BACKGROUND
Gallo Glass employees had worked the same schedule for 40 years. It was a traditional Southern Swing, 8-hour shift schedule that required working 14 straight days out of every 15. For years, the Glass, Molders, Pottery, Plastics and Allied Workers Union (GMP) employees and Gallo management looked for an alternative schedule that would provide more time off so employees could be with their families and also provide sufficient time to relax in-between shifts. The workers were used to a difficult schedule, but looked to Coleman Consulting Group to design a solution for better work/life balance.
CASE STUDY:
Gallo Glass Company
INDUSTRY: Glass Bottle Manufacturing
EMPLOYEES: 1,000 Union
UNION: Glass, Molders, and Pottery Union (GMP)
PRODUCTION: 2.5 million wine bottles per day in 1997
HEADQUARTERS: Modesto, California
THE CHALLENGE
Gallo Glass is a family-owned business founded in 1958, producing 2.5 million wine bottles a day. Gallo employs nearly 1,000 hourly union workers, and has one of the lowest attrition rates in the industry, with an average tenure of more than 10 years. Their Modesto, CA glass making facility operates at full production 24 x 7, with 16 lines and three shift changes.
Why would a company that has enjoyed steady growth and low turnover of workers want to change? "If we could find a way to give our employees the time off to do what they want while maintaining our current operating budgets, it makes good sense to do it." After evaluating several consulting firms, Coleman was selected based on their knowledge of working with unions, ability to address Gallo's cost neutrality needs, and their inherent focus on the welfare of employees.
THE SOLUTION
Coleman Consulting was able to work with Gallo management and the union to successfully implement a new schedule that gives employees 91 additional days off per year, as well as 13 seven-day breaks per year. Coleman consultants took a hands-on approach to designing a new schedule as they worked side by side with employees during their round-the-clock schedule. Coleman Consulting Group demonstrated their ability to roll up their sleeves and took an interest in understanding the tasks workers performed, measuring the flow of work and productivity issues surrounding the three shifts. They also wanted to show employees that their work environment was truly being considered, so they surveyed all employees in order to obtain a complete view of their issues and ensure that any program implemented would meet their needs and yet remain cost neutral for the company.
"Our employees were skeptical of the change and felt there must be something else prompting it. The Coleman team has sucessfully worked with multiple unions and employees of all demographics, and significantly helped us by including the employees and relieving the skepticism. By working with the employees, they gained their trust and for the first time, employees and management were able to discuss change in an impartial manner."
Connie Rush, HR Manager
​
THE RESULTS
The employees at Gallo Glass selected a twelve-hour schedule that gave them more days off and longer breaks during the year. The union evaluated the proposed package and gave it a 75 percent approval vote. Within two and a half months of that approval, the new schedules were implemented and the results were very positive. After six months of operating with the new 12-hour shift schedule, the union conducted another vote, and this time the new schedule received an 85 percent approval rating. In addition, the employees were extremely vocal in expressing their positive views about the new schedule and proudly let management know how they felt. Following are some quotes from Gallo Glass employees after the change:
​"This is the best thing the company ever did.", "Everyone around here has a bounce in their step.", "I had left a few months ago, but I returned to Gallo now that they implemented a new schedule."
The primary reason Gallo Glass sought an alternative to their previous work schedules was better work life balance for their employees. However, Gallo Glass realized many more benefits after implementing new schedules. The elimination
of one disruptive shift change has been an important part of increased productivity and lower injury rates.
​
“In order to attain our business goals, we need to keep our people happy. After seeing the positive results and increase in morale, this change is nothing short of priceless and we couldn’t have realized these benefits without Coleman Consulting Group.”
Bill Holmes, Vice President of Gallo Glass
​