Spring 2006 - UAW-GM Center For Human Resources

people
MEMPHIS WORKS TOGETHER SAFETY TOURS LIFE ON WHEELS
UAW-GM
SPRING 2006
THE MAGAZINE OF THE UAW-GM
CENTER FOR HUMAN RESOURCES
FUTURE FRIENDLY:
UAW Local 1853 Vice
President Corey Greene
(left) and Chairman Mike
Herron are part of the
joint team bringing
gas-saving technology
to market.
Spring
FORWARD
Spring Hill Manufacturing launches the
2007 Saturn VUE Green Line Hybrid page 8
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6
people
UAW-GM
8
SPRING 2006
D E PA R T M E N T S
3
Short Takes
Shreveport receives environmental
honors; GM customers delighted;
and more
6
Shifting Gears
UAW-GM QN reps shine at
the 2006 North American
International Auto Show
19
Joint Efforts
Scavenger hunt raises money for
Make-A-Wish Foundation; safety
is routine at Fairfax; and more
24 Family Matters
Eliminate your debt;
prostate cancer update
16
F E AT U R E S
26 Time Out
Jim and Diane Byrnes take
their retirement on the road
27 My Wheels
Tim McMillan’s 1965 Electra 225
8 SPRING HILL’S VUE
Always at the forefront of innovation, Spring Hill
delivers the Green Line hybrid By Michael J. McDermott
12 USHERING IN INNOVATION
GM Powertrain Baltimore Transmission — UAW
Local 239 welcomes change and the first integrated
hybrid transmission By Dennis McCafferty
16 MEMPHIS IS KING
At GM’s Memphis PDC, UAW Local 2406
members team up with management to
overcome shipping problems By Bob Woods
1965 Buick Electra 225
>>> feedback
We’d like to hear your thoughts on the magazine. Please send an e-mail to
uaw-gmpeople@uaw-gm.org, or send a letter to: UAW-GM People, Center
for Human Resources, 200 Walker St. Detroit, MI 48207. For all address
changes and/or corrections to your mailing status, please see the personnel
department at your local GM facility. You can find UAW-GM People online at
www.uaw-gm.org/chr_services/people07.html.
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COVER: TIM JACKSON
4/28/06 2:41:38 PM
people
UAW-GM
This publication is jointly produced
by the International Union, UAW and
General Motors Corp. and is intended
to provide information about the
benefits and opportunities offered
through UAW-GM joint activities and
people programs. It is published by
the UAW-GM Center for Human
Resources (CHR).
UAW-GM
Executive Board — Joint Activities
RICHARD SHOEMAKER
Vice President and Director
UAW General Motors Dept.
DIANA D. TREMBLAY
Vice President, Labor Relations
General Motors Corp.
RICHARD RUPPERT
Administrative Assistant
UAW General Motors Dept.
JOE PONCE
Executive Director
GMNA Labor Relations/UAW
shorttakes
GM LEADS
IN CUSTOMER
DELIGHT INDEX
ive GM vehicles captured top honors in Strategic Vision’s Customer Delight
Index for 2005 — more than any other manufacturer. The Pontiac G6 was the
“Most Delightful” medium car, the Chevy Malibu was the top “Multi-Functional
Vehicle,” the GMC Sierra 2500/3500 was the No. 1 “Heavy Duty Pickup” and the
Buick Rainier was the “Most Delightful” medium SUV. The Cadillac DeVille tied with
a non-GM vehicle for top selection in the
“Near Luxury Car” category.
Strategic Vision calculates the Customer
Delight survey. It is based on the responses
of 90,000 new vehicle owners who purchased their vehicles between September
2004 and April 2005.
F
DR. TOM WEEKLEY
Administrative Assistant
UAW General Motors Dept.
JAY C. WILBER
GM Executive Director
UAW-GM Center for
Human Resources and
Quality Network
JOE SPRING
Administrative Assistant
UAW General Motors Dept.
JIM SHROAT
Assistant Director
UAW General Motors Dept.
UAW Co-Editor
REG MCGHEE
GM Co-Editor
CADILLAC ON TOP AGAIN
For the fourth straight year, Cadillac has led sales in the luxury class — vehicles
with sale prices over $42,000. In 2005 sales of all vehicles, cars and light trucks
over $42,000, Cadillac led Mercedes Benz 170,411 to 165,718, according to
Automotive News. BMW had sales of 139,176, Lexus sold 137,869 and Lincoln was
fifth with 104,114. Not included were low-volume brands like Rolls-Royce,
Bentley, Ferrari and Lamborghini.
KEN BEEN
UAW-GM CHR Co-Editor
GERI STROMAN
Produced by The Pohly Company
This magazine is printed by a
union printer on union-made paper.
UAW-GM People is published four times a year for the UAW-GM Center
for Human Resources by The Pohly Company. Copyright © UAW-GM
Center for Human Resources 2006. All rights reserved. Reproduction in
whole or in part of any text, photograph or illustration without express
written permission of the publisher is prohibited.
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shorttakes
Lights On
According to a GM statistical analysis, an estimated 423 U.S. traffic
deaths have been avoided in the
last decade because of daytime
running lamps, which are standard on virtually all GM vehicles.
If all new vehicles made since
model year 1996 had been equipped
with this technology, about
1,236 lives could have been
saved, the analysis
concludes.
History of
Firsts
News and Notes from
the UAW-GM CHR and
Other Fun Stuff
Tom Weekley, UAW executive co-director, and
Jay Wilber, GM executive co-director
Committed to Others
Jerry Dahmen is honored for helping thousands of GM employees
The National Council on Alcoholism and Drug Dependence
recently named its “Reducing Stigma in the Workplace”
award to honor Jerry Dahmen. Jerry, who died last year, was a
longtime manager in the CHR’s Employee Assistance Department. Known for his deep commitment, Jerry was a dedicated
advocate for the substance use disorder community. He began
his journey to sobriety in 1982 and is credited with contributing to the prevention, treatment and recovery experience of
thousands of GM employees.
Environmental
Honors at
Shreveport
T
1938
CONSTRUCTED UNDER the watchful
eye of famed designer Harley J.
Earl, the Buick Y-Job is regarded
as the industry’s first concept car.
CORRECTION:
The Saturn VUE was inadvertently
left out of the “Buy GM, Buy Union”
listing in the Fall/Winter 2005
issue. It should have appeared
under the UAW SUV category.
4
he Environmental Protection
Agency recently honored GMVM,
Shreveport–UAW Local 2166 for
successfully recycling more than 1 million
pounds of hazardous waste annually.
Shreveport, which builds the
Chevrolet Colorado, GMC Canyon and
Hummer H3, has also received other
prestigious environmental awards,
including six Governor’s Awards for
pollution prevention, mercury reduction
and community outreach.
“At GM Shreveport, environmental
leadership and partnerships with the EPA
and the state are just good business,” said
David Burroughs, environmental engineer at Shreveport.
“Our goal is to protect our people, our
plant and our environment,” added D.C.
May, Shreveport ISO 14001 co-facilitator.
D.C. May (left) and David Burroughs
proudly show Shreveport’s EPA award.
UAW-GM PEOPLE SPRING 2006
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Got News? We’d like to hear about happenings at your plant.
