...During 2007 the Treadway Tire Company had produced approximately 25,000 passenger and light truck tires per day. About 1,120 people were employed at the Lima, Ohio location; 970 hourly and 150 were salary. The Lima Plant undergone $100 million dollar expansion and modernization which enabled the plant to increase capacity and utilize new manufacturing technology. Due to the modernization Lima had become one of the company top plants for productivity and quality ratings. In 2006 Treadway closed its Greensville, South Carolina plant, which were plagued by outdated equipment, and move all its volume to the Lima location. As a result Lima shifted to 24 hours a day, seven days a week, with four rotating shifts. Most employees work 12 hour shifts. The hourly production employees were supervised by 50 salaried line foreman. The foreman role was the largest at Lima; they were involved in the three phases of rubber component preparation, tire assembly, and curing/final finish. Line foreman also had to manage union and administration procedures. They documented employee disciplinary action and negotiated work standards with union reps. At the end of their shifts foreman spent time scheduling hourly employees, approving vacation requests, checking time sheets and solving payroll issues. Morale was a problem at the Lima Plant. Out of 50 line foreman 23 had turnover in 2007 at the Lima Plant. An employee satisfaction survey was conducted in 2007 and exit interviews of departing...
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...Beckham, 2008). Background: Treadway Tire Company is one of the illustrious tire manufacturing companies with almost 9,000 staff who work either hourly or salaried. With updated equipment and technology the Treadway’s branch at Lima has became top in quality and productivity. By continuous operation and doing long shifts the company achieved cost savings but lost employee satisfaction (Skinner & Beckham, 2008). Problem: The line foremen often experience conflicts in all directions from management, hourly workers and union causing fretfulness and low morale. Lack of training and the stress due to long shifts makes their daily jobs more challenging (Skinner & Beckham, 2008). Opportunities: The firm should breakdown their long 12hr shifts to 8hr shifts, heir the newly graduated students and train them to handle any sort of issues. The supervisors should motivate their team members and improve their performance (Skinner & Beckham, 2008). Recommendation: Implementation of Positive KITA motivational methods and enriching the job with motivational factors like achievement, recognition, challenge, and advancement ameliorate the employee satisfaction and performance (Herzberg, 2003). Periodical training with the recent technologies will keep the employees updated and lessen the juggling in decision makings. Conclusion: Implementing all the above recommendations will reduce the turnover rate issue faced by the Treadway Company at Lima branch. References: ...
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...QUESTIONS: 1) What is the relationship between line foreman at Treadway’s Lima Plant and other groups within the plant : General supervisors and areas managers, top management, the union, hourly workers, each other? Treadway Tire Company is one of the largest producers of tires. The Lima plant located at Lima in Ohio had 1,120 employees. 970 of them were hourly employees and 150 were salaried employees. They work in 12-hour shifts. Line foremen are salaried floor level managers who supervise hourly employees. 970 hourly workers were supervised by 50 line foremen. Line foremen didn’t have good relationship with hourly workers. They expressed concerns about their lack of authority and adversarial relations with the hourly workers. Several incidents highlighted tension between hourly workers and line foremen. Line foremen were supervised by 13 general supervisors. Line foremen are endowed with lot of responsibilities. General supervisors abused and threatened the line foremen with poor performance review if they are unable to meet the forecasted performance. This indicates poor relationship between them. The responsibilities of the line foremen include documenting the employee disciplinary actions and negotiating the work standards with union reps. The union reps on grievance committee sometimes provides cleared record the hourly employee without providing any explanations to the line foremen. There isn’t much...
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...* The second problem for The Treadway Tire Company is the lack of good leadership approach. The first source of this problem is the failure of management to provide adequate training to foremen. Whenever a foreman joins the company, he only receives informal training at the discretion of the general supervisor and area manager. One of the general supervisor, Herb Adams, is reported to have said that he tell guys to take control to survive on the plant floor and keep their eyes open for the trouble makers. The managers want the foremen to adopt the old tied-and-true management like they did in old days. This is an example of Laissez-fare leadership style which is characterized by having very little guidance from managers, complete freedom for followers (foremen) to make decisions and is expected to solve problems on their own. Notice that laissez fare only works best when the followers (foremen) have the necessary skills and knowledge to complete their task. This is a major challenge for foremen who are expected to perform best without having the mandatory training to enhance their skills and knowledge. The absence of proper training leads to job dissatisfaction. Exhibit 5 shows the Sample Exit Interview filled out by a line foreman, which states the clear reason for leaving job is job dissatisfaction. He also described that his supervisor would just say “Do it” without having received any training on how to do the job. This also leads to low morale in foremen and they were less...
