Original Date: 07/18/1994
Revision Date: 01/18/2007

In February 1987, Mason & Hanger (M&H) contemplated replacing the eight- hour, five-day work week with a ten-hour, four-day work week, driven by the knowledge that its competition had already instituted the change. During the next 24 months, M&H conducted a thorough investigation of the ten-hour, four-day work week benefits through studies with other companies, polled the work force, and negotiated contracts with its bargaining units. All results indicated that the ten-hour, four-day work schedule would benefit the business, would be supported by the employees, and would be welcomed by the bargaining units.

In January 1989, the executive staff approved the change to the new work schedule. A Facilities Submission was forwarded to and approved by the Army's Armament Munitions and Chemical Command, and the transition was quickly accomplished. M&H then sent letters and notices to each employee outlining the new work schedule procedures. Suppliers and customers were also notified of the change.

The first six months tangible savings met the expectations of management through fewer equipment start-ups and shut-downs, less energy consumption of the central steam heating system, fewer test firings, reduction in maintenance overtime, a reduction of the professional medical staff on Fridays, and fuel savings for the fleet of 500 vehicles. Additionally, there was a per unit, man-hour decrease in 10 of 17 production items, a 26 percent decline in employee turnover, a reduction of 35,000 vehicle miles, a 40 per cent increase in contaminated waste processor productivity, and no change in employee absenteeism.

For more information see the Point of Contact for this survey.