At a point in my not too distant past I had multi-plant manufacturing and operations responsibility for both union and non-union plants. One of the union plants had a strong plant manager. Together we established a vision for the plant, put a good team around him to support and help him run the operation. Additionally we introduced Lean/Six Sigma and began to engage the entire operation in both problem identification and problem solution and waste elimination. We actively listened to those producing the product and sought their input on how to not only improve the operation but to also make their jobs better. We implemented a new communication process where we frequently updated the workforce on happenings throughout the division as well as the entire company (ie: new customer accounts, financial performance, customer complaints), established lunch feedback meetings with the plant manager, required supervisors to engage their teams in the improvement process and hold face to face performance review sessions. Our focus was to make sure everyone was treated like valued, contributing team members rather than just an employee making a widget.

The efforts of this transformation produced numerous financial benefits for the plant and company but also yielded an unexpected result for the team members. Through this transformation the culture changed which in turn grew an effort, led by union members, to decertify the union at this site. The vast majority of the membership felt very good about the leadership, the future of the plant and company and did not feel the need to be represented.

At the end of the day, I firmly believe that making sure you have good leadership in place who are truly engaged with the workforce, utilize concepts like T.E.A.M and methodologies like Lean Six Sigma you won’t have to worry about EFCA or anything else like it that may come down the pike. Instead, you can keep your focus and energies on doing what you want to be doing and that is continuing to grow your business.