June 2002

2002 Negotiation Teams

Meet your 2002 Negotiation Teams - Part lll

A new yard sign: "I vote my pocketbook"

Outsourcing the Boeing way: "This dog won't hunt"

Employee Information Sheet (EIS) guidelines

Letters to the editor

Start saving! Preparation is key to bargaining strength

Home e-mails requested from members

Social Security Number abuse is not new

Boeing retirement plans website

Annual SPEEA Picnic

Update - Contractors in 6ASE-636

Classified Ads

News from Midwest Region

SPEEA continues to monitor new job opportunities

SPEEA monitors contract hiring

Fighting for BAS recall rights

Welcome B.J. Moore to SPEEA Wichita

Transportation Committee
Rep. Mitchell seeks help for Referendum 51

Labor History
Grape boycott helped organize
United Farm Workers

Focus on Negotiations
Retirement questions

SPEEA Golf Tournament

In Brief

Union Counselor graduates


Meet your 2002 Negotiation Teams - Part lll

The Northwest and Midwest Councils recently elected negotiation teams for this year's contract negotiations. This month, we complete the introduction of your Negotiation Teams with brief biographical information from the Wichita Engineering Unit Negotiating Team.

Wichita Engineering Unit Team

____________

Joe Newberry, Chairman

Joe Newberry is currently the B-52 JDAM Software Team Leader. As a Software engineer, he is working to develop software for the B-52 Avionics Mid-Life Improvement (AMI) program in the Wichita Development & Modification Center.

Newberry has an extensive career at Boeing that started in 1973. He has held numerous jobs within the Company, including work in the B-52 JASSM/JDAM/WCMD Software Team Lead, B-52 and B-1 Mission Planning and the B-1 Weapon System Trainer.

A Kansas native, Newberry earned both his Bachelor of Science and Master of Science degrees in Electrical Engineering from Wichita State University.

An active member of SPEEA since 1995, Newberry is involved in numerous teams and committees. From 1995 to 2001, he was an Area Rep for District N-1. During 1999/2000 he was a member of the WEU Negotiation Team. Most recently, he has served as the Executive Board's Midwest Regional Vice President during 2001 and 2002.

As a result of his participation in SPEEA committees, Newberry believes the union has a special opportunity to improve The Boeing Company and help Company officials understand that working together must be an ongoing process.

____________

Shane Michael

As a Test Engineer, Shane Michael has worked for the past 14 years at Boeing Wichita Test Technology Labs in Vibration Dynamics, working to design test, review requirements, evaluate test sensor/equipment, and analyze and present data. Before that he spent two years as a Technical Publication Engineer.

Born and raised in Topeka, Kansas, Shane attended Kansas State University and Emporia State University. He was hired by Boeing in 1986 and almost immediately joined the Wichita Engineering Association (WEA), the forerunner of SPEEA in Wichita.

A strong union supporter, Shane has been actively involved in numerous activities and roles within the Union. His work includes Council Rep for 14 years; Executive Board Secretary, 6 years; District Delegate Lodge 70, 5 years; and Legislative and Public Affairs Committee member and Wichita Hutchison Labor Federation Delegate for 3 years.

This is Shane's fourth time as a Negotia- tion Team Member. His goal as a member of the team is to strive for a better contract that is easier to enforce with the Company. He will also strive for the union to play a more "proactive" role.

Shane's goals for SPEEA as a whole are for members to actively participate in committees and to take the lead on issues with the union and the company.

As advice to members and nonmembers he says, "Membership speaks for itself. A well-organized union ensures the best position with the Company."

In addition to actively participating in SPEEA, Shane enjoys keeping informed on current issues, keeping fit, and hunting and fishing.

He has two daughters, Mercedes and Tina.

____________ 

Burt Shah

Burt Shah was born in India and earned his PhD in Chemical Engineering from the Indian Institute of Technology in Kanpur, India in 1975. That same year, he moved to Auburn, Alabama where he served on the faculty of Auburn University in the chemical engineering department. He was then hired by Wolverine Cube Company in Decatur, Alabama where he was a product engineer.

In 1988, Boeing hired Burt on in Huntsville, Alabama where he worked the next six years on the Space Station program, in environmental control & life support systems.

Burt moved to Boeing-Wichita in 1994, hiring into Manufacturing Research & Development (MR&D) where he has been supporting chemical processes ever since.

When SPEEA became the elected representative of Boeing Wichita engineers in 1995, Burt joined and soon became an Area Rep. He has been a Council Rep since 1997 and has served as the Midwest Treasurer for over a year.

Burt says he first became active in the Union because he knew SPEEA does an excellent job of representing engineers, giving them a voice in their careers and working conditions.

He ran for the Negotiation Team because he felt he had had positive experiences in representing the members in his district, and felt as a Team member he could make a real difference in people's careers.

His advice to members and nonmembers: "The stronger the membership, the better say we can have in our careers and other issues that affect us and our families."

In his spare time, Burt likes golfing, working out at the Boeing fitness center and enjoying theater shows that come to town. He also likes to volunteer in his community, through ECF and working directly with the various agencies.

____________ 

David Huster

A Structural Design Engineer at Boeing Aircraft Services, Dave Huster is currently working on the conversion of 747 Passenger and Combi aircraft into Special Freighters.