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...The Treadway Case September 11, 2014 Relationship between line foremen at Treadway’s Lima Plant and other groups within the plant: general supervisors and area manager, top management, the union, hourly workers, and each other. The relationship between the Treadway’s Lima Plant foremen and other groups within the plant can only be described as insanity. One could easily say that insanity is repeating the same behavior over and over again and expecting a different result. The line foremen are required to work 12 hour shifts, solve a multitude of personnel, resource, and administrative issues and still meet daily production goals. Now add a union environment, no formal training for foremen, no chance of upward mobility, and a lack of communication between management (foremen, general supervisors and area managers), and you end up with a high turnover rate. According to the Plant manager, “Meeting performance goals is the most important duty of a line foreman.” This statement has caused the foreman to only focus on line metrics. Foremen have been threatened with poor performance reviews if production numbers are not met. This behavior has created a hostile work environment and isolated the foremen from the rest of the plant. They feel that their contributions are undervalued and their concerns ignored. There is no formal training process in place to familiarize foremen with the different aspects of their role within the plant. There was a month-long rotational training...
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...Foreman Turnover Improvement Plan Treadway Tire Company Lima, Ohio Plant Spring Semester, April 24, 2014 April 24, 2014 Treadway Tire Plant, Lima, Ohio Foreman Turnover Improvement Plan Treadway Tire Company Lima, Ohio Plant Spring Semester, April 24, 2014 April 24, 2014 Treadway Tire Plant, Lima, Ohio ------------------------------------------------- Table of Contents Overview……………………………………………2 Objective…………………………………………...3 Findings……………………………………………..3 Solutions/recommendations………………4 conclusion………………………………………..10 Referneces……………………………………….11 Treadway Tire Plant, Lima, Ohio Foreman Turnover Improvement Plan Overview The Treadway Tire Plant, located in Lima, Ohio, has a unionized workforce of 970 hourly employees’ and150 salaried employees. The hourly line-production employees are supervised by salaried and non-union line foreman. Directly above the 50 line foreman are 13 general supervisors who manage several line segments. Lima’s five area managers are responsible for everyone in their sector, including the hourly tire team, the line foreman, and the general supervisors. Oversight of the entire site is the responsibility of a single plant manager, Brandon Bellingham. In the past, the Lima plant has had great reputation for being one of Treadway’s top plants for productivity and quality. In 2000, The Treadway Tire Company made a significant $100 million capital investment in the expansion and modernization...
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...Case Study: Treadway Tire Company 1 Case Study: Treadway Tire Company Case Study: Treadway Tire Company S. LaDuew GB520: Strategic Human Resource Management Case Study: Treadway Tire Company 2 Treadway Tire Company When Ashley Wall had just finished attending a meeting at work, the plant manager Brandon Bellingham stated “we have a serious problem” (Skinner & Beckham, 2008, p.1). Wall had just presented the figures for the plants projected turnover rates for foremen the year ending in 2007. Bellingham was not happy because they had 50 foremen at their Lima Plant and in 2007 23 of those positions were turned over. When the Treadway plant closed in Greenville, South Carolina in 2006 Ashley Wall was transferred to the plant in Lima where her position was going to be the Director of Human Resources, since she already had over 10 years of work experience in the Human Resource department with Treadway Company. Wall had decided to make it her top priority to do what she could to reduce the foremen turnover rate at the Lima Plant since it had the highest foremen turnover rate out of all of the other Treadway plants in their division. Wall planned...
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...Propose a strategic HR action plan for Ashley Wall with justifications for your recommendations. From the case, the foremen are lack of support, guidance and tools to work with. Also, the company were facing a budget problem that they could not to establish a formal training program (Skinner & Beckham, 2008). Communication is also a severe problem for the company. The foremen seem to have no opportunity to express their ideas and feelings. Based on these problems, the strategic HR action plan is as followed: 1. Introduction of training or mentoring programs Many foremen think that they are not fully prepared for the job. The company did not provide the foremen with necessary support and guidance. Therefore, there is a need to establish an on-job-training. This training program can make the foremen feel more confident when they perform the job. The training program should cover required skills, problem solving and conflicts management. For newly appointed foremen, especially the graduates from college, the training program will help them understand the required skills and routine work. 2. Technological innovation From the case, the duties of foremen includes scheduling hourly workers, approving vacation requests, checking time sheets, and solving payroll issues (Skinner & Beckham, 2008). The introduction of technology will reduce foremen’s efforts and operating cost. 3. Setting common objectives and instituting regular meetings The foremen should set specific and tangible...