Please send an e-mail to uaw-gmpeople@uaw-gm.org, or send a letter to:
UAW-GM People, Center for Human Resources, 200 Walker St. Detroit, MI 48207
FEEDING THE HUNGRY
GM Supports Forgotten Harvest
T
he UAW-GM Center for Human Resources,
along with the GM Foundation and other
partners, recently helped purchase a refrigerated
food delivery truck for Forgotten Harvest.
Forgotten Harvest “rescues” surplus food from
sources such as airlines, caterers and grocers, and
then delivers it to agencies that feed the hungry.
In 2005, Forgotten Harvest collected more than 5 million pounds of food.
Each pound is approximately one meal.
The organization recently surprised UAW-GM Center for Human Resources
Executive Co-Directors Tom
Weekley and Jay Wilber by
driving the new truck to the
UAW-GM CHR.
The GMC TT 7500 was
equipped with a 7.8-liter
Duramax diesel and an Allison
2200 five-speed automatic
with overdrive.
I Do!
Last October, there was matrimony in
the material department at GMVO,
Fairfax-UAW Local 31, which is
usually the home of the Chevrolet
Malibu and Malibu Maxx.
Napoleon “Poe” Rayford, UAW
Local 31, and Iris McGill tied the knot during an
in-plant ceremony officiated by chaplain Herb
Taylor. Taylor, assembly chassis team leader, is
also a member of UAW Local 31. Plant superintendent Don Creach witnessed the marriage.
Another “in-house” ceremony occurred at
the UAW-GM Center for Human Resources
last year, when Dino Moceri, UAW Local 22, UAW-GM
Health and Safety Department, tied the knot with Marie Passarelli. Many friends
and co-workers at the CHR witnessed the ceremony. Tom Weekley, UAW coexecutive director of the CHR, who is also an ordained Pentecostal minister,
performed the services.
Congratulations and best wishes to both couples.
SAFETY IS
EVERYBODY’S
BUSINESS
The focus of this year’s UAW-GM
Health and Safety Training
Conference was clearly on the
preparation to make safety
“Everybody’s Business.”
Held at the Walter and May
Reuther UAW Family Education
Center at Black Lake in March, the
conference featured 25 information-packed classes. It also featured procedures for checking the
performance of exhaust ventilation systems. The procedures were
demonstrated using a special unit
built by UAW Local 160 skilled
tradespeople from the GM
Technical Center in Warren, Mich.
The conference was attended by
UAW International-appointed
Health and Safety Reps and their
management counterparts, plus
joint ergonomics technicians, joint
industrial hygiene technicians and
others working in the field.
GM’s U.S. Market Share
Cars
Trucks
Total U.S.
Sept. 2006
CYTD* 2006
19.1%
26.5%
23.2%
20.7%
26.4%
23.8%
*calendar year to date
www.uaw-gm.org
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shiftinggears
2006
THE
NORTH AMERICAN
INTERNATIONAL AUTO SHOW
UAW-GM Quality Network product representatives connect with customers
GM products were a big hit at the 2006 North American
International Auto Show (NAIAS). So were our people! More than
160 UAW-GM product representatives were there to tell customers
firsthand about the quality of the products they build.
“Customers want to talk to the people who build our prodThe Buick Enclave luxury SUV concept
made its debut at this year’s NAIAS.
ucts. They trust them,” said Steve Hillard, NAIAS co-lead and the
GM Powertrain Divisional Quality Network representative.
“Our product representatives are approachable,” said Steve
Long, UAW international representative, Quality Network.
“Customers respond to that.”
Customers feel like they’re getting the
“inside scoop” when they talk to the product
representatives. GM was the only company at
the show to field a team of plant product reps.
Customers and Journalists
Support the NAIAS
The NAIAS was a high-profile event. More
than 6,000 journalists from around the world
attended the auto show, which is a springboard to product publicity. Additionally, more
than 750,000 customers attended the show.
6
UAW-GM PEOPLE SPRING 2006
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6
“
The Camaro concept drove off with the
Concept Implementation Award.
“It’s quite an experience to represent your plant
and promote the products you help build.”
LENA MERK, GMVM, Arlington, UAW Local 276
“When customers hear that workers
stand behind their products, it gives
the customer security.”
LIZ D’ARCANGELES, Lansing Grand River, UAW Local 652
“If we weren’t there, no one could talk about the safety
features and the importance of quality in building the
Cobalt. It is important because some of these things you
can’t see just by looking at a car.”
MICHAEL AIVAZIS, GMVM, Lordstown, UAW Local 717
“I encourage everybody to stay focused. Teamwork can
turn things around for GM.”
LUPE GONZALES, GM Powertrain, Livonia Engine,
UAW Local 22
“I am proud of what I do, and I try to make
the female customers feel comfortable when
talking about technology. What we bring to
the auto show is so much more than what a
salesperson could bring.”
PRICILLA WILLIAMS, GM Powertrain, Allison Transmission,
UAW Local 239
Michael Aivazis, a UAW-GM Quality
Network product representative,
explained the latest safety features.
Facilities Management Representative
Melinda Gaston was on hand to talk
about hybrid options.
”
“I have found that flexible fuel options and conservation
are on the top of a lot of customers’ lists, in addition to
family safety. I was proud to talk about the functionality
of our hybrid vehicle.”
MELINDA GASTON, Facilities Management Representative,
GM Technical Center
UAW-GM Quality Network product representatives were a hit at this year’s NAIAS.
www.uaw-gm.org
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ALWAYS AT THE FOREFRONT
OF INNOVATION, SPRING
HILL PRODUCES THE
FIRST “BUDGET HYBRID”
VUE
SPRING HILL’S
By Michael J. McDermott // Photos by Tim Jackson
S
ince opening its doors as part of General Motors’
paradigm-bending Saturn venture in 1990, Spring
Hill Manufacturing’s identity has been interwoven
with the future. That identity was reinforced once
again when the plant was chosen to build the 2007 Saturn VUE
Green Line Hybrid, a vehicle AutoWeek described as
“the first budget hybrid.” It’s also the car that will make new,
gas-saving technology available to consumers on a large-scale
basis for the first time.
That’s good news for the more than 4,000 members of UAW
Local 1853 at Spring Hill Manufacturing and their 700-plus salaried counterparts. It also brings into focus some of the bigger
issues that can’t be ignored in any discussion of the automotive
industry’s future. Central to that discussion is the need to find
alternatives to conventional automotive technology that relies
solely on gasoline-powered combustion engines. The auto-buying
public wants the option of greater fuel economy offered by new
technologies. So far, their choices have been limited, but the VUE
Green Line represents an important change.
“We have a sense of pride knowing that, by building these
vehicles, we are taking bold action to serve our customers and
8
reduce America’s dependence on foreign oil. We will prove that
we can be keepers of the environment, not just users,” said UAW
Local 1853 member David Motil, a final vehicle auditor.
Hybrids Wanted
Mike O’Rourke, president of UAW Local 1853, cut right to the
heart of the matter in an on-air interview with National Public
Radio’s Steve Inskeep last November. When O’Rourke asked the
interviewer what kind of car he drove, Inskeep stuttered, “I’m
afraid you would not be happy with the answer.” O’Rourke then
asked why he didn’t drive an American-made vehicle, and Inskeep’s answer summed it all up: “I went looking for a hybrid,
and I couldn’t find one that was American-made.”