Employed at Boeing since 1996, he became a SPEEA member in 1999. Soon after joining, he made the move to become a Council Rep and has steadily increased his union activity ever since.

Throughout his years at Boeing, Huster has worked on numerous projects, including 757 Structures, DCAC Focal, and the 747 Structures Freighter Program.

Huster was born and raised in St. Louis. He worked several jobs to pay his own way through Parks College where he was graduated with a Bachelors degree in Aerospace Engineering. He continued his education at Friends University and was graduated with a Masters degree in Science Management (MSM). He also worked for a testing
laboratory before joining Boeing.

Huster was eager to be involved with SPEEA after the events of the 1999 negotiations and because he'd like to make a difference in the next contract negotiations.

"I plan on making a contribution to the contract that will be rewarding to our members," Huster said. "I will gain first-hand working knowledge of the negotiation process."

His goals are to strengthen SPEEA membership by increasing the number of members and to better communicate the changes taking place within the Company. He encourages non-members to join the Union to strengthen their position within the Company and to contribute to the contract negotiations.

Huster and his wife Brenda have a 6-month old son, Joseph.

____________ 

Dave Sly

Dave Sly was hired at Boeing in 1995. After learning about the benefits of collective bargaining, he joined SPEEA so he could "have a voice in the 1999 negotiations."

Sly currently works as a Fuel Systems Design Engineer in the Wichita Development & Modification Center. His work involves designing and analyzing fuel system modifications on the MC-130H Combat Talon II Aircraft. His previous work at Boeing includes work on KC-135 MPRS fuel system modification, E-4B & C-32 comm. upgrades, KC -135 & B-52 Functional System Integrity Program, and KC-135 Fleet Support tasks. He continues to support the KC-135 fleet support with fuel system related tasks.

Born in Midwest City, Oklahoma, and raised in Tipp City, Ohio, Sly attended the University of Oklahoma and was graduated with a Bachelor of Science degree in Mechanical Engineering.

Sly joined the 2002 Negotiation Prep Committee, then sought election to the 2002 Negotiation Team to "better understand and help with the process of negotiating a sound contract for employees represented by SPEEA in Wichita."

As a Negotiation Team member, he hopes to achieve better cohesive relationships between SPEEA and its represented members and Boeing employees. He said, that his union experience has taught him that employees should not "be afraid to have your voice heard."

Outside of his obligations at Boeing, Sly is a member of the Bel Aire, Kansas city council committee.

Sly and his wife Jamie have two children, Christian 4, and Cameron 18 months. They make their home in Wichita.


 

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A new yard sign: "I vote my pocketbook"

by Hoyt Hillman, Wichita Council Rep, Council Treasurer

Now is an excellent time to hold our government representatives accountable. Most, if not all, of our state representatives have finished their 2002 sessions and their voting records are available. Congressional reps also have easily accessible voting records. Before fall begins and the campaigns start, let's calmly decide what kind of future we want.

Regardless of what state you live in, this is the time to take a good look at your representatives and judge their performance from a labor issue standpoint. They may be your personal friend, and you put their "vote for me" sign in your yard last election - but I urge you to look at how they supported labor and the issues that affect your life everyday during the past two sessions. SPEEA does not support any political party. We do support specific positions that favor our members. We keep it simple and favor keeping pro-labor representatives and favor replacing anti-labor candidates.

We will be reviewing representatives and their voting records. Where SPEEA cannot endorse the voting record of current representatives, we will call for members or retirees to step up and run as pro-labor candidates. Where no available SPEEA candidate is available, we will ask our fellow CLUB (Coalition of Labor Unions at Boeing) members, local Labor Councils or IFPTE members to help find pro-labor candidates from their ranks.

While SPEEA and the CLUB, and some Labor Councils have recently grown in influence, there are increasing numbers of anti-labor initiatives. Nationally the labor movement is slipping. The number of pro-labor candidates is slipping as well. In the next few years, much will be decided about how we will be treated as employees and retirees. Many NAFTA and outsource issues are yet to be resolved, so now is the time to move forward with our pro-labor agenda.

Dealing with the large number of retirees coming along should be on everyone's mind. The excellent economy in past years swelled retirement funds and allowed many companies, including Boeing, to forego contributions. Even with excessive funds in the Boeing Pension Trust Fund set aside and managed only for retirees, we have seen no ad-hoc increases for retirees since 1985. This brings up many serious questions about the viability of current and future pensions for retirees. Many Boeing employees have already begun to face reductions in retirement medical plans. Nationally, there are serious questions about changes to social security and prescription drug plans that must be addressed.

I suggest our long-term future depends greatly on pro-labor groups like SPEEA, the CLUB, local Labor Councils, and IFPTE holding our representatives accountable to our own pocketbook issues. Starting this summer, a series of articles will outline some of the pro-labor issues and how some of our representatives stack up. Getting labor unions to endorse pro-labor issues is nothing new. But, combining our votes with the CLUB or IFPTE in support of local pro-labor issues is new. This move has the power to change not just the political representation in the state houses, it could change the underlying political atmosphere. Even where we do not win, we will be recognized as a political force. When our legislative committees approach representatives for their support on pro-labor issues in future sessions, we will get the respect we deserve.