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...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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...Case Study Unit 5: The Treadway tire company: Job dissatisfaction and high turnover at the Lima tire plant Strategic Human Resources Management April 20, 2014 Case Study Unit 5: The Treadway tire company: Job dissatisfaction and high turnover at the Lima tire plant Case Study Unit 5: Prepare a case analysis on the topic of Traditional versus Strategic HRM and Its Effectiveness for Organizational Success. Case Analysis Criteria: Your Case Analysis should consist of: * A brief analysis of the situation and pending-decision problem, as presented in the case, and as relevant to your answer. This should be exceptionally brief and you should assume the person reading the Assignment is familiar with the details of the case. * Identification of the major issues surrounding the organization or individuals involved with the organization. * Identification of alternate courses of action to address the issues identified. * The decision or recommendation for action, with the appropriate supporting arguments. * The Case Question is designed to guide the direction of your analysis in the case. Your analysis should address and ultimately answer the question. Analysis: The tire plant in Lima is going through some rough time as its profits and margins are declining due because of the rising cost of raw materials and also due to intense global competition. Not much can be done with the increasing cost of raw materials but to reduce the overall company’s cost,...
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...In this case, there were many problems within the Treadway Tire Lima factory plant. All of the problems were caused by the inefficient system that was in place. Most of the lower level leaders within the company were either under trained or not trained at all. Three things that could have been done to fix the system would be an organized training system within Treadway Tire, less pressure on the foreman and supervisors for immediate results on things that were outside their control, and shorter shifts. If Treadway Tire implements an organized training program, the supervisors and managers won’t have to come up with everything on their own. It will eliminate the sink or swim mentality forced on the foreman and supervisors. The training should have the following important aspects: 1. Plant operations 2. Interactions between Treadway Tire employees and Union Workers 3. Proper disciplinary actions for employees 4. Areas for personal management education and advancement In starting an organized training program, the initial training would have to happen right away for all management from foreman to managers. The initial training would help all of the leaders to be on the same page. After the initial training, it would be important to have a refresher training course every six months to a year so that the leaders would know what they could and couldn’t do. As the training program continued, the foreman and supervisors would be asked for feedback and the training program could...
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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...
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...Gaining a Deeper Understanding of the Problem – Evelyn Sanders 1 In the video Ashley and John identified the issues at Treadway Tire Company as being low morale among workers, the rising cost of raw materials and line foremen turnover rate. I did identify the same issues as Ashley and John did in the Treadway case, however, I did identify to other issues not identified by Ashley and John. One organization issue is that one plant manager is not enough personnel to properly oversee a plant of 9000 hourly workers. I also see a 12 hour shift and the calling in sick by workers as an indication of burnout by workers. It was a mistake not to identify the long worker hours of employees as a possible issue. Ashley is on track with identifying the three main issues at Treadway. These are obvious and stated issues (Howard Business Review 2008). Ashley is also on the right track because she had done some research using Good to Great as a bases for ideas on confronting the issues before her. She is also confronting the brutal facts about the issues Treadway is facing no matter how difficult they are to face. The key aspects of the situation at Treadway have been included in Ashley’s conversation with John, with additional thoughts about what other data needs to be gathered to help analyze the issues she is facing. To analyze the key issues at Treadway, and come up with an action plan, Ashley should use employee exit interviews as a data collection means, face-to-face employee...
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...The Treadway Tire Company Case Study Introduction The Treadway Tire Company in Lima, Ohio is faced with rather difficult times. These difficulties however are not due to lack of work with a down recession, or even too much demand and not enough capacity to fill it. These issues are deep within the company and effect the organization very seriously every day. Every company of course has issues but in the case of The Treadway Tire Company these are problems that have been haunting them and continuously increasing their turnover rate for consecutive years. Dissatisfaction from one key position in the company is taking a serious toll on the daily operations of the company and causing performance and output to suffer because of it .If the Treadway Tire Company does not begin to make some changes and get a grasp on these major issues then they will begin to see the effects of these problems on their bottom line. In order to make these changes Treadway must first identify what the key issues are and develop an action plan on how to fix these and prevent them from happening in the future. The two major problems that seem to be continuously occurring are 1.) The lack in overall communication throughout all levels of the organization and 2.) The delegation of power and discipline within the company. Finding solutions to these issues is the next major concern for this company and will help them get the plant back...
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...Title Case analysis question: What are the strategies used by U.S. companies today to keep them union-free and why is it critical to the success of an organization in meeting its goals and mission? Introduction: This week case analysis, Treadway Tire Company’s presents a great topic of discussion for everyone and a possible open channel to further study unions and the cause and effect within the work force. As we review in-depth the case of Treadway Tire Company, it provides an opportunity for the reader to ask several key important questions like what are the strategies used by U.S. companies today to keep them union-free and why is it critical to the success of any organization in meeting its goals and mission? Clearly this paper focuses on those issues and show how the Treadway Tire Company’s efforts to curtail the rising cost of doing business in the tire manufacturing industry suffered, while having to deal with multiple growing union and employee issues, that cripple and destroy the organization ultimately failing its goals. Look pass Treadway Tire: In order to better understand the problem we need to step back and take a better in-depth look at the overall picture. First and foremost, why were unions created, previously I prepared a paper about the labor movement in the United States and how it gained its humble beginnings in 1768. How it fought and struck a good blow for the worker by protesting wage reduction. Since then, the fight for fair wages and decent...
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