Free Essay

A Diagnostic Analysis of the Lima Tire Plant

In: Business and Management

Submitted By Fostersd
Words 2977
Pages 12
A Diagnostic Analysis of the Lima Tire Plant

Sabrina D. Foster

American Military University


This paper will provide a diagnostic report of the Lima Tire Plant. There are many problems within this company, and without them being properly addressed the company will continue to lose employees and production will continue to drop. The main problems that I see within this company are high turnover of the line foremen due to production and morale, training within the company. I will attempt to analyze these areas through the different metaphors we have studied over the past seven weeks. I will also provide possible recommendations and solutions that may help get the company back on the right track to success.

A Diagnostic Analysis of the Lima Tire Plant

The Treadway Tire Company employed almost 9,000 hourly and salaried staff in North America. The Lima Tire Plant, located in Lima, Ohio, is one of eight manufacturing plants operated by the Treadway Tire Company. (Skinner and Beckham, 2008, p. 1)

In 2007, The Lima Tire Plant produced approximately 25,000 passenger and light truck tires per day. The plant encompassed about 1.5 million square feet on 128 acres of land. About 1,120 people were employed at the plant – 970 were hourly employees and 150 were salaried. The hourly personnel at the plant were unionized by the United Steel Workers, which had merged with the United Rubber Workers in 1995. The union contract dictated job classifications, pay rates, the schedule for pay increases, overtime rates, benefits, health/safety standards, and grievance procedures for hourly workers in the plant. (Skinner et all, 2008, p. 2)

In 2006, Treadway shut down the Greenville, South Carolina, plant, which had been plagued by outdated equipment and moved operations to the Lima plant. The Ohio plant had undergone a $100 million expansion and modernization effort in 2000 which enabled the plant to increase capacity and utilize new manufacturing technology. (Skinner et all, 2008, p. 2)

Due to the updated equipment and technology spending, the Lima plant had become one of Treadway’s top plants for productivity and quality ratings. Despite a positive outlook for the company, it was still plagued with its share of problems.

The plant was experiencing a big turnover in line foremen. The job of the line foreman was a daily challenge. They had to juggle and resolve a variety of personnel, resource and administrative issues during a 12 hour shift. Furthermore, line foremen often felt they were pulled in different, often conflicting directions, by management, the workers and the union. (Skinner et all, 2008, p. 3)

Meeting performance goals was the line foremen main responsibility. Each day the line foremen received a breakout report by line area of the previous day’s actual performance versus forecasted performance. If the results fell below forecasted levels, the foremen were subject to a verbal counseling or a poor performance report. Their top priority was to start the tire production line and ensure no technical issues occurred that would interfere with production. If something broke, the foremen had to put in a call to maintenance to fix the issue. Or if somebody showed up late for work, or called off for that day, they were forced to scramble to find a replacement.

Morale was a big issue in the plant as well. The hourly employees didn’t feel like the foremen respected them and the foremen felt the hourly employees didn’t listen to them. Whenever things didn’t go the employees way they ran to the union and filed grievances, which often times the foremen never heard anything back from the union and the workers were sent back to work with no disciplinary action.

Another issue with the company was training. Foremen didn’t receive any kind of formal training. A lot of them didn’t have the knowledge to be in that position without the proper training, and the supervisors just left them to sink or swim. A lot of the foremen left the position and took positions as hourly employees at the Lima plant, moved to another plant and took positions as hourly employees, or left the company altogether. The director of human resources, Ashley Wall, had tried to create a month-long training program for new foreman, but due to budget cuts in 2007, the program had to be discontinued. It was left up to general supervisors and area managers to provide the workers with the training they needed, but because they were busy as well, training was pushed off to the waist-side and the foremen had to try to learn the system as they went along.

Interpretation 1(Machine)

The Lima Tire Plant is a company that is run under the mechanistic style. Morgan (1998) stated “When managers think of organizations as machines, they tend to manage and design them as machines made up of interlocking parts that each play a clearly defined role in the functioning of the whole (p. 10).”