This is a chance to help ourselves. But, let me be clear, SPEEA still does not endorse political parties, just specific pro-labor issues. If you have an opinion, you can e-mail me or participate with your local Legislative and Public Affairs (L&PA) Committee at your local SPEEA office or by conference call.

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Outsourcing the Boeing way: "This dog won't hunt"

By Stan Sorscher and Bill Dugovich, SPEEA Staff

We all see signs of engineering and manufacturing work being transferred to global suppliers. Boeing tosses around the term "globalization" and calls it a necessary fact in our changing world.

While some Boeing work has always been outsourced, the pace is increasing. Even more disturbing, is the recent example in the structures division at Everett. During the past month, managers scoured for job packages to send to the Moscow Design Center. Of course, Boeing now refers to the center as the "Boeing Design Center." We all know the BDC is located in Moscow, Russia. A recent management memo stated this "work transfer" is the equivalent of 250 full time jobs.

Last year, Boeing announced a plan to outsource the design and manufacture of the wing for a major airplane derivative program. On Christmas Day, 2001, plans to build 767 fuselage sections in Japan were released by the Puget Sound media. Boeing today is openly courting suppliers around the world about taking part in the research and development of the Sonic Cruiser, arguably the greatest advancement in commercial aviation since the 747.

Boeing is also seeking partners for the design and manufacture of primary structure and systems for the Sonic Cruiser. The very core-competencies that gave our Company 80 years of competitive advantage in the aerospace business, is now a commodity for sale to the highest bidder - or the country or company that can provide the lowest cost workers.

Explanations Fall Short

We hear three justifications for increased outsourcing:

• Lower unit costs (cheap labor and overhead)

• Sales commitments from customers

• Specialized expertise not available in-house.

None of these explanations makes sense. If lower costs were the answer, we would all drive Yugos and eat White Castle hamburgers. Personally, I don't know anyone who owned a Yugo, let alone someone who owns a working Yugo today.

Boeing products and markets depend on the trust and confidence of customers and the flying public. Our products are complex and heavily engineered. The production and operational lifetimes of aviation products are measured in decades. Our overhead unit costs will steadily increase as they are spread over a declining industrial base.

Sales commitments from outsourcing have been slow coming. To influence the market in Japan, Boeing gave up a substantial fraction of several airplane programs, including breadwinners like the 747 and the 777.

In the name of attracting sales in China, Southeast Asia, the Middle East, Latin America, Europe, Russia, and one or two other markets, Boeing's corporate leaders have dangled large offsets in front of officials. The results of these outsource and offset agreements are virtually non-existent. Aeroflot, the Russian airline which Boeing expects to receive orders from as payback for work sent to the Moscow (Boeing) Design Center, has bought only a handful of 737's. There are currently no commitments for more aircraft. In South Africa, Boeing opened a parts manufacturing facility in April in an attempt to lock up future sales from the state-owned airlines. The airline, meanwhile, has since penned an agreement to switch to aircraft from Airbus Industries.

One argument that makes no sense at all is that Russia has smart engineers and we should use them. A recent Boeing statement to the media said Russian engineers had done remarkable work improving the overhead luggage bins. Yes, luggage bins were a key factor in the revolutionary successes of the 707, 727, 737, 757, 767, 747 and 777. On the military side, I'm certain fighter pilots are concerned that the KC-135 tankers have nice storage bins for the crew's luggage.

Tell our stories
Each work area has its own perspective on outsourcing. A common theme is that financial forces, not technical or operational pressures, are driving Boeing's outsourcing frenzy. Today, Boeing supervisors come into crew meetings and say; "We need to cut costs by 20 percent. That means 250 heads. What can we outsource to the Moscow Design Center?"

"What can you do to help?"
SPEEA hears from represented employees in every work area who want Boeing to create a business plan that makes sense for not just employees, but a business plan that makes sense for customers and the future of our Company. We can take simple but meaningful steps in that direction. Insist managers provide explanations about outsourcing and our real-world situation. We must continue to speak up at town meetings, all-hands meetings, Excellence Hours, crew meetings and in conversations with our fellow Boeing employees.

We can ask questions, including:

How does dismantling our engineering and technical community make The Boeing Company more competitive?

How will we develop system integrators and project managers in 10 years?

What are we doing to retain the skills, knowledge and experience that Boeing has accumulated over the last three decades?

What products will Boeing be selling in 10 years?

If landing gear, electron beam welding and R&D for the Sonic Cruiser are market commodities, then what remains as core competencies?

If our suppliers provide most of the technical content of our products, then what makes our product better than our competitors' products?

How will we coordinate complex projects and flow of information in a global environment, as suppliers and partners come and go?

Who will insure the quality of engineering work and products that are designed and manufactured in foreign countries?

Supervisors understand and appreciate these questions as much as we do. When we ask the questions out loud, when we see that our co-workers share these concerns, we make it possible for supervisors and others to take these questions seriously.

We are asking for a coherent credible business plan that makes sense to everyone - customers, employees, investors, suppliers and the general public. So far, we are hearing only small parts of a plan. We hear the emphasis is to cut costs to improve financial performance, the so-called "shareholder value" that Boeing leaders hold dear to their hearts. The approach may make money in the short-term. It won't work in the long run.

