 Yes, yes From that, I guess we've been a little internal success for a year. Our grievance rate has been more than 100 grievances over two years. The client population is 4500 people. Now that's pretty good. And without further ado, they kind of set the stage, and I guess we're now at an open meeting. Well, let me just respond and say, what I've seen here, I believe me. I'm going home inspired, and I'm going to have a lot of message to spread to a lot of other people. I was president of my own union for six times back in that life before I turned the wrong direction. I'm quit making an honest living. I think this, there's a crying need for what you have here in all of our country. This is what the whole thing was supposed to be like. You've proven that it can be done, and you should prove that it works. Is there a question from anybody or comment today for me? A question you want me to make on this piece. Maybe someone here might tell the president why he's thinking as a president. Well, I think, Mr. President, and I was here during four years. I've been here all the time for 32 years on the investor relations. I've been a guy that's negotiated with the union for the years. And I think that we still have our differences, but we have a lot of respect for each other. We sit down and we talk about our differences. Even though we meet every two weeks in the employee involvement meeting, we still have differences in that when we talk about it. Nobody really gets all excited about it. We know when we leave that room, if we've got a contractual thing we've got to talk about, we can talk about that too later on. But I think the common respect that each side is showing from the other is really what's made it what it is today. And I can tell you, for the last three years that we've had employee involvement, have been the best years of our work for the four years. That means that it's here. You represent a man who's one of the good people. And is there someone here who will represent it? Well, I did for several years. I was on the bargaining committee. Right now my position is the union employee involvement facilitator. And I worked with Chuck H. Gordon, the other in the table. He's the salary coordinator. And we did have some problems there. When I was on the bargaining committee, I was very skeptical of the new process given to me. And as it turned out, now I resigned my union positions and took this job because I do believe it. And I believe it can work. And I believe it has worked here. And we've got proof in the pudding with a new shift being put on. We're very proud of that fact. Ironically, you know, when you have 4,500 people in the plan, everyone don't agree with the process. But we're winning them over, slow and sure. And it's coming around. And it has worked the communications a lot better. And we're very pleased with it. Well, I have to tell you that in all that time when I was president of my own union and in the intervening years when I was on the board, I was always a member of the negotiating team. And this president was always in charge. So I sat across the table like this from management and picture business for a better part of 20 years. And I know what you mean. And I know what it was like and about the differences and all. And yet at the same time, sure, you've got differences. And sure, when you finally arrive at settlements and a lot of things, it isn't everything that you've asked for. It isn't everything that they offered. But it's someplace fairly in between. A guy named Bullware and General Electric once said that Labor asked for the moon and management offered green cheese and settled someplace halfway between in there. And we always suggest that there ought to be a better way to do it. But I was reawakening some memories of mine. Why Frank Freeman most of those years was the head of paramount. And he was also the chairman of the management group. And every once in a while, Frank would excuse himself to go to the management room. He'd do it in such a way that I'd kind of think maybe I ought to go to the management room. I'd go in and there, he'd be waiting for me. So let me tell you our problem. And what is it that you... And you'd be surprised how many deals were made in the management room. But I'll tell you something about it also. I said, this is what you've accomplished here. Really, this has awakened the memory of mine that there was a deal, not complicated. You wouldn't think that an actress business would be complicated. But when you've got stuntmen, you've got people who only work for the day. And you've got contract players on salary. And you've got in freelance and everything. You're representing all of these and a lot of things. And they develop the thing mainly in the part of some independent producers, not the real major studios. But there was a thing, a picture, stopped shooting. And then you had to bring somebody back for an added scene. You didn't have to keep them on salary for that intervening period. You could just pay them for the day or two days that they came back for that scene. Well, some of these independent producers, the scripts were getting thinner and thinner. And they would shoot and say we stopped total production. But then she's going to have another script of all the added scenes that they felt they should have. So we decided that had to be closed. Well, we weren't really dealing with the people