According to Skinner and Beckam (2008), “A foreman’s top priority was to start the tire production line each day and ensure that no technical issues would stop production during the shift (p. 3).” There were usually 20 people on a production line and if equipment for one part of the line broke during the shift, or if people didn’t show up for work, it was up to the foreman to take care of the issues. They also had to ensure everybody on their line was following safety and health standards as well. Trying to find last minute replacements to fill in when somebody called out of work, keeping the production line going on top of their other responsibilities and working long work hours could be very stressful for foremen.

According to Knowles and Moore (1997), “When organizations are viewed as living systems it is observed that people are self-organizing and spontaneously creative. People working together are greater than the sum of their parts. What they achieve often exceeds everyone’s expectations including their own.” This is especially true if you have a foreman who is able to solve issues that arise quickly and efficiently. They must be well versed in the job and know the production line functions inside and out, so they can better address those issues when they arise.

Interpretation 2 (Political)

When we see organizations through the lens of politics, patterns of competing interests, conflicts, and power plays dominate the scene. We can identify different styles of government. We see how organization becomes politicized because of divergent interests of individuals and groups. We observe many different sources of power and learn how they can be used in our advantage (Morgan, 1998, p. 147).

The political metaphor was clearly evident in this company. Back in August 2007, an employee satisfaction survey and exit interviews of departing foremen revealed a lot of discontent within the company. The survey revealed the tension between the foremen and the line employees and lack of communication between the foremen and management.

Foremen felt they had no control over the line workers. They feel powerless and that nobody listened to them. When they disciplined the line workers, they would run to the union and the grievance committee often sent them back to work with a cleared record and no explanation to the foreman.

Furthermore, the foremen felt management was more concerned about the job getting done versus their needs. The foremen were expected to meet or exceed targets which got higher every year. It didn’t matter if there were problems with equipment or people not showing up for work. Sometimes things were out of their control, and they felt management was only concerned about job production and didn’t care how they got it done as long as it was done.

Because of this dissatisfaction, the morale of the foremen suffered. Brandon Bellingham, the Lima plant manager, said “Foremen feel isolated from the rest of the plant. They are the lowest players on the totem pole, and they feel their contributions are undervalued, and their concerns ignored (Skinner et all, p. 4).

According to Linz, Good and Huddleston (2006), “Employee morale is a fundamental component of business operations - high morale coincides with job satisfaction, high work effort, creativity and initiative, a sense of pride in one's work, a commitment to one's organization, and the desire to put the achievement of group (common) goals ahead of personal goals, thereby enhancing an organization's performance . Low morale, typically corresponding to high absenteeism, labor turnover, unresolved grievances or strikes, impedes the achievement of the organization's desired outcomes.”

The foremen didn’t receive the required training for the job they were expected to fulfill. According to Herb Adams, a general supervisor, “I don’t have a lot of time to devote to hand holding. I tell my guys to take control on the plant floor. They have to keep their eyes open for trouble makers and let them know who is boss (Skinner et all, 2008, p. 5).”

“Despite the reluctance of area managers and general supervisors to change, Wall felt that enhanced training was key to reducing the turnover among line foremen. She estimated that 43% of the 23 foremen who had left in 2007 done so voluntarily (Skinner et all, 2008, p. 5).”

Interpretation 3 (Culture)

When we view organizations as cultures, we see them as minisocieties with their own distinctive values, rituals, ideologies, and beliefs. This metaphor helps us to rethink every aspect of corporate functioning, including strategy, structure, design, and the nature of leadership and management (Morgan, 1998, p. 111).

According to Oliver (2006), “Tyler (1871) was first to provide a formal description of the term “culture”. He defined the term as: That complex whole which includes knowledge, belief, art, morals, law custom, and any other capabilities and habits acquired by man as a member of society.”