Years ago, Senator Sam Irvin, a key figure in the Watergate hearings, used a colorful figure of speech from North Carolina: "This dog won't hunt." Before we dismantle the Boeing technical community, the community that built this Company into the most successful aerospace company in history, we should have a clear idea that what takes its place will serve our needs in the long term.

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Employee Information Sheet (EIS) guidelines

During the last 5 years, the Puget Sound Manufacturing Engineering (ME) Skill Team strived to create a more meaningful process in assigning retention ratings to the employees they represent. The primary goal of the retention exercises is to enable the Company to retain employees who possess the skills required to meet current and anticipated business objectives. Managers varied on the types and the form of the information brought to the skill team meetings, which potentially led to "less than desirable" retention exercises.

To ease this problem, ME leadership developed the Employee Information Sheet (EIS). This management tool helps to facilitate presenting information in retention meetings relative to an employee's past and present experience and skills. Employees get an opportunity to provide input and discuss the criteria with their managers. The information is then presented in a common format during the various manager meetings. An additional benefit may also be realized during redeployment processes. Due to the absence of company-maintained personnel folders, the EIS can be used in lieu of a resume to assist in communicating work experience data to reviewing managers.

SPEEA's concerns centered on the issue of whether the EIS is a management tool or an employee-generated information form. To satisfy the skill team's desire for consistency in the information brought forward by the respective managers, it became a necessity for the representing management to prepare the forms in the required format. Both parties realize the necessity for mutual input by both the employee and the supervisor, but only management could accomplish the final consistent form.[BR
]
SPEEA ensures fairness in the workplace!



The following information is an extract of the Puget Sound ME Skill Team's guidelines presented to SPEEA representatives:

Purpose
EIS's ensure written information is presented in a common format during retention meetings

EIS's can also be used during redeployment activities.

To facilitate presenting information in retention meetings relative to an employee's past and present experience and skills. Employees get an opportunity to provide input and discuss the criteria with their managers. The information is presented in a common format during the manager meetings. Finally, if created using the process described in these guidelines, the form serves as documentation that the employee and manager had a discussion about the retention process before it began

An ancillary benefit can be realized during the redeployment process. Due to the absence of company-maintained personnel folders, EIS's can be used in lieu of a resume to assist in communicating work experience data to reviewing managers.

Guiding principles
Managers are responsible for creating, revising and retaining EIS's
* The EIS is not intended to be an assessment or evaluation form.
* Managers of each affected employee in the retention group have the responsibility to
inform them that retentions are being done, to explain the criteria and to request that an EIS
be reviewed - all before the exercise starts.
* Managers begin the process by creating an original draft or revising a file from the prior exercise.
Performance Management is used to provide current job information. To obtain previous
job information, which can include accomplishments and work experience prior to Boeing
employment, managers will have to request information from employees.
Note: If an employee refuses to provide management with the information necessary to create an
EIS, the manager should inform the employee that the lack of an EIS could affect the manager's
ability to describe the employee's past and current experience and skills.
* EIS's are the only allowed printed information for discussion in retention meetings.
They must be in the standard format.
* Completed EIS's are to be retained by line managers and skill teams in accordance with the
Company's record retention guidelines.

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Employee ownership
I recently resigned from the King County Labor Council (KCLC) as I'm being laid off May 24. As I leave Boeing, I would like to raise what I believe is an issue of great concern to those who remain. I have good reason to believe The Boeing Company is quietly and completely getting out of the manufacturing business. Buildings are vacant and for sale in Auburn, Frederickson, Renton, Kent and other locations. Therefore, I would like to make a respectfully small suggestion:

SPEEA and the IAM should investigate joining forces to buy the Seattle facilities from the Company. Far less informed and intelligent (and need I say educated) groups have been able to do such things. The added flexibility that will immediately result from such a buyout will make it possible for these two groups (if they realize that they are both in the same boat after all) to survive in the immediate future and to prosper further on down the line.

It is clear the Company is throwing smoke screens all over the place to confuse people and cover up the direction Boeing is clearly headed. It is time, if workers and The Boeing Company are to survive in the Puget Sound Region, for the employees to aggressively pursue our own interests -- not what the Company says these interests are. The only interests Boeing leaders care about are their own. Any statement to the contrary is good old back-slapping "have I got a car for you" rhetoric. In that vein, the only thing I'll say is that they are at a much higher level than the average used car salesman. However, the ultimate purpose is the same.

- Zachary A. Heitz
Landing Gear Support Group (former)

 

Thanks to CR & CA!
I want to take this opportunity to thank my Council Rep, Cynthia Cole, and my SPEEA staff Contract Administrator, Laura Anderson, for the assistance and support they provided me during the recent difficulties I had with job and security related problems.

The advice I have for members is to support our Union because they are doing a great job and they will be there when you need them. I can attest to this from personal experience.

- Tom Kemple
Developmental Center


Retiree will stay involved
Thank you for sending the information about the Engineering Retirees Society. I will join the group because I appreciate what SPEEA has gotten for us all these years.

Without SPEEA's representation, I feel that we would not be as well off as we are today. Please convey my appreciation to everyone. I was especially impressed with the way the strike was handled. That was an example of superior management and organization.

