.
Some might think this run is evidence of a union representative not doing his job.
But the number actually reveals a deep-thinking union leader finding new ways to use the power of the union to cope with the threats of a global economy.
“Companies compete around price and quality,” says the 49-year-old control technician. “Some of them only look at price. That’s why they cut wages or outsource work. I see my role as helping the company compete on quality.”
Most grievances stem from misunderstanding, he says. Conflicts arise at this maker of sophisticated automotive electronics over how a job gets done or the tolerances that are expected.
“Sometimes the company’s specs are confusing or wrong. That could lead to a problem. My vice president, David Sztroin, and I prefer to solve things on the floor. It’s a lot easier to write a grievance than fix a problem,” Neal says.
When he tried his philosophy in nonunion shops, Neal wasn’t listened to.
“With a union, workers feel freer to make suggestions. As a union representative, I can bring the operations manager down, show him the problem and let the worker who knows the job best show how it can be done better,” Neal says.