Subcultures can be seen within the Lima plant with the labor union. The union contract dictated job classifications, pay rates, overtime rate, pay increases and grievance procedures for hourly workers in the plant. It seemed like the hourly employees used the union as a crutch to have things work out in their favor. Whenever things didn’t seem to go their way and the employees felt the company had violated the union contract, they would file a grievance with the union. They found the protection in the union they needed when things weren’t going their way. Foremen were not involved in the process and often times they never found out the outcome of the grievance.

“I discipline the hourly workers when necessary, but even here I feel powerless. The union guys on the grievance committee often send the worker back smiling, with a clear record and no explanation to me,” said one of the foremen on the customer satisfaction survey conducted in 2007 (Skinner et all, 2008, p. 4)


There are probably a lot of ways to implement the solutions but I would definitely implement mandatory formal training for all new foremen. A big problem lies with training. These new foremen are put in leadership positions, but don’t necessarily have the right tools in their tool bag to accomplish all that is expected of them. I know the budget was an issue with training before, but I would find a way to set additional funds aside for training. If that didn’t work, then I would set up some type of in-house training for the new foremen. The company is going to continue to have a high turnover of foremen and productivity is going to keep decreasing because of morale issues and lack of on the job training.

“There is a growing interest in structured on-the-job training. It is becoming clear that both classroom instruction and unstructured on-the-job training have major drawbacks when preparing personnel for their jobs. Structured on-the-job training offers a third route towards competence, at least for some tasks within some jobs, and can be defined as a task-oriented training (or part of such training) that takes place on the shop floor. The learner carries out assignments according to a written plan, being coached by an experienced colleague or by a supervisor. At the end, the mastery of the tasks is formally assessed (Dejong, 1993).”

A lot of morale issues stems from conflict between the line foremen and the hourly employees. Another issue is the communication between the foremen and management. The lack of communication has created a barrier and the only way things are going to be productive is if the barrier is broken down.

“Conflict is a familiar feature of life in an organizational society: It is always latent in situations where interests collide, and becomes manifest when people begin to perceive and act upon their different ideas, aims and aspirations (Morgan, 1989, p. 196).

Hodgson (2002) stated ” The approach is not to avoid or suppress conflict, but to turn the conflict around so that one can learn from it and move on. He stated seven skills for conflict resolution:

· Identify needs to negotiate a solution that is fair for all parties involved (called a “win/win approach”)

• Taking control of one’s thoughts in order to respond appropriately to conflict

• Building empathy with others

• Behaving assertively

• Handling power constructively

• Acknowledging, expressing and dealing with emotions

• Facilitating resolution and overcoming reluctance”

Morale can affect any business or office environment. And when morale is low, productivity is low. One thing that might improve morale is through company functions/gatherings, or some type of reward system. This would probably break the ice and people would get to know each other on a personal level thus improving the work environment and productivity.

The plant manager tried to implement social gatherings for the plant, but the general supervisors and area managers were not accustomed to that type of management or level of social interaction, so maybe a survey should be conducted on the type of gatherings or functions the organization want to participate in as a whole.

Next, there really needs to be a meeting of the minds. Everybody needs to come together and put all the issues on the table. Before the meeting, the ground rules need to be set so everybody is on the same page. Then the floor should be opened up for people to address their issues within their department and figure out ways to make the job experience better for all. The thing to remember is that it can’t be a finger pointing, griping session. It needs to be a productive meeting that everybody benefits from. There needs to be representation from all levels of the company to include the union, hourly employees, line foremen, supervisors and managers. There seems to be a communication breakdown within all levels in the company and hopefully this meeting will at least close the gap a little bit.

“Few people dispute the importance of competent communication in the workplace. Communication is central to organizational functioning and to the daily pursuits of individuals within organizations. Among other things, members of an organization use communication to socialize new employees, define and redefine roles, and acquire information about their jobs and responsibilities. Thus an understanding of communication's role in organizations, and particularly the role of communication abilities, is a key issue in organizational studies (Zorn and Violanti, 1996).