- Aileen Carter
Renton (retired)



Thanks for getting my job back
Thanks to Rich Plunkett and Jim Singletary, I'm finally getting my job back. If it wasn't for SPEEA, I know it would have never been possible.

Your words of encouragement and support gave me the only hope I had over the last six months, and Rich's performance at the hearing was to be commended.

It's interesting, many supervisors at Boeing said my firing was wrong and that a warning would have been more appropriate. But I have to ask..., where were they when I needed them to step up to the plate and defend me to the corporate bosses in Chicago? You would think a 28-year employee without a blemish on his record would have been easy enough to defend for anyone.

People that think they don't need representation in the workplace can call me anytime, because I have a story to tell them.

A heart felt thanks,

- Robert Belz
Auburn

 

SPEEA Letters Policy

SPEEA Spotlite welcomes letters to the editor that address issues. Letters should be 250 words or less and may be edited for publication. Letters should avoid personal attacks. All letters must include both home address and daytime telephone number for verification. Due to space, not all letters can be published.

Send letters to: Bill Dugovich, SPEEA * 15205 52nd Ave. S. * Seattle, WA 98188
E-mail: billd@speea.org

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Start saving! Preparation is key to bargaining strength

SPEEA members in the Wichita Professional, Puget Sound Professional, and Puget Sound Technical bargaining units will negotiate new three-year contracts with The Boeing Company this year. All three contracts expire during the first week of December.

While SPEEA negotiating teams are busy preparing and laying the groundwork for respectful negotiations, team members are aware that anything can, and may, happen.

Members are reminded that history has shown The Boeing Company usually mounts some form of campaign before negotiations. Indications are that the Company is already planning an "employee relations" campaign for this summer and into the Fall. It's hard to predict what exactly will be involved in the Company's campaign, but educated guesses point to tactics that will make employees worry about job security and Boeing's ability to maintain its share of the aerospace market.

SPEEA believes preparation is an important part of our membership defense. With that in mind, employees are reminded of a few basic tactics that helped us weather and win the largest white-collar strike against a U.S. corporation in history.

Put a little extra into a savings account each month. You can do this automatically with a Boeing Employee Credit Union account. Saving $100 each month will put $700 extra into your emergency fund.


Change your future VIP contribution to "after-tax" in lieu of "pre-tax" in case a withdrawal becomes necessary. (A penalty may be incurred for early withdrawal.)

Conserve some vacation hours. If you have extra vacation, put in a request to use some of the time after the first of the year.

Minimize debt by paying off high-interest credit cards.

Consider applying for a home equity line of credit you could tap into if necessary.

Taking steps now shows strength to the Company and that will help ease the way through the roughest of negotiations for your elected Negotiation Teams. And, if your extra savings is not needed during negotiations, you can use it for a nice vacation in 2003!

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Home e-mails requested from members

During the 40-day strike of 2000, e-mail communication was critical. While no one wants another strike, preparation is the best defense. Collecting home e-mails from members is a critical part of our preparations.

While many members have supplied home
e-mail addresses to SPEEA, many have not (or those supplied may have been changed). These addresses are strictly guarded and protected. However, in the event of another strike, they will form the backbone of our member communications system.

If you have not provided your current
home e-mail address to SPEEA, please do
so soon. Simply send a message to SPEEAInfo@SPEEA.org. Write "home e-mail" in the subject line.

If you do not have online access at home, we encourage you to establish a free e-mail box by visiting www.hotmail.com. The basic free service will serve you well. You can do this from a friend's computer, at the public library or at your work computer during a break. Remember to write down all your access information and store it in a safe location. These accounts can be accessed with your password from virtually any computer with Internet access.

You may never need a home e-mail account. But, in the unfortunate event of another SPEEA strike, it can be activated and become your link to timely and important information.


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Social Security Number abuse is not new

If there were a prize for the most abused Social Security number, it would go to 078-05-1120.

What started out as an ordinary number originally issued to secretary Hilda Schrader Whitcher in New York state has since been traced to more than 40,000 people.

The reason for the popularity of Whitcher's number goes back to the early days of SSNs. First issued in November 1936, the U.S. government issued more than 37,139,000 of them during the next 14 months. Even so, they were still new and not well understood by most people. Which set the stage for what was about to happen.

In 1938, a wallet manufacturer figured he could better promote his product by showing how the new Social Security card would look in it. A sample card, meant strictly for display purposes, was inserted in each new wallet. The number that appeared on this replica SSN card belonged to the wallet manufacturer's secretary, Hilda Schrader Whitcher.

No reasonable person today would mistake this card for the real thing. It was half size, printed all in red, and had the word "specimen" written across the face. But, thousands of those who purchased wallets containing the specimen card adopted the fake SSN card and its number as their own.

In 1943, a peak year of the manufacturer's wallet sales, 5,755 people were using Whitcher's SSN number. Parents too busy to seek new numbers for children simply passed along the fake card. The number stayed alive for decades.

The Social Security Administration tried to stop the abuse. Early on, it voided the number and issued Whitcher a new card and number. The administration even ran a public education campaign, complete with advertising, to inform the public. But, the number continued to circulate. The last reported use was in 1977, when twelve people were found to still be using Hilda Schrader Whitcher's original SSN.



