Word: steels
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Dates: during 1950-1959
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Whether the negotiators reached a last-minute settlement or allowed a strike to tie up 90% of U.S. steel production, those facts had already brought about a dramatic and significant change in the climate of U.S. labor relations. For the first time in 23 years, the nation's third most powerful union (after the teamsters and the autoworkers) had run-to its shocked surprise -into a stone wall. After years of giving in to union demands for wage raises, the steel industry this year met labor with a hard new line, refused right up to this week to give...
Change of Climate. Management's firm policy was publicly expressed by R. Conrad Cooper, executive vice president of U.S. Steel Corp. and the industry's chief negotiator. But the man who devised it -and directed industry's strategy from the background - is Roger Miles Blough, 55, chairman of U.S. Steel Corp. Big Steel's Roger Blough (rhymes with now) is perhaps the foremost advocate of a new look in U.S. labor-management relations. He feels that the U.S. is no longer a "laboristic society," that U.S. business, after sweltering for years in a climate that considered...
...companies have not confined themselves to the more spectacular improvements. They have adopted automation widely in their mills, can now get a steel ingot of any desired size and quality simply by inserting an IBM card in a machine. Republic Steel is reducing iron ore directly into steel through the new "RN" process, which eliminates the blast furnace and reduces open-hearth time by almost...
Roger Blough and other U.S. steelmen are convinced that the best way to keep the U.S. steel industry healthy and competitive is to develop and adopt new processes faster than the rest of the world, continue rapid modernization of their plants and equipment. The U.S. has no monopoly on progress; foreign steel tycoons are also fully aware of the need to forge ahead, are engaged in a race whose stake is bigger markets, more efficiency, lower costs. The race requires enormous amounts of money, especially for the U.S., which carries the front runner's burden of keeping the world...
Blough and his colleagues realize that the question of wage hikes in the steel industry is no longer merely a domestic problem, but one that affects the whole U.S. position in world steel. This year the U.S. industry has received a warning that it cannot isolate itself from the realities of world steel without suffering the consequences. If it does not heed the warning, it must pay the consequences in smaller sales and, eventually, in fewer jobs...