Woodman v. Heamonetics Corp

CourtCourt of Appeals for the First Circuit
DecidedApril 14, 1995
Docket94-1727
StatusPublished

This text of Woodman v. Heamonetics Corp (Woodman v. Heamonetics Corp) is published on Counsel Stack Legal Research, covering Court of Appeals for the First Circuit primary law. Counsel Stack provides free access to over 12 million legal documents including statutes, case law, regulations, and constitutions.

Bluebook
Woodman v. Heamonetics Corp, (1st Cir. 1995).

Opinion

USCA1 Opinion



UNITED STATES COURT OF APPEALS
FOR THE FIRST CIRCUIT

____________________

No. 94-1727

FRANK B. WOODMAN,

Plaintiff, Appellant,

v.

HAEMONETICS CORPORATION,

Defendant, Appellee.

____________________

APPEAL FROM THE UNITED STATES DISTRICT COURT

FOR THE DISTRICT OF MASSACHUSETTS

[Hon. Richard G. Stearns, U.S. District Judge] ___________________

____________________

Torruella, Chief Judge, ___________

Coffin, Senior Circuit Judge, ____________________

and Cyr, Circuit Judge. _____________

____________________

Stuart DeBard for appellant. _____________
Jeffrey M. Hahn, with whom Foley, Hoag & Eliot was on brief for _______________ ___________________
appellee.

____________________

April 14, 1995
____________________

CYR, Circuit Judge. Plaintiff Frank B. Woodman appeals CYR, Circuit Judge. _____________

from a district court order granting summary judgment for

Haemonetics Corporation ("HC"), Woodman's former employer, and

dismissing his claim for wrongful discharge under the Age Dis-

crimination in Employment Act ("ADEA"). We vacate the district

court judgment and remand for factfinding.

I I

BACKGROUND1 BACKGROUND __________

Woodman was hired by HC in January 1981 at age forty-

eight. For ten years he worked as a machinist, primarily in HC's

machine shop at Holbrook, Massachusetts. Throughout his employ-

ment as a machinist he consistently earned favorable performance

reviews. He was promoted twice, receiving commensurate wage

increases from $5.28 per hour as a Machinist Trainee, to $11.75

per hour as a Machinist B.

In December 1990, at age fifty-seven, Woodman was

transferred to the "bowl department" in Braintree, Massachusetts,

where HC manufactures disposable components for medical equipment

designed to facilitate the collection, separation and cleansing

of blood and blood constituents. The medical equipment manufac-

tured in the bowl department is fabricated under sterile condi-

tions in a controlled-access area known as the "clean room."

____________________

1The essential facts are recited in the light most favorable
to appellant Woodman, the party resisting summary judgment.
Velez-Gomez v. SMA Life Assurance Co., 8 F.3d 873, 874 (1st Cir. ___________ ______________________
1993).

2

On January 24, 1991, Woodman received a flawless

performance report from his bowl department supervisor, Mary

LeBlanc. Not only did he earn the highest possible rating in all

six review categories, but LeBlanc commented: "[Y]our work since

joining bowls has been exceptional. You have made a positive

contribution in work and in adapting to change."

Thereafter, in late March 1991, Mary LeBlanc was

succeeded by Rick Lucas as Woodman's supervisor in the bowl

department. Lucas began training Woodman in two non-assembly

line tasks "material handling" (i.e., retrieving raw materials

for use in the clean room) and "bowl packing" (i.e., packaging

the finished product). The record discloses but one performance

review of Woodman by Lucas, in late July 1991. Though less

favorable than the LeBlanc report, the Lucas report indicated

that Woodman was performing at an acceptable level. Woodman was

rated "exceptional" in terms of dependability and "above average"

in terms of both customer/supplier relations and quality of work.

In no category did Woodman receive a rating lower than "average."

Lucas added, "Frank is a highly organized, consistent performer."

John Barr became Vice President of Operations for HC in

mid-September 1991. Shortly thereafter, Barr directed all HC

managers to reevaluate their employees, with particular emphasis

on flexibility (i.e., susceptibility to cross-training and to

multiple production-line responsibilities), reliability, partici-

pation (i.e., the capacity to provide suggestions and contribute

to improved operational efficiencies) and quality and quantity of

3

work product. The record on appeal does not reflect a perfor-

mance rating on Woodman under Vice President Barr's revised

performance review procedure in the fall of 1991. The record is

clear, however, that many HC employees did receive performance

ratings considered unacceptable by Barr. The record evidence

also discloses that Barr determined that HC could terminate its

"C performers" without jeopardizing its production, while dramat-

ically reducing labor costs.

Sometime in the fall of 1991, Mary LeBlanc resumed her

supervisory role over Woodman in the bowl department. Around

this same time, LeBlanc was privy to at least one discussion,

among members of HC's upper management, in which future employee

terminations were discussed. Following such a meeting, and in

the presence of Woodman, LeBlanc referenced the management

discussion relating to future terminations: "These damn people

they want younger people here. They will be the one[s] that

will be successful here." Woodman's affidavit attests that

LeBlanc made similar statements on several occasions.

During the time that HC's management was deciding which

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