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NEWS FROM MIDWEST REGION

SPEEA continues to monitor new job opportunities
Recently, Boeing-Wichita A&M listed some job openings for confidential jobs. These jobs had descriptions that were close to identical commercial jobs with different titles. These commercial jobs had recently made surplus declarations and given employees WARN notices and some were already laid off. SPEEA, monitoring the new job opportunities, contacted all the commercial employees with comparable job skills who had WARN notices or were laid off and made sure they applied to those new positions that had opened up in Boeing-Wichita A&M.

The Company could have recalled those employees from commercial with experience in those jobs, but they chose not to. SPEEA took it upon themselves to contact and advise all those with WARN notices or who were laid off about the open positions in Boeing-Wichita A&M. SPEEA will continue to follow up on the people selected for these positions and address concerns to the Company. Additionally, SPEEA is attempting to persuade the Company to use re-called employees for similar jobs in lieu of bringing in new hires, considering the current environment.

SPEEA monitors contract hiring
SPEEA continues to monitor the hiring of contract employees at Boeing-Wichita.

Recently, a contract employee was hired for an OA position in the Boeing-Wichita A&M organization. SPEEA went to the Company to question hiring a contract employee instead of recalling an OA who was recently laid off from commercial. After talking to the Company and determining the details of the job (a temporary position in Oklahoma), SPEEA was satisfied that the Company did not deny recently laid-off OA's recall rights to a job in Boeing. The contractor was hired from a local contract firm in Oklahoma.

While this action did not result in a recall, SPEEA did investigate and continues to monitor contract hiring in Boeing-Wichita.

Each month the Wichita SPEEA staff is provided a list of Non-Boeing Labor (NBL). This data is continually monitored and challenged as it pertains to or affects direct SPEEA-represented employees.

Fighting for BAS recall rights
SPEEA has requested an Article 10 meeting to discuss recall rights for employees of Wichita BAS who
were recently laid off.

According to Section 8.4 (b) of the WTPU contract and Section 8.9 (b) of the WEU contract, it is a mutual objective of the Company and the Union that laid-off employees, who have not been determined ineligible be recalled to active employment, and a mutual desire that such recall into the major organization be offered in approximate reverse order of layoff. But if a major organization has closed, employees who were laid off in that organization don't have an organization to be recalled to.

SPEEA requested an Article 10 joint meeting to discuss getting laid-off BAS employees' limited recall rights into the other major organizations in SPEEA. Draft letters are in work but have yet to be finalized.

Welcome B.J. Moore to SPEEA Wichita
SPEEA welcomes B.J. Moore, our newest employee. He began work Monday, April 29th, as a Contract Administrator in the Wichita office.

Born in Larned, Kansas, B.J. attended Dodge City Community College for two years (on a football scholarship) and then transferred to Wichita State University (also on a football scholarship). He received a B.A. in Communications with a minor in Minority Studies. After graduating from WSU, Moore stayed in Dodge City and worked for 6 years as an Assistant Equipment Manager. He hired on at Boeing-Wichita in 1989, into the Material Review Segregated Area (MRSA) working as a Manufacturing Engineer/Planner. During his 12 years at Boeing, he worked various jobs. Since December 2001, he was a Material Processor.

Moore was a member of the Organizing Oz Employee Relations Committee, and also a member of the SPEEA Diversity Committee.

In his spare time, Moore enjoys mentoring/tutoring middle-school students, playing golf, officiating college basketball and football, and spending time with his wife, Lillian, and four children, Yolanda (19), Amber (18), Bishop (17), and Elizabeth (14).

We are happy to have B.J. Moore on our staff. Members are encouraged to take time to welcome him.

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Transportation Committee
Rep. Mitchell seeks help for Referendum 51

By Lorena Gomez, SPEEA Intern

A $7 million transportation package, now headed for the Nov. 5th ballot, is critical for our state and The Boeing Company, according to Rep. Maryann Mitchell, R-Federal Way.

Mitchell offered the assessment during a recent visit with the SPEEA Transportation Committee.

"Bottom line, transportation means jobs for our state," Mitchell said. "If we do nothing, we will be 40 percent behind to fix the transportation problem. If we pass Ref. 51, we'll only be 20 percent behind in improving the state's transportation problem."

Referendum 51, prepared by the State Senate, includes a $.09-cent gas tax increase, an increase to gross-weight fees for commercial trucks, and a 1 percent sales tax increase on new vehicles.

The new taxes and fees would be phased in over a two-year period. The proposal calls for a gas tax increase of $.05 that will be effective on January 1, 2003; the remaining $.04 goes into effect in 2004.

The Boeing Company's position on the Referendum is strong, according to Mitchell and Boeing officials who previously visited the committee.

"The Company needs to move its parts and its people to meet costs and assurances on their contracts with vendors, suppliers, and customers," Mitchell said.

New money from the taxes and fees will fund a variety of transportation improvements. About 10 percent will be used to increase lane miles and HOV (high occupancy vehicle) lanes. Another 3 percent will be used for the state ferry system and railroads. More than 60 percent will fund a wide variety of road improvements around the state.