Like many UAW members, Mike Herron, the UAW Local 1853
chairman at Spring Hill Manufacturing, believes that most things
are in place for GM to be at the forefront of automotive
technology’s future. He sees the VUE Green Line Hybrid as just
one example of that prowess, and he finds it frustrating that the
general public has such a low level of awareness about the
advances in quality and innovation coming out of GM today.
“I believe that GM, without a doubt, is the company to lead
UAW-GM PEOPLE SPRING 2006
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Jeff Dubose (left), Daniel Pena (top of
page), and Lorene Austin (above) are
bringing affordable gas-saving technology
to the SUV market.
>>>
www.uaw-gm.org
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BAS Hybrid System
and Key Components
42V DC Power Cable
42V NiMH Battery Pack,
with Auto-Disconnect
The common theme of
teamwork runs throughout
Spring Hill’s operation.
Engine Control Module with
Hybrid Supervisory Software
BY THE NUMBERS
2.4L 4-cylinder Ecotec Engine, 166 hp @ 6000 rpm
Engine coolant — cooled
Power Electronics Box
Modified 4-Speed Automatic
Transmission with Auxiliary Pump
“
New Accessory Drive
with Dual Tensioners
Motor/Generator Unit
with 3-phase cable,
3kW continuous
GM Spring Hill Manufacturing
Operations // Spring Hill, Tenn.
Division: GM North America Operations
UAW members: 4,974
Salaried employees: 806
Year opened: 1990
Size: 6.8 million square feet
2005 production: 198,142 vehicles
”
We are doing the right things to bring in new business.
Quality has gone up, and we are winning a lot of awards.
— Lorene Austin, UAW Local 1853
the charge in alternatives to internal combustion engines,” he
said. “We are already a leader in hydrogen. We are doing more
for the future of alternative technologies and hybrids than any
other car company, yet we don’t get the credit in the marketplace that some other companies do. I am very pleased that our
product was chosen to be the forerunner in this new direction of
automotive technology.”
Herron acknowledged that the members of UAW Local 1853
are excited about building the Saturn VUE Green Line Hybrid at
Spring Hill, but he said they were “a little surprised” at the notoriety it has generated on the auto show circuit and in the media.
“The decision didn’t come as a surprise to our membership, but
the media seemed to be stunned,” he said. “We knew we could
build it without interrupting production of the current VUE.”
Spring Hill Is Teamwork
Central to that confidence is a belief in the abilities and dedication of the Spring Hill joint workforce — a belief that is evident
throughout the facility. “Our team members desire to be the
best. When faced with adversity, they persevere,” said Harvey
Thomas, the facility’s plant manager.
The plant’s success in using that teamwork approach to
overcome obstacles has been recognized in many ways, most
notably with consecutive Chairman’s Honors Awards, which
salute “extraordinary teamwork, innovation and enthusiasm”
among GM employees worldwide. Spring Hill Manufacturing
has also been honored with PEOPLE Make Quality Happen
10
recognition for quality improvements. It achieved Quality
Network Planned Maintenance (QNPM) Phase III certification, and has successfully implemented Global Manufacturing
System (GMS) principles. As Thomas noted, “The list goes on
and on.”
A Quality Workforce
Since Spring Hill is the only plant producing the conventional
Saturn VUE, it was the logical choice to build the new hybrid.
But UAW Local 1853 member Lorene Austin, an area quality
GMS champion, has no doubt that the quality of Spring Hill’s
workforce played an important part in GM’s decision.
“We have embraced the Global Manufacturing System here —
both union and management — and we have come up with systems to make sure both sides know what’s going on all the time,”
Austin said. “We are doing the right things to bring in new business. Quality has gone up, and we are winning a lot of awards.”
Building a Hybrid
The new hybrid vehicle will be built on the same line and by the
same workers as the conventional VUE. Several steps were
required to make the process come together, including the
introduction of new parts to support the hybrid technology —
most significantly, the 36-volt accessory battery, explained Tom
Brewer, manufacturing planner for Spring Hill.
Other changes involve dressing the car’s 2.4L Ecotec engine, with
the addition of a unique engine control module (ECM), power
UAW-GM PEOPLE SPRING 2006
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”
THE “PEOPLE’S HYBRID”
Inside the Saturn VUE Green Line
D
esignated the standard-bearer for General Motors’ introduction of a new, more affordable automotive hybrid
system, the Saturn VUE Green Line Hybrid is carrying a
lot of weight on its mid-sized chassis. But it’s up to the task.
The five-door, five-passenger SUV uses sophisticated
controls and mates a unique electric motor/generator to an
Ecotec 2.4L DOHC inline four-cylinder engine and a HydraMatic four-speed transmission. The result is an estimated 20
percent improvement in fuel economy over a conventional
Saturn VUE, depending on driving conditions.
EPA estimates for the VUE Green Line are 27 mpg city
and 32 mpg highway — the latter representing the best highway mileage of any SUV.
Power Source
For John Duncan and his fellow
UAW Local 1853 members, Spring
Hill was the logical choice for
building the Green Line Hybrid.
electronics box and electric motor/generator. Although existing
architecture is used to build the vehicle, engineering changes to the
spaceframe were required to accommodate the battery.
“We made the changes flexible enough to use the same spaceframe for hybrid or gas-powered VUEs,” Brewer said. “We
installed a special hoist to install the battery in general assembly,
too. Our team members were provided safety training to handle
the new battery, and all the operators were certified.”
Active and Involved
UAW members at Spring Hill have played an active part in developing and implementing new work processes and setting up their
own jobs since the first vehicle rolled off the line more than 15
years ago, which has proven to be an important asset in gearing up
for the new product.
“If they are given the chance to be involved, our members will always do it right,” Herron said. “That’s just the nature of the way we
do business here. There’s been a learning curve for people coming
in. Our UAW team members know how to build the highest quality
products and when they are involved the results are tremendous.”
UAW Local 1853 member Jeff Dubose, a car final DVT
OpTech at Spring Hill Manufacturing, agreed. “As a UAW member, it makes me feel proud that we are getting some competitive
products out there,” he said. “If we continue to achieve the high
levels of quality and productivity with the VUE Green Line that
we have achieved in our other builds, this could be another
feather in our cap .” ■
The simple and flexible hybrid design provides additional
power from the motor/generator during acceleration and
allows increased fuel economy
through engine shutoff at idle,
fuel cutoff during deceleration
and regenerative braking that
captures kinetic energy, which is
stored as electricity in an advanced nickel metal hydride
battery. GM designers managed
to stow the battery in the rear of
the vehicle with virtually no
impact on available cargo room.
The hybrid power train is rated at 170 horsepower, a significant boost from the 143 hp delivered by the 2.2L engine
in the conventional four-cylinder VUE.
Those buying a
VUE Green Line
may be eligible
for the new
federal hybrid
tax credit.
Transparent Functionality
Operation of the hybrid system is transparent to the driver
and passengers, with full functionality of accessory systems,
including climate control, which is automatically maintained
when the vehicle is stopped. Two driver-selectable operating
modes offer a choice between maximizing fuel economy and
maximizing passenger comfort and defogging performance.
Technology comes at a price, of course, and by that measure the VUE Green Line is in a class by itself. The technology premium on most hybrid SUVs runs upward of $5,000,
but the VUE’s groundbreaking hybrid system adds less than
$2,000 to the sticker price.
