...Case Analysis The Treadway Tire Company: Job Dissatisfaction and High Turnover at the Lima Tire Plan April 10, 2012 Summary The case study is talk about job dissatisfaction and high turnover rate at the Lima Tire Plant, which is one of the 8 manufacturing units operated by the Treadway Tire Company. In 2007, more than half of the foremen at the Lima facility had turn over. The turnover rate is the highest one over the past 10 years at Treadway, and also the high foremen turnover rate is the major concern for Ashley Walls who is the Director of Human Resources in the Lima Plant. Her major objectives are cost cutting, increase productivity, and reducing turnover. The next I will directly show some problems which the Lima Tire Plant had from the case. And then I give the corresponding suggestions and solutions for them, Main Problems From the case we could know the exact job dissatisfaction and high turnover situation at Lima Tire Plant. In order to logical analyze these I would discuss from the individual (foremen) to the integration (company). The foremen: First of all, I think the daily production evaluations of the Lima Tire Plant were too strict. Some of the variations in the production quantity and quality were not under the foreman’s control, specifically as it relates to machines breaking down. But the executive leaders just focus on daily production. Such as the plant manager Bellinghan...
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...BECKHAM op yo The Treadway Tire Company: Job Dissatisfaction and High Turnover at the Lima Tire Plant tC “We have a serious problem.” The words of Brandon Bellingham, the plant manager at Treadway’s Lima, Ohio, Tire Plant, rang in Ashley Wall’s ears. She had just attended a tense meeting where she had presented the projected year-end turnover figures for the plant. Out of a total of 50 foremen at the Lima facility, 23 of these positions had turned over in 2007. Ashley Wall had transferred to the Lima Plant as Director of Human Resources when Treadway’s plant in Greenville, South Carolina, had closed down in 2006. She was a seasoned human resources professional with over 10 years of experience at Treadway. Wall knew the turnover rate of foremen was higher at Lima than at other plants in the division; reversing this trend was her top priority. It was now November 28, 2007—approximately one month before Christmas. The plant would be closed from Christmas to New Year’s for retooling and annual maintenance. By the time the plant reopened in January 2008, Wall intended to complete a thorough analysis of the problem and a plan of action to correct it. The Treadway Tire Company employed almost 9,000 hourly and salaried staff in North America. The company was a major supplier of tires to the original equipment manufacturer1 and replacement tire markets, selling Treadway Primo, Treadway Performance, and private tire brands. The Lima Tire Plant was one of eight manufacturing...
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