Cost figures for individual projects are still being calculated and the "projected lists" are not guaranteed. However, a calculation of the yearly cost to drivers shows that the average driver, achieving 22 miles for each gallon of gasoline and traveling 12,000 miles a year will spend an extra $29.40 in 2003. In 2004, the same person will spend an additional $19.60, for a total of $49.00 extra a year once the gasoline tax is fully in place.

Rep. Mitchell concluded that there might be opposition from the trucking industry and car dealers. But passing Ref. 51 is desperately needed to improve transportation in the state.

 

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Labor History
Grape boycott helped organize United Farm Workers

By Ross K. Rieder
Pacific NW Labor History Association

Walking down the bountiful display of fresh fruits and vegetables in any produce aisle of any supermarket, it is sad to think that the average shopper does not think about the farm workers who did most of the work making those displays possible. The majority of farm workers in California, Oregon and Washington, as well as other agricultural states, continue to labor under terrible conditions.

The term agribusiness reflects the corporatization of the food industry. In California, 80% of farmland is owned by just 7% of the growers such as huge multinational corporations like Purex, Dow Chemical, Tenneco, United Fruit and Bank of America.

Agricultural labor is back-breaking work. It pays low wages. The hard physical work often means no breaks; no toilets in the fields; exposure to pesticide poisoning; and a hiring system based on favoritism and kickbacks.

As far back as the 1930s farm workers tried to organize. Then they were poor farmers from the Dust Bowl who had lost their land and traveled to California in search of work.*

By the late 1950s the agricultural workforce was more Filipino, Mexican and Black. They began to work together to bring about change. With the leadership of Cesar Chavez, the first major action was taken in September 1965: a strike against grape growers in Delano, California. The growers tried to bust the union, the United Farm Workers Organizing Committee, but the workers were united and determined.

A successful national boycott of grapes cut table grape sales by 25%. By July 1970, 85% of the table grape growers in California were under contract with the UFW.

Since that historic achievement, the UFW has been involved in a continual struggle. A lettuce boycott was successful in gaining a contract; other contracts have been signed. Some success has occurred in the wine industry of our own state but the battle is far from over.

* see Steinbeck's Grapes of Wrath and In Dubious Battle

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SPEEA Golf Tournament

Saturday, July 20, 2002
Riverbend Golf Complex

Join fellow SPEEA members for our eighth annual golf tournament at this championship-caliber course in Kent, WA. Riverbend Golf Complex is excellent and worth a special trip. Don't pass up this chance to play the course!

The Golf Tournament (best ball scramble) is set for Saturday, July 20, 2002 with first tee-time starting at 11:00 a.m. (tee times assigned by random drawing). Cost is $50 per person, which includes green fees for 18 holes, awards and door prizes.

Sign up as an individual, or in pairs. (There must be at least one SPEEA member in each pair - you may bring one golfing guest who is not a SPEEA member.) Partners for individual sign-ups, and partner pairs (to make foursomes) will be assigned by random drawing.

Space is limited, so sign up early. Reservations must be made by July 5th, and the reservation form can be found on the web at: http://www.speea.org/general_info/files/upcoming_events.html

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Retirement questions

As SPEEA members approach contract negotiations, represented employees are asking more and more questions about retirement planning. This is a good time to review a few of the factors that should be considered when planning for retirement.
Q) Should I wait to retire under the new contract?
A) Retirement is a serious personal decision. Normally, employees consider the interests
of their families and the advice of financial planners when deciding when to retire.
For most people, the important points include personal health, satisfaction or
accomplishment from their work and the value they would place on havng additional
free time. Some people value retirement as an opportunity to work only part-time

or start their own business.

In the past, the most significant retirement improvements,

from one SPEEA contract to the next, have been in the standard benefit formula. This benefit increased from $40 to $50 per month for each year of credited service for
people covered by the current contract.
 
However, if you retire under the alternate benefit, the $10 improvement would not apply.
Instead, the alternate benefit increases steadily through added years of service and
increasing Final Average Earnings.
 
Some employees are watching the IAM negotiations (their contract expires 9/1/02),
as an indicator of what our retirement settlement might look like. SPEEA and IAM
populations share the same retirement plan, and are likely to have similar terms.
 
Employees also consider year-end factors such as holiday pay and the annual
increase in "covered compensation" for the alternate formula. These issues are
discussed in more depth in the "Archive" section of the SPEEA web site.
 
Q) If I am laid off, then retire next year, will my benefit be determined by the
new contract or the old one?
A) Terms and conditions for retirement are those in effect at the time you retire, not
the time you are laid off. However, under the current contract, some terms
had an effective date in July 2001. These means the "new" terms did not
begin to apply until several months after the contract settlement.
 
Once you retire, federal law protects your benefit. This benefit could not be
reduced except under extreme circumstances. On the other hand, improve-
ments in subsequent contracts will not apply to your benefit unless the new

terms specifically provide for past retirees (or it is retroactive).

 
Q) What about early retiree medical?
A) SPEEA has successfully negotiated provisions for early retiree medical for its
represented employees. However, remember these are negotiated benefits.
While they are secured by contract, federal law does not protect them.
 