who were guilty. And that they finally gave in. And we got the point. But in our own councils and caucuses sitting around these the weeks went on and we were negotiating the contract. We talked about this. And whether we hadn't, we'd done something that maybe was going to make the picture less good than it could have been. Maybe make something so expensive that they wouldn't do it. When there was a legitimate added scene. So the last day when everything was settled and everybody shook hand, I had the privilege of saying, wait a minute. I looked surprised and I said to 18B, what are you talking about? We gave you that weeks ago. And I said, I know. Listen, hear me out. I said, we're giving it back. We've decided we don't have any right to interfere with what might be the quality of the picture. And it's still a problem for us. But we'll have to find something else to settle. We're giving it back. When we left the room, the heads of the studios, the major producers were sitting at that table among themselves to see if they could not find an answer to the problem that they could impose on the other producers. And I thought, my golly, these are pretty good labor management relations. I know you've got some other things here. I will go on behalf of the local audience and I'm pleased that you're here much further in. I think that our plan is a prime example of what can be done for everyone working together. And I think that that is the biggest issue that has come out of the employment involvement program is that everybody communicates. It's an inspiration. You don't mind if I become kind of a missionary and I'm talking to some other businesses and people about the next two years. We've made it sure. How many people have you had through here in the last couple of years? Thirty-seven. Thirty-seven. Major industries. Chinese, I came through. Japanese, four of your. This has really been quite a show place. I have a lifetime membership card in my union. I think I'm the only guy that ever held that job to say such a thing. Now I'm going to start a union for presidents. Any other comments? Questions? Mr. President, we've called on Mr. Nolan to help teach other labor management groups in the state what has been so successful here at Clay Combo because you go in there and you feel the spirit and the enthusiasm. I think when you say that you're going to be the best in the world, the group out there believes it. I still don't know what your secret is and if anybody can tell us, you'd like to know. We're not going to tell. I think it's letting people know what it is that takes money and to really expect to be rich and I think it's sending your money to the company or to the country and I know it's going to call the state and put them all in the union support. I think for our company to get there and those presidents, you're definitely going to get the money. But really, it's making people feel like winners and getting support and pride, but that's really the time. It's getting rid of an adversary relationship and realizing that you're partners. Now as partners you may have some differences of opinions and I hope it's the best way to go about it and do it, but you work it out. The idea of putting all the issues on the table, putting all the problems on the table, whether they're difficult, whether they're unpleasant, it's the truth. And that's where we all start. We all start with the truth. I think that's the way you feel about it. I believe it is. I hope it is. You know, all of us comment on one. I agree with you. I mean it wasn't always so. There's been times that speaking for the union and it has been very hard to trust the management of poor movement. I think in the last couple of three years that we have, we don't totally trust you. And we probably have a will. But I think that we have come to the pin more on what you tell us any other time that I've been here. I've been here 25 years. Well, you two started in your present jobs about the same time you've been here. I think the president would be interested in being one of the managers years ago. Well, here is the system plan manager for four months. It would be the plan manager and Jim would be about the same time as the union chairman. And that's what I think is pretty tough here. And we decided to get along with anybody. And we just kind of got together as a day. We were the competition. The quarrel we probably got together to the people we got to be that way. So I guess both of us here were the quarrel at resort. And if we can't get results, the two of us are going to sit down at the fair in resort. And ready for the last three years, we've pretty well done. We've had some tough issues. Both of us are present with. Some of the he has lost, some of the I have lost. I guess we're both far-sighted enough to think about the people that I manage and he represents. And our commitment to them. I'm going to get down to some weird sticking points quote from Andrew. President, I have been with the company for 38 years. And I've seen all kinds of trickery and other things happening within the company. And when they started this employee involvement program, I was very skeptical. And so the manager, Paul Nolan, selected me to be on the employment steering committee. And I was on it. And after a few weeks, it sold me. And I really am a firm believer in that. Mr. President, it's not really hard to understand how it works