Establishing the Local...
There were two critical challenges to the new local. First was the need to organize itself and its members. Hundreds of workers were hired each week. Surviving depended on its ability to earn the loyalty of all of its new members. Secondly a local agreement and the ability to enforce it were needed. The company respected strength and strength came from the membership.
The company planned to challenge the union. They planned on running the plant as if there was no union. Miles Barnes was appointed by the local as the first President. The company immediately disciplined him with 3 days off for not making rate. The company was “wheeling and dealing” with any committeemen that was tempted. They would cut deals that favored friends and allies. For the inexperienced the temptation was great. This furthered the company’s divide and conquers tactics.
With the hiring, firing and quitting, it was a constant conflict keeping the workers organized. Luckily there were a few workers that were union leaders in other shops that joined the local. None of them had experience with an organization as large as Local 897. The local needed experienced and dedicated workers that could resist temptation. The leadership needed to learn to use its power to advance the interests of the membership.
The first elected president was Benny Szymczak . The large Polish work force would go directly to Szymczak instead of dealing with their committee representatives. This practice delayed thedevelopmentof the total union structure that could fight effectively on the floor. There was a lot of trauma with misappropriated funds that led to the International having to step in and appoint the Region to take control of the situation. Szymczak and some of his administration were suspended. It was 7 months before the International relinquished control of Local 897. Nominations for new candidates. In June of 1954 Robert Fales won the presidency. All this attention was unfortunate, the problems on the floor needed to be addressed. This was a period of weakness, but the local emerged stronger from the experience. The members now demanded accountability and to operate strictly out of the book. It was time for the shop floor issues to be addressed.
In 1955 Danny Slesinski won the presidency and BSP completed an 86,000 square foot expansion. They needed 250 new Tool and Die makers. It was the first time in over 20 years that Ford waschallengingChevy in sales. The UAW knew that with Ford’s new found success it was time to argue for a guaranteed annual wage. This success for Ford also meant that that Ford would be the target company for negotiations. Although nationally a settlement was eminent there was little progress locally so Local 897 ordered a strike without the permission of the International. Over 40% of all stamped parts for Ford came out of BSP. There was a great deal of attention earned because although all national parties had reached settlements, locally we were on strike. The International ordered Local 897 back to work. The plant would remain opened while the union and the company negotiated their issues. The UAW realized there was a great liability under the Taft Harley Act that would cost the UAW a great deal of money if they did not go back to work.
Locally their issues were health and safety because of the heat in the basement and the line speedups.They needed a better seniority agreement and wanted better wage rates for each classification that matched those in Cleveland and in Chicago. Internationally SUB pay was won, along with skilled trade’s adjustments, a pension increase and an additional holiday. Locally an agreement to raise the pay in some classification and a promise to improve the basement heat problem. Locally BSP won the best seniority agreement in the Ford system. There were still many problems with the company violating their agreement in the following year.
In 1958 the economy was poor and Ford felt they didn’t have to abide the national agreement. The company refused to extend the agreement after it expired. There was no check off dues collected at this time. Local 897 members had 92% of their members voluntarily pay their dues. The company moved slowly on grievances. Six weeks after the June 1, 1958 deadline Local 897 members voted to strike. The
International granted permission to set a deadline. On September 16, 1958 the Executive Board unanimously approved strike action. The strike lasted a little over two weeks. It resulted in an acceptable agreement. Workers returned to work in good faith without an official vote. The company refused to move on grievances again so the Executive Board recommended another walkout. Management was so impressed with the local solidarity they knew it was time to cooperate. The membership then ratified the agreement.