Terms and conditions for early retiree medical are determined during negotiations
and secured by the final collective bargaining agreement. Retirement and
medical benefits are top priorities for both SPEEA and the IAM in the upcoming
negotiations. Talk to your co-workers about the importance of supporting,
maintaining and improving these benefits.

 

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Boeing retirement plans website

Boeing plans a rollout of an updated website related to Boeing Retirement Plans. The link, which is available within and outside the Boeing web, is:

http://www.boeing.com/compensation/union

When employees access this page, they should select the "Retirement Plans" link and on the following page, select their union to view their specific retirement plans information.

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Annual SPEEA Picnic
Saturday, July 27 - Woodland Park

This year's annual picnic will be Saturday, July 27th at Woodland Park Shelter #3. Mark your calendar and plan to attend this fun event. We'll have volleyball, bean-bag toss and entertainment starting at 10:30 a.m. Lunch will be served at noon. SPEEA will provide the hotdogs/sausages, buns, condiments and soda pop. We ask that each of you bring a potluck dish of your choice (appetizer, salad or dessert).

Right after lunch, we'll have games for every age group from smallest children to adults. Prizes will be awarded to the game winners. Tickets are on sale, at a cost of $2 per person age 11 and older (children under 11 are FREE). Please purchase your ticket in advance to aid in planning final logistics. Ticket sellers can be found at each plant.
(see http:// www. speea.org/general_info).

You can also purchase your ticket at SPEEA's Tukwila or Everett offices - or order by mail (include check payable to "SPEEA", plus name, address, total number in your family, and children's ages). Send to: SPEEA Picnic, 15205 - 52nd Ave S, Seattle, WA 98188.

If you'd like to help with the picnic, contact Robbi at SPEEA on (206) 433-0995, ext. 126 or email robbia@speea.org

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In Brief

Thank you Lorena!

Lorena Gomez, a senior at the University of Washington, will soon be ending a 10- week internship at SPEEA Headquarters.

An English major with an interest in law and public relations, Gomez started working 15 hours a week at SPEEA Headquarters. She has been a tremendous help to staff and members while assisting with a variety of communications and research projects. The work experience will help her earn credits toward graduating in June. She is a member of the Phi Eta Sigma National Honor Society. Gomez completes her internship June 14. We will miss her and certainly wish her the best of luck with her future career.


Layoffs continue to mount

Layoffs of SPEEA-represented employees continue to mount. The cumulative layoffs from November 2001 through to beginning
of May totaled 1,786.

Headcount for SPEEA-represented employees totaled 25,064 in November 2001. Based on these figures, 7.13% overall have been laid off or are holding layoff notices (future projections are based on 60-day layoff notices already issued).

During this same time period, 1,184 contract employees have been released from SPEEA-represented type jobs, helping to reduce the number of layoffs of SPEEA-represented employees.

SPEEA leaders and staff continue to monitor, investigate and press the Company at every opportunity to justify the need and limit the number of layoffs issued. Employees are encouraged to report questionable situations to their Council Rep or the nearest SPEEA office.


Airbus employees protest salaries

TOULOUSE, France -- It happened more than a month ago, but, nearly 7,000 Airbus employees did indeed stage a mass march on the consortium's headquarters in Blagnac to demand fair pay increases.

The protest was a joint effort by several unions representing workers at Airbus. Similar protests were staged at other Airbus facilities around France.

Union representatives said workers are fed up with the increase in work responsibilities and inadequate pay increases pushed on them by management.

Boeing officials have made several trips to
Airbus facilities to view their use of automated equipment on assembly lines.

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Update - Contractors in 6ASE-636

By Mark Moshay, Contract Administrator

SPEEA contract administrators recently asked for assistance from employees in identifying contractors in the workplace. We received numerous phone calls, email, and personal contacts per that request. Thank you to everyone who responded.

A meeting between SPEEA and The Boeing Company's Workforce Representative took place in late April. The Company representative said nearly all of the 130 contractors were released on or before March 22, when many of our 6ASE-636 designers were laid off. There are a few exceptions. Careful examination said these exceptions were within the bounds of our contracts [Article 9.3(g)]. To ensure they were proper, we asked the Company to provide documentation to substantiate those exceptions: (12) 6ASE-636 and (4) 6AJA-639. The data showed they did meet the necessary requirements. The Company also noted that these contractors are scheduled for release this month.

Thanks to everyone who helped us in this effort! This is an excellent example of how important SPEEA members are in contract enforcement. Even though we have found very few contract violations, it's important to monitor actions related to layoff.

Please continue to remain vigilant in the future.

SPEEA-Represented employees MAKE A DIFFERENCE!

 

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Union Counselor graduates

Five SPEEA members recently graduated from the Pierce County Labor Council's "Union Counselor Training" class: Dave Baine (Council Rep, Auburn); Laurel Reiff (Ombudsman Committee Chair, Renton); Hubert Lee (Area Rep, Auburn); Ed Troughton (Tellers, Auburn); and Larry Williams (Area Rep, Sea-Tac Towers).

Several SPEEA leaders joined them at their graduation dinner on May 3rd: (pictured, l to r) VP Ron Mathes, Dave Baine, Ed Troughton, Laurel Reiff, Council Chair Pat Waters, and Auburn Council Rep & Negotiation Team member Judy Mogan.


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