WINOCWork in Northeast Ohio Council (Medina, OH)
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Initiatives to improve productivity were not successful, however, so the company called WINOC in 1986.
WINOC was called to help develop an Improshare-type gainsharing program in order to help boost productivity and make the plant viable.
These four cases illustrate that a private nonprofit organization such as WINOC can indeed develop the credibility and expertise to provide effective counselling where the union and company earnestly desire to improve their labor-management relations climate.
In addition to the case studies, a survey of all former WINOC clients was conducted to evaluate the overall effectiveness of WINOC's programs.
The "intensity" of WINOC's involvement (measured by the number of consultant-days of service provided) also varied by client.
The case studies and the all-client survey justify the conclusion that WINOC has been effective in what it has attempted to do.
Individual case studies of establishments that have utilized the services of the training centers, such as the report on WINOC cited earlier, generally show that the effects of these centers have been positive.
In short, what WINOC has achieved more than anything else is a different attitude on the part of management.
WINOC has also served non-union clients where employers have sought to establish gain sharing systems and quality circles.