because Mr. Wallace, our assistant plant manager, one of our EI group, we need to one day hit it right on the head. He said he learned EI, employee involvement in the Sunday School class when he was 11 years old. And that's the golden rule. Treat other people as you'd like them to treat you. We found that the people on this plant were involved in building this quality product. They just have someone they can talk to and discuss their problems with. Whoever that is, they give them a direct answer and an honest answer back to their problem, whether it can be done or solved whatever the case may be. They appreciate that. And they feel that they've at least been communicated with. A lot of things that they asked for in trying to solve problems can't be done because of many economically it isn't sound. Most of the things we've done are asked for can be accomplished. But mostly I think the people at the rank and file and the union and the management where they start communicating and solving problems and where they got the answer back where we never got before prior to this what's made the difference. And it's just a simple statement to the golden rule process. You shoot a straight stick with me and I'll shoot a straight stick with you. I think that's how they're working on it. Just speaking on behalf of the guys who are working on the line. Out of all of this can you honestly say do the employees feel a real pride in what they're turning out? You see maybe you haven't got any idea what a forward step that is. When I was telling these gentlemen when I was doing the GE theater and television over a year period when I was doing GE plants and walked the assembly lines of everyone meeting everybody that were quarter of a million employees and I was struck at that time because that was back in the 50s and the first couple of years in the 60s I was struck by the signs in the plant and the billboards and the things the PR effort to instill some pride but get the you know there were signs that would say your neighbor may buy this but there was a kind of a hostile attitude in which somehow they thought maybe they were getting even with the boss if they didn't tighten something as much as it should have been tightened or not but the effort for quality and if you've accomplished this if the guy goes home and is damn proud and feels like saying to his kid hey that's one of the things I'm building that's a large part of the whole answer and it's the answer to our competition with with the foreign trade is to have that kind of quality that the American working man must know there's any working man in the world that's superior to the American working man given the tools to work with and really wants to do the job and then I will have to fight my own son and daughter who try to tell me that Japanese cars are better and I've been trying for a long time since I don't pay for them anymore they do I've got any pressure on Mr. President I think one of the things you saw today in this plan you can see in the industry as a whole today and it's that thing that's going to establish as a common goal success of the Ford Motor Company success of the Clay Cone old plant that's a common goal that I think the three facets of working man labor and management has I think you can see that throughout the Ford Motor Company once you get the common goal there's always a common goal then you can build around and I think that's what you see here today is that pride is building on that common goal to be successful and make a Ford Motor Company in this industry successful that's what you see here and you can see that throughout this industry it's a tradition of the company going back to Henry 80 years this year he's found the industrial world with the salary that he volunteered there's never been anything like it in industry in America there's a period of time we lost a little bit of it though but there's a period of time that we lost a little bit of it and I think that's what you see today the common goal is on its way back and it's growing mainly employee involvement hasn't hurt anybody in selling people but I can see that there's a lot of memories I haven't experienced like this what makes you feel good Mr. President is when you walk down the street and see the truck in the car in Missouri Pride you point it out to everyone I know my children my wife every time they see one they tell their friends and their neighbors that's where that car comes from, from her husband or father we didn't used to have that that's instilled a lot of pride and pride in this plan pride in the gentlemen and ladies on the line are rank and brawlers they have a big change in attitude like I said most of them we still have people that's a little longer in rank but most of them have a bigger pride in what they build and that's part of the main product so I can see the future when they're a place back in day three because as a union member I love to see four more companies make money because it gives us a good position at the barbecue table I think so bye Mr. Bauer and Mr. Nolan Samuel Gompers parent of the whole movement they're the founder of the FVL set the greatest sin that management can commit just not to make a profit that's true you're not being just gentlemen you've got some questions that you wish you could ask sometime I'll be in a high-side community and it's about time to pull this out just for obvious reasons