When the Saturn VUE Green Line hits dealer showrooms
this summer, it is expected to have a starting price under
$23,000. In addition, those who buy rather than lease a
VUE Green Line may be eligible for the new federal hybrid
tax credit.
With its cutting-edge hybrid technology, low price and the
prospect of significant tax savings, the Saturn VUE Green
Line really is “the people’s hybrid.”
www.uaw-gm.org
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GM Powertrain Baltimore Transmission — UAW Local 239 welcomes
change and the first integrated hybrid transmission
Ushering in
INNOVAT
The verdict is in: Improving
energy efficiency is officially a national priority. After many years of relying solely on one
form of fuel to get people from one place to
another, America now faces the challenge
of finding some alternatives for the future.
Workers at GM Powertrain Baltimore Transmission — UAW Local 239 understand this
well. In fact, they are building some solutions.
12
In February, GM announced that the
first light-duty integrated hybrid transmission designed and built in the U.S.
would be produced at the plant. The new,
two-mode hybrid transmission will go
into production next year and will support GM’s all-new, full-size SUVs: the
Chevrolet Tahoe and GMC Yukon. Fuel
efficiency will improve by at least 25 percent, thanks to the vehicles’ ability to do
three key things: capture electrical energy
through regenerative braking, shut the
engine and fuel off during idle and deceleration times, and provide an all-electric
launch and drive capability.
“This is just the start of cutting-edge
CONTINUED ON PAGE 14
>
UAW-GM PEOPLE SPRING 2006
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n
UAW Local 239 member
Pat Topper keeps a watchful
eye on his plant’s machinery.
BY DENNIS MCCAFFERTY
PHOTOS BY CHRIS HARTLOVE
TION
BY THE NUMBERS
GM Powertrain Baltimore Transmission
UAW Local 239
Launched: December 20, 2000
Employees: 372 hourly/62 salaried
Site: 65 acres
Building size: 425,000 square feet
Number of machines and peripherals: More than 400
Plant cost: $200 million
Products: 169,500 transmissions per year
Awards: UAW/GM Health & Safety Assessment (2005),
PEOPLE Make Quality Happen — Quality System (2003),
GM Chairman’s Honor Award — Successful Project (2001)
Community outreach: GMPT Baltimore Transmission and
UAW Local 239 take part in many community causes, such as
donations raised for the Maryland Food Bank, annual Toys for Tots,
the Make-A-Wish Foundation®, Habitat for Humanity, the American
Red Cross and numerous other organizations
www.uaw-gm.org
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transmission technology that will save
fuel,” said Pat Topper, a plant machine
repairman and a member of UAW Local
239. “It’s also just the start of making the
plant much more valuable, to go on and
do even better work than we were before.
You have to start somewhere with fuel
economy, and it’s great that we’re going
to be a part of that. Hopefully, we’ll provide better solutions for the consumer
and help our nation in the process.”
The hybrid transmission will be built
for vehicles assembled at GM’s plant
in Arlington, Texas. In Baltimore, a
$118 million investment will pay for
new equipment, tooling and building
upgrades. About 100,000 square feet,
approximately one quarter of the facility,
will be dedicated to producing the twomode hybrid transmission.
The recent announcement in Baltimore was attended by no less than GM
Chairman and CEO Rick Wagoner and
UAW Vice President Richard Shoemaker
— a gesture that underscored to UAW
Local 239 how significant this project
is and how valued they are. “I’m very
proud of the people here,” said Don
Burks, UAW shop chairman. “This is a
recognition of their dedication to hard
work and achievement. The challenge
for us is to build a quality product while
meeting the metric goals when it comes
to efficiency and safety and other critical
performance measurements. They’ve
done all of that and more, as a team.”
Widerman, a UAW Local “IT’S ALSO JUST THE START OF
239 team coordinator in fiMAKING THE PLANT MUCH MORE
nal assembly at the plant.
“You’re going to have two
VALUABLE, TO GO ON AND DO
tight motors with two
modes and a new technolEVEN BETTER WORK THAN WE
ogy there to save fuel.”
WERE BEFORE.”
The plant currently
— Pat Topper, UAW Local 239
builds the Allison 1000
Series automatic transmission. In June enable the plant to transition from
2005, employees worked jointly to building five-speed to six-speed trans-
NEW CHALLENGES
Two-mode hybrid technology uses a
variable transmission with two electric
motors and two hybrid modes of operation. The addition of a second mode to
the drive system improves efficiency and
reduces the need for exceedingly large
electric motors. The second mode is
used mostly when the vehicle is at higher
speeds, such as on the highway, so fuel
economy will be optimized during both
city and highway driving.
“The internal parts of this transmission will be a big change for us,” said Bob
14
UAW Local 239 members like Mary Latimer see their own
ideas result in safety and production improvements.
UAW-GM PEOPLE SPRING 2006
(A) 06-GM1-003 Allison lo01 14
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missions, and they have completed
numerous product improvements.
“We spend a lot of time reviewing
feedback from customers on our products and try to work on areas where we
may be lacking,” said Bill Kulhanek,
plant manager. “Obviously, going from a
five- to six-speed transmission provides
better fuel economy. But we also look to
improve these other areas as well because
it’s what the customer wants, like reduced noise. After we did this, we got a
lot of positive consumer feedback on
what we did, and that makes it worthwhile to all of us here.”
PRIMED FOR PROGRESS
The plant’s impressive productivity surge
certainly captured GM’s attention before
the award was announced. In September,
its plant capacity was re-rated to 169,500
units per year, up from the original plant
production standard of 140,000 units
annually. That increase was reached
without any capital investment on the
part of GM. Much of this stems from the
proactive communications measures
embraced jointly at the plant.
Every month, joint teams gather for
communications meetings to go over
everything from the need to donate to a
local community food drive to the various products that competitors are producing. Before every crew shift,
five-minute briefings are conducted so
employees can be updated on particular
production topic points that need to be
addressed. “We share everything here,”
Burks said.
And management is listening. “All of
us here have a lot of input when it comes
to these kinds of improvements,” said
Mary Latimer, a UAW Local 239 transmission technician. “Management makes
it easy for us to come to them with our
ideas. For example, I work in the valve
body section. There was a lot of traffic
back and forth there, and that was creating some problems. So, together, we came
up with the idea of a walkway there that’s
clearly marked and designated. Now,
Juan Bana, a UAW
Local 239 transmission
technician, values the
education opportunities
offered at the plant.
people know that they have to respect the straints that affected our ability to load
walkway and not get in someone’s path and handle parts. All of that contributed
when they’re carrying a part. It’s made to significantly greater production here.”
the whole area much
The plant is also
safer, and it’s cut down
proactive when it
“ALL OF US
on injuries.”
comes to educating
HERE HAVE A LOT its joint workforce.
Tom Gallagher, operations manager at
Remarkably, at the
OF INPUT WHEN
the plant, said, “We
Community College
addressed many conof Baltimore County,
IT COMES TO
straints that were
100 percent of emTHESE KINDS OF
affecting operations as
ployees have taken
a team. We rebalanced
IMPROVEMENTS.” classes in everything
our work flow to elimfrom personal devel— Mary Latimer, UAW Local 239
inate them, such as
opment to new weldminimizing the coning technology. ■
www.uaw-gm.org
(A) 06-GM1-003 Allison lo01 15
15
5/1/06 3:52:05 PM
16
UAW-GM PEOPLE SPRING 2006
(A) 06-GM1-003 Memphis lo01 16
5/1/06 3:56:58 PM
ast year, UAW Local 2406 members and salaried employees at General Motors
ACDelco Parts Distribution Center (PDC) in Memphis, Tenn., implemented a
sweeping project to improve the facility’s loading dock operations. For their efforts,
the plant received honors at the 2005 UAW-GM Quality Network’s PEOPLE Make Quality
Happen Team Awards celebration. The recognition was a result of the location’s joint
problem-solving efforts. For a year and a half, the plant increased completed routes shipped
the same day to 94.6 percent from 68 percent. It also boosted order response time (ORT) by
nearly 6 percent, and saved $810,000 by reducing indirect labor costs.