“It does not matter if you work for a company that has nine employees or 9,000; effective communication in the workplace is an essential part of any organization. When a business suffers from poor communication among the employees this generally leads to a number of issues such as misunderstandings, lack of information, poor performance, frustration, increased staff turnover etc. No matter how much experience and expertise you have your ability to communicate effectively can make the difference between great success and simply “getting by.” Most work problems can be traced back to a failure in communication (www.managementskillsadvisor).”

Some things to help you effectively communicate in the workplace are as follows:

• Practice openness

• Communicate expectations

• Communicate proactively

• Communicate positively

• Observe and listen



In conclusion, this company had a lot of internal issues going on that needed to be addressed: Employee dissatisfaction, high turnover of foremen, communication barriers and training issues. Hopefully the analysis I have provided uncovered some of those issues through my lens and the use of metaphors we have studied these past 7 weeks.


Dejong, Jan, A. (1993). Structured on the job training at Hoogovens Ijmuiden. Journal of

European industrial training. 17(2). Retrieved from

Hodgson, Julia. (2002). How to resolve conflict in the workplace. Leadership and Organization

Development Journal. 36(5/6). Retrieved from http:// docview/


Knowles, Dick; Moore, Maggie. (1997). People, machines and work. The Journal for quality and

participation. 20(2). Retrieved from


Linz, Susan, J.; Good, Linda, K.; Huddleston, Patricia. (2006). Worker morale in Russia.

Journal of managerial psychology. 21(5). Retrieved from

Morgan, G. (1998). Images of organization: The executive edition. San Francisco, CA: Berrett-

Koehler Publishers

Morgan, G. (1989). Creative organization theory. Thousand Oaks, CA: Sage.

Oliver, Stan (2006). How to develop culture in organizations: A multiple case study of large

Distributed organizations. Journal of knowledge management. 10(4). Retrieved

Skinner, W., Beckham, H. (2008). The Treadway Tire Company: Job dissatisfaction and high

turnover at the Lima tire plant. Brief Cases. 2189. Harvard Business Publishing.

Zorn, Theodore, E.; Violanti, T. (1996). Communication abilities and individual

achievement in organizations. Management Communication Quarterly : McQ. 10(2)

Retrieved from http://


Retrieved online Feb. 25, 2012…...

Similar Documents

Premium Essay

Simple Diagnostic Medicine – Financial Analysis

...Simple Diagnostic Medicine – Financial Analysis Executive Summary Introduction This report provides an analysis and evaluation of the current and prospective profitability, liquidity and financial stability of Simple Diagnostic Medicine (SDM). The purpose of this analysis is to determine if SDM is a suitable investment opportunity. Methods include horizontal and vertical analyses as well as financial ratios examining SDM’s liquidity, solvency and profitability. Other calculations include rates of return on Shareholder’s Equity and Total Assets and Return on Investment. All calculations can be found in the appendices. This report is divided into three sections: the first section presents the financial analysis of SDM’s 1999 and 2000 fiscal year financial statements. The second section is a detailed examination of the financial statements notes and the third section presents our conclusions. Results of the financial statement analysis demonstrate that the company appears to be able to produce significant revenues and profit and is in a relatively good financial position. However, further analysis of the financial statement notes have identified significant areas of concern that weakens SDM’s financial position and profitability, and ultimately forms the bases of our recommendation not to invest in SDM at this time. 1. Financial Statement Analysis Horizontal and Vertical Analysis (Trend Analysis) A complete horizontal analysis for SDM shows significant......

Words: 2420 - Pages: 10

Premium Essay

Treadway Tire Case Study

...Treadway Tire Company Case Study Background Treadway Tire Company is a major North American supplier of tires to original equipment manufacturers (OEMs) and replacement tire markets. They currently manufacture Treadway Primo, Treadway Performance, and other private tire brands. Treadway’s Lima Tire Plant, based