IDENTIFYING THE PROBLEM
The need for dock improvements had become obvious. Nearly a
third of the products for the Memphis PDC’s external customers were sitting on the loading dock every night not being
shipped. It got to the point, almost two years ago, where the
facility was losing an entire day of ORT. “We knew our process
wasn’t very good, and that we were going to have to change it,”
said Jeff Perrin, a loading dock forklift driver and one of about
85 UAW Local 2406 members employed at the seven-year-old
facility, a unit of GM’s Service and Parts Operation (SPO).
The problem-solving efforts began when Mariso Taverna,
plant manager, and Paul Moore, process coordinator, recognized that the loading dock logjam was nearing the point where
it could adversely affect customers. They asked Perrin and his
fellow dock drivers whether they could implement same-day
“Management gave up a little
bit of control, and the union
assumed a greater sense of
responsibility. The only thing
left was a partnership, and it
just kind of rolled from there.”
series of problem-solving brainstorming seminars at the facility, the Memphis Dock Improvement Team was formed.
IMPROVEMENT IS CONTAGIOUS
In addition to the benefits of matching same-day picking and
shipping, other improvements that emerged from the problemsolving groups included redesigned dock layouts, new processes
and equipment to reduce congestion and improve efficiency,
and the development of a daily dock plan. “One thing I suggested was coloring the lanes so that the pickers would know
where to drop products,” Perrin said.
Under the former two-stage process, pickers would drop
parts in one area and then a dock driver would pick them up and
carry them to the loading lane. The new process eliminates that
UAW Local 2406
member Damita Wilson
worked to streamline the
loading dock process.
— Thad Perrin, UAW Local 2406 Chairman
shipping. “The one obvious problem,” Moore said, “was that we
weren’t matching our picking times with our shipping times. So
we decided we could expedite the process if we only shipped
during the first shift, which is the same shift that we pick.”
Aligning “picking” with “shipping” was just the beginning.
Other issues, such as the layout of the dock area and the equipment used for picking parts and loading trailers, started to surface. To address them, management and the union tapped into
the UAW-GM Quality Network Problem Solving Team. After a
www.uaw-gm.org
(A) REV 06-GM1-003 Memphis lo01 17
17
5/3/06 11:52:41 AM
Dock driver A.D. Randle is a proud
part of the Memphis Dock Improvement
Team’s success.
“There was more
communication
here. In this case,
we felt comfortable
talking about process
improvements.”
tested them and presented a business
case that led to an investment in new
Crown forked pick vehicles. “Now, instead of double handling our loads from
a cart to the returnable container [RC],
we just load the parts directly onto the
RC and take it to the dock to be carried
THE POWER OF
COOPERATION
to the trailers,” said Prince.
Another picker, UAW Local 2406
Trust and cooperation were important
member
Damita Wilson, worked with a
ingredients in the Dock Improvement
— A.D. Randle, UAW Local 2406
group to streamline the picking process.
Team’s success. “When we went into these
meetings, one of the things we developed early on was a trust “We changed from a system where several pickers put parts in
factor,” Taverna said. “And once that happened, it was like open- one returnable container to where just one of us is responsible
ing a tap. A lot of people wanted to be involved, because they felt for the whole RC,” she explained. “That eliminates the dock
as if their job satisfaction and the content of their work were driver having to set up RCs and set up the routes, and us having
to search for a route with our parts in there.”
going to improve because of the changes we were making.”
UAW Local 2406 Chairman Thad Perrin (Jeff Perrin’s son)
echoed Taverna’s take on the situation. “That’s something I COMMUNICATION MAKES THE DIFFERENCE
credit management with on this project,” he said. “First, for Now the pickers have personal control over the contents and
communicating the new problem-solving process, and second, the quality of the containers. UAW Local 2406 member A.D.
for taking a huge step back. Management gave up a little bit of Randle, a dock driver at Memphis and a GM employee for 37
control, and the union assumed a greater sense of responsibility. years, compared this problem-solving experience with ones at
The only thing left was a partnership, and it just kind of rolled other facilities where he’s worked. “The difference here was that
from there.”
we worked with fellow employees,” he said. “There was more
Once the picking procedures were improved, the team then communication here. In this case, we felt comfortable talking
began to reevaluate the loading process. Loading required a about process improvements.”
forklift to get product off a pick vehicle. So why not eliminate
As a result of the joint relationship, productivity and effithe pick vehicle and come up with something that has forks on it ciency at the Memphis PDC have improved. “We have a really
so that the picker could carry product to the dock himself?
incredible group of people here,” Moore said, “and when we
UAW Local 2406 member Sharon Prince, an overpack gave them the opportunity to participate in problem solving,
picker, was part of a group that researched different vehicles, they really came through.” ■
drop zone, and pickers take products
directly to the lanes. “Now they go by
color,” Perrin said. “They look the route
up, and it has one of four different colors
for a different area.”
18
UAW-GM PEOPLE SPRING 2006
(A) 06-GM1-003 Memphis lo01 18
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jointefforts
In Search of a Cure
Charm City Scavenger Hunt raises money for the
Make-A-Wish Foundation
By Deblina Chakraborty
O
n October 22, it was rainy and
dreary in Baltimore — less than
ideal conditions for the MakeA-Wish Foundation® of the Mid-Atlantic
Inc.’s Charm City Scavenger Hunt. But
John Raut, senior quality systems analyst
for GM, and four co-workers from
GMPT Allison Transmission–Baltimore
toughed it out for a good cause, and
they’re really glad they did.
“It was a lot of fun,” Raut said. “The
entire team really had a great time.”
The scavenger hunt — now in its fifth
year — allowed local businesses and people from the community to fulfill the
wishes of four Maryland children served
by the Make-A-Wish Foundation, a nonprofit organization that grants the wishes
of children facing life-threatening medical conditions. Last year’s UAW-GM
title-sponsored event kicked off with a
breakfast and an orientation at the
Baltimore Museum of Industry. There,
on the banks of Baltimore’s Inner Harbor,
the U.S. Coast Guard made a grand
entrance. It delivered a treasure chest full
of scavenger hunt clues and maps by ship
to eager participants, who then followed
the clues — 21 pages of them — to points
all over the city, including the Baltimore
Zoo and M&T Bank Stadium.
“The clues were broken down by area,”
Raut explained. “You had to go to the
locations and get signatures or photos
that proved you had been there.”
The hunt ended with a reception at
Outback Steakhouse, where event officials tallied all the points and PEDSER ATeam was declared the winner. But the
real star of the afternoon was 10-year-old
wish recipient Eria, who suffers from a
Left to right: Karen Austin, material planner,
Baltimore Assembly; John Raut, quality analyst,
Baltimore Assembly; Jack McKeon, product
manager A Crew, Baltimore Assembly;
Emily Brink, GM Moraine Assembly;
and Eria, Make-A-Wish child
life-threatening illness. Eria spoke to
Charm City Scavenger Hunt participants
about how she’d always wanted to go to
Hawaii. Last year, the Make-A-Wish
Foundation made her wish come true
when they sent Eria and her family there
for 10 days.
“It was great to learn about Eria’s wish
to visit Hawaii. It was very powerful for
our employees to have the chance to meet
her and her family,” Raut said.
Though UAW-GM has sponsored the
Charm City Scavenger Hunt in the past,
this was Baltimore Transmission’s first
year to play such a major role in the event,
and the plant’s employees stepped up to
the challenge. Raut said his team collected
the most pledges of all the teams during
the month leading up to the event, a total
of $1,600 in donations.
“UAW and GM representatives
planned, participated and volunteered at
this event to make it a great success,” said
Ralph A. Nappi, president and CEO of
the Make-A-Wish Foundation of the
Mid-Atlantic. “The men and women of
the GM Allison Transmission plant
showed that they truly care about
Baltimore children facing life-threatening
medical conditions. They have made a
real difference in their lives.”
Raut and his colleagues are already planning the 2006 Charm City Scavenger Hunt.
Raut has high hopes that even more teams
from Baltimore Transmission — and from
local GM dealerships — will participate. ■
www.uaw-gm.org
(A) 06-GM1-003 JointEff lo02.indd 19
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4/28/06 2:45:31 PM
jointefforts
Making the Rounds
Fairfax Assembly shows that routine safety tours create
a safer work environment
E
very day at 7 a.m., Al Neal meets
about a dozen of his co-workers
to take a walk. But he’s out for
more than just a stroll. Neal, a UAW Local
31 health and safety representative, and
his team in Kansas City, Kan., are on a
mission to ensure the safety of workers at
Fairfax Assembly.
“I didn’t believe it was going to work,”
Neal explained. “But going on the safety
tours — and management showing that
they would fix things — showed me that
this would be a good process.”
Like doctors making their rounds, the
joint team moves station to station looking for safety issues and talking to workers
about their concerns. Issues raised range
from ergonomics, housekeeping and
sanitation to walking and working surfaces. The plant, which currently builds
the Chevy Malibu and will begin production of the Saturn Aura this summer, has
reduced injuries by nearly two-thirds
since the safety tours began in 2000.
“The tour process was implemented
to bring the needed support to the people
who produce the product,” Plant Manager
Paul Marr explained.
The safety tour team consists of top
UAW and GM leadership at the plant.
“Our philosophy at this
plant is that safety is part
of production, the same
as quality and the same
as quantity.”
— Al Neal, UAW Local 31
The first shift visits the paint shop on
Monday, body on Tuesday, trim on
Wednesday, chassis on Thursday and
central engineering and material alternately on Friday. The team for the second
shift meets at 6 p.m., but the department
to be toured is chosen on a random basis.
“The safety tours mean multiple people
MAKING THEIR ROUNDS are safety team members (from left to right) Glen Taylor, chassis
team leader; Sandra Ranke, GA area manager; Paul Clatterbuck, engineering director;
Linda Heater, group leader; Paul Marr, plant manager; Jeremy Andrews, maintenance
general foreman; Al Neal, UAW safety representative; and Barry Nix, chassis committeeman.
20
By Lia D’Amico
are looking at safety,” Marr said. “What one
person doesn’t see, another person might.”
If issues found during the safety tours
are not addressed within one week, the
item moves to the department safety list.
Those items, if not fixed in 30 days, are
discussed during the managers’ monthly
safety meeting to determine how to
resolve the problem.
“Safety is a high priority at the Fairfax
plant,” said Jay Ford, a UAW Local 31
member who works in the chassis department at spare tire install. “The Fairfax
plant is constantly looking to improve
safety for its employees.”
REDUCING INJURIES
Last year, 30 percent of the injuries at the
plant were from walking to and from the job.
After reviewing the walking and working
surfaces this year, yellow caution lines were
painted in potentially dangerous areas.
“Hey, a painted yellow line is very
cheap,” Neal said. “But it can save someone from a major injury.”
Suggestions that have been implemented include the following:
• Spare tires and seats are now loaded
with a lift-assist device.
• Controls for equipment are now
installed at floor level, eliminating the
potential for a fall.
• Platforms have been installed to provide a better working surface for work
in high places.
“The tours let us focus on a single department and identify issues that could otherwise be missed because they’re unique to that
area,” Marr said. “Or they highlight issues
that are common throughout the plant and
give us a springboard for new best practices.”
Added Neal, “Our philosophy is that
safety is a part of production, the same as
quality and the same as quantity.” ■
UAW-GM PEOPLE SPRING 2006
(A) REV 06-GM1-003 JointEff lo02.indd 20
5/2/06 4:15:28 PM
GRADUATION DAY
ACQP students receive certification
By Ken Been
A
sense of accomplishment and
pride filled the air as students received certificates for completing the Quality Network’s Advanced
Certification for Quality Professionals
(ACQP). With about two years of coursework behind them and certificates in
hand, the newly graduated quality professionals looked to the future.
“I see a much broader scope of responsibility,” said Richard Monteville, Quality
Network Representative UAW Local
1714, GM Lordstown complex west.
“There will be a greater need to keep the
organization changing for the better.”
“That means finding the right answers
for the situations we’ll be facing,” added
Merle Davis, Quality Network Representative, UAW Local 668, GM Powertrain
SMCO, Saginaw. “And the education we
received will help us do that.”
The certificates were granted by
Detroit’s Wayne State University School
of Business Administration’s Professional Development Division.
Challenges in the field of quality have
changed, and today’s quality professionals
require advanced technical skills. The
jointly developed curriculum is designed
to help meet those requirements. But it’s
not just about the technical aspect of quality improvement. The curriculum also focuses on helping Quality Network
representatives become proactive leaders.
“Customers and the competition are
changing,” explained Emery Thomas,
Quality Network Representative, GM
Lordstown complex west. “Existing goals
may not be the right goals. The QN rep
has to be a catalyst for change.”
All Quality Network representatives
appointed after October 2003 are required
to enroll in the curriculum. Classes are
held at the UAW-GM Center for Human
Resources in Detroit. New groups are
forming as more Quality Network representatives have “gone back to school.”
The ACQP curriculum is offered for
UAW-GM Quality Network representatives, but is also open to others involved
in quality improvement. The universitylevel program is very demanding. Students enrolled in the program take
weeklong classes about three times a year
for approximately two years. Additionally, students must pass proficiency
exams at the end of each course.
“The classes were tough — no doubt
about it,” Davis said.“But the understanding
and know-how I got in return? Priceless!” ■
TOP TO BOTTOM: Ahmad Ezzeddine
awards certificates to Emery Thomas,
Richard Monteville and Merle Davis.
ACQP COURSES
Quality Foundations
• Evolution of Quality in the Auto Industry
• Quality Systems Overview
• Understanding Prints
• Inspection & Measurement Methodology
• Understanding Variation
Quality Planning
• Planning for Quality 1 & 2
Quality Tools
• Statistical Process Control
• Problem Solving
• Error Proofing
Leading Quality
Improvement
• Conclusions
• Becoming a Catalyst for Quality
FOR MORE INFORMATION
• Contact your local or divisional
Quality Network representative
• Click on the ACQP page from
the Quality Network homepage
(qualitynetwork.gm.com)
www.uaw-gm.org
(A) 06-GM1-003 JointEff lo02.indd 21
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4/28/06 2:46:28 PM
jointefforts
Tune
A Different
W
hile many children
follow in their
parents’ footsteps,
UAW Local 599 member Linda
Marshall-Wortham may one
day flip that scenario around.
Taking her son’s path, the
skilled-trades employee at
GM’s Flint, Mich., plant — and
longtime gospel singer — has her eyes set on returning to college
to earn a music degree.
“My goal is to be a vocal teacher on the college level, which
means I’m going to have to have a master’s degree,” said
Marshall-Wortham of her long-term post-retirement ambitions.
“I plan to start this spring or summer semester to take
classes,” she explained, noting that her options include attending
Mott Community College or the University of Michigan, Flint.
Her son takes music technology courses at Bethune-Cookman
College in Daytona Beach, Fla.
Wherever she lands, the classroom will be a familiar setting
for the mother of two. In April 2002, Marshall-Wortham
completed her bachelor’s degree in applied science for
industrial technology from the University of Michigan, Flint
— a degree paid for by the UAW-GM Tuition Assistance Plan
(TAP). Before that, she earned an associate’s degree in the same
major from Mott.
Marshall-Wortham knows that a post-high school education, in music or otherwise, will open new opportunities.
“My inspiration was to finish the bachelor’s degree and put in
for a higher-paying position at General Motors, which would be as
22
a supervisor,” she explained. Education already has helped further
her career at GM, which started on the production line in 1978.
Over the years, Marshall-Wortham has taken classes in
subjects ranging from clerical work to the skilled trades. In 1992,
she passed the skilled-trades test, with strong marks in spatial
relations. In 1994, she was placed as a skilled tradesperson
working with experimental sheet metal.
Her bachelor’s degree came during a downturn in the Flint
operations. “When I was in the Jobs Bank, I took the
opportunity to go back to school full-time,” she said. “Just
having that degree opens up doors of opportunities, such as if I
need to be a substitute teacher in a public school system.” And
with credits already earned, obtaining a teaching degree from
the University of Michigan, Flint, would take only another year
or two, she added.
While her long-term goals involve music, MarshallWortham said she’s in no hurry to retire from GM. “I am still
checking out some things at GM. But it is also good to have a
backup skill instead of focusing just on one thing,” she said.
Gaining a new skill, however, requires going back to
school, which can be a daunting prospect for many adults.
Marshall-Wortham said all it takes is a positive attitude.
“If you believe you can do it, you can do it,” she said. A good
support system also helps. Marshall-Wortham has had ample
encouragement from her son and daughter, as well as from her
mother. But she believes the inspiration to take the first step
must come from within. “The first person that inspired me to go
back was me,” she said.
“As long as you never quit, you can always make it,”
Marshall-Wortham said. ■
ROY RITCHIE
With the help of TAP, Linda Marshall-Wortham of UAW Local 599
is pursuing her musical dreams
By Neal Learner
UAW-GM PEOPLE SPRING 2006
(A) REV 06-GM1-003 JointEff lo02.indd 22
5/2/06 4:15:48 PM
“If you believe
you can do it, you
can do it.”
— Linda Marshall-Wortham,
UAW Local 599
Linda Marshall-Wortham and
her cousin Quintin Marshall Sr.
(opposite page) perform at the
New Life Tabernacle.
www.uaw-gm.org
(A) 06-GM1-003 JointEff lo02.indd 23
23
4/28/06 2:47:29 PM
familymatters
>>> money
W
hether you’re buying coffee
at the convenience store or
paying taxes to Uncle Sam,
it’s easy to reach for plastic instead of cash
when settling the bill. For many, credit
cards have become a little too convenient.
If you’ve dug yourself into a hole of debt
with your cards, these five steps can help
you to get out.
1
Take stock. Sure, you have that pit in
your stomach when you pull your
bills out of the mailbox, but are
you really in trouble? Begin by
listing how much you owe, to
whom and at what interest
rate. How much is too much?
Consider these questions: Do
you make only minimum
payments? Do you routinely
skip payments or make late
payments? Have you reached
the credit limit on one or more
credit cards? If so, read on.
Create a budget. The simple truth is that to get out
of debt, you have to spend less
than what you earn. So, list
your income from all sources.
Then, list your “fixed”
expenses, such as mortgage
payments, rent or car
payments. For the next several months,
keep track of every dime you spend
on “variable” expenses like clothing,
entertainment and recreation. It’s likely
you’ll arrive at the conclusion that you
need to trim some fixed expenses and do
without many extras.
During the period you are paying down
your debt, carry only cash — the set
amount you need each week — instead of
By Nancy Opiela
your debit or credit cards. It’s easier to
improve spending decisions when you see
the cash leaving your wallet rather than
swiping your card through a machine.
product rebates, rolled coins, yard sale
proceeds — to paying off the card at the
top. Need motivation to make more than
the minimum payment? Check out
Bankrate.com’s calculator “The true cost
Shop around and consolidate. You of paying the minimum,” at www.
can look for a lower interest rate at bankrate.com/aol/calc/MinPayment.asp.
www.cardweb.com or www.myvesta.org,
It’s also essential to pay on time. “With
and transfer your outstanding balances universal default, one late payment or
onto one card. However, keep in mind accidentally going over your credit limit
that while a 0 percent introductory rate can increase not only your interest rate
alleviates the immediate pressure of on that card, but other companies can
increase their rate, too,” said
Jim Tehan, a spokesperson for
CUT IT OUT: Leave credit cards
behind and start carrying cash.
the nonprofit consumer education organization Myvesta.
3
5
2
24
exorbitant interest payments, the rate may
only be good for a short period of time
after which the rate may climb dramatically. And you have to watch out for
annual fees and balance transfer charges.
4
Develop a payment plan. List your
cards with the highest interest rate on
top. Make minimum payments on all
cards, but direct any extra cash — bonuses,
Consider getting help.
Credit counseling organizations can help, but some charge
high fees. As an alternative, form
a mini support group with a
buddy or two. If you share your
goal of being debt-free with your
friends, you’ll be less likely to use
plastic when you are hanging
out with them.
Finally,
recognize
the
psychological aspects of this
process and tailor a payment
plan to your situation. For
instance, it may be more effective
for you to go after the card with
the lowest balance first because paying it off
quickly will give you the confidence you
need to pay off other cards. ■
For more information, the Federal
Trade Commission (FTC) publishes
a series of free publications on
credit issues. They are available
at www.ftc.gov/credit or by calling
877.382.4357.
GETTY IMAGES
Got Debt?
Here are 5 steps to eliminate it
UAW-GM PEOPLE SPRING 2006
(A) 06-GM1-003 FamMatters lo01.indd 24
4/28/06 2:48:30 PM
>>> health
The Facts on Prostate Cancer
Early detection is the first
line of defense
By Reg McGhee
I
’m in my mid-50s, and prostate cancer is on my radar screen. Prostate
cancer treatment received a lot of
media attention last year and here’s why.
Approximately 30,000 men die from
prostate cancer each year. More than
200,000 new cases were reported last
year, according to the Prostate Cancer
Foundation. African-American men
have a much higher risk of developing
this type of cancer. The good news,
however, is that there are many ways
to discover and treat prostate cancer.
Start with early detection. The prostatespecific antigen (PSA) test is the most routinely suggested test. PSA testing was in the
news last year following a controversial report in the Archives of Internal Medicine.
The report concluded that PSA testing had
little effect on long-term cancer survival.
PSA testing is still considered one of the
most important ways to discover prostate
cancer. Digital rectal exams (DREs) are
another common screening measure.
Elevated PSA levels indicate the need
for a biopsy, the surgical removal of a
small sample of the suspect cancer. The
sample can be analyzed for evidence of
cancer and its aggressiveness. Some cancers can be “slow growing” and may never
cause a problem, but aggressive cancers
require treatment. Options include “active surveillance,” surgery, radiation, hormone therapy and chemotherapy.
Surgical options include traditional
surgery, with a large incision in the lower
abdomen, and laparoscopic surgery, with
several small openings for robotic arms, a
camera and a suction device.
Radiation options include external
beam radiation, intensity-modulated
radiation therapy (IMRT) and radioactive
seed implantation. With these options,
there are improved methods to better
target the cancer cells. New treatment
options include focal cryoablation,
which is a nonsurgical technique that
freezes cancer cells, and high-intensity
focused ultrasound.
There is no single approach to detecting and treating prostate cancer. The
most important elements are regular testing, research on the type of treatments
available and their effectiveness, and
possibly a second opinion. According to
the National Cancer Foundation, initial
treatment with surgery or radiation can
result in a “cure” in more than 90 percent
of men with localized prostate cancer.
Lifestyle changes may also affect
cancer growth. A University of California
study of 93 prostate cancer patients suggests that improved diet, regular exercise
and stress reduction can affect the cancer’s progress. Lifestyle changes can
also have positive benefits that apply to
other areas of health. ■
For more information on
prostate cancer, start with the
Prostate Cancer Foundation,
www.prostatecancerfoundation.org,
and the UAW-GM Lifesteps web
site, www.lifesteps.com. ABC News
aired a series on prostate cancer
treatment options in February,
which can be found on its web site,
www.abcnews.go.com/Health/
(enter “prostate cancer” in the
“Search a Health Topic” heading).
www.uaw-gm.org
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timeout
Story
Tell Us Your If you have an interesting story to tell about your life
outside the workplace, we’d like to hear it. Please send
an e-mail to uaw-gmpeople@uaw-gm.org.
Life on the
Road
Jim Byrnes and his wife, Diane,
tour the country in their RV
By Ken Been
A
long the roads from Michigan to
practically anywhere in the
country, GM retiree Jim Byrnes
and his wife, Diane, sit behind the wheel
of a GMC Sierra 2500. Hitched to the
truck is a Sunnybrook 31-foot trailer —
better known as their home.
“It wasn’t easy to downsize to fit in the
trailer,” Jim said. “It came down to thinking that life is short and now’s the time.”
Jim, retired since 2000, was a 33-year
GM employee. He worked at GM Photographic and spent the last third of his
career designing graphics for the UAWGM Quality Network.
Family on Wheels
Along with their dog, Max, a 60-pound
Newfoundland mix, Jim and Diane have
traveled from New England to Florida,
around the Gulf, throughout the Southwest and back to the Midwest.
“We’ve met many people living like us,
and we meet up with them all over the
country,” Jim explained. It is estimated
that more than 1 million Americans are
full-time RVers. That’s like putting Dallas
on wheels.
As far as living in close quarters, Diane
said the only difference is scale. “Storage
isn’t the same as a house,” she said, “but
we’ve got less to store now.”
All the Comforts of Home
To call their home a “trailer” does not do
it justice. The kitchen has all the modern
amenities. The bedroom features a queensize bed and lots of cleverly located storage space.
“You learn to use the space smartly,” said
Jim, “and to give each other space, too.”
“That’s important,” added Diane.
“You’ve got to really be compatible if
you’re going to live this lifestyle.”
Their new lifestyle has given Jim more
time to pursue the arts. Recently, he has
been carving wood, inspired by the landscape of the nation.
Navigating the nation is easier than it
used to be, with plenty of helpful books,
web sites and global positioning systems.
Jim and Diane use these resources to make
critical travel decisions — like where fuel
is available and what the distance is to the
next exit. “You don’t want to be guessing
about those things,” Jim said.
Jim said the truck’s 360-horsepower
Duramax diesel is especially great when
towing up steep grades — like the Rockies.
“People who do what we do know the
Duramax is the way to go,” he said.
Like many RVers, Jim and Diane are
OnStar subscribers. “Once, we were lost
and we locked our keys in the truck,” he
said. “They unlocked the doors and got
us back on the right road.”
Depending on their destination,
they’ll travel about 300–400 miles per
day. When they get to their destination,
Max is the first one ready to explore. The
dog hears the turn signal and knows —
like Jim and Diane do — that he’s in for a
new adventure. ■
Jim and Diane carve out their
own definition of travel and leisure.
RESOURCES FOR THE RV NATION
Books
• The Next Exit
• 2006 Trailer Life Directory
Web Sites
• www.rversonline.org
• www.RVAmerica.com
• www.escapes.com
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UAW-GM PEOPLE SPRING 2006
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my
wheels
NAME: Tim McMillan, UAW Local 599
PLANT: Flint Powertrain North
JOB: Inspector Layout
YEARS WITH GM: 28
WHEELS: 1965 Electra 225
“Deuce ‘n’ a quarter” convertible
UNDER THE HOOD: 425-horsepower engine
MILES: 4,000 since restoration
DWIGHT CENDROWSKI
CRUISING: Tim McMillan
enjoys the view from his 1965
Electra 225 convertible.
WHY IT’S HOT: I can’t think of anything more
enjoyable than cruising in your car with the
top down, sun shining, air rushing over you.
If you have ever owned a convertible, then
you know the feeling I get every time I take
my Electra for a cruise. I bought my Buick
Electra from a scrap yard in Bay City,
Mich., where it was literally waiting to be
turned into molten metal. The car had
severe cancer on every panel with the
exception of the hood. The frame was
broken behind the rear wheels and the
bumper was hanging on the ground on the
right side. It took me more than 12 years and
a trip to Arizona to restore the car from the
ground up to its original factory condition.
THE RIDE: My Electra has a rather long
wheelbase, which makes for an excellent
ride. The car seems to float down the road.
The only drawback is that it can be a bit
sluggish around tight corners due to the
heaviness of the car — around 4,800 pounds.
very rare option. That’s more motor than
the car can ever use, but it is fun knowing
I can blow the tires off any time I please.
My Electra was built with pride in 1965
by the members of UAW Local 599 and
the employees of the Buick Motor Division,
Historic Factory 04, formerly located at
“Buick City” in Flint, Mich.
Cars
Calling All Do you own a cool vehicle
THE BEST PART: My Electra was built stock
with a 425 Dual Quad engine that produces 360 horsepower and 475 footpounds of torque, which is considered a
that would be the envy of
UAW-GM people? Then
give us the scoop by dropping us an e-mail at
uaw-gmpeople@uaw-gm.org.
www.uaw-gm.org
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people
UAW-GM
UAW-GM
Center for Human Resources
200 Walker St.
Detroit, MI 48207
TONY BAKER
Visit the CHR at www.uaw-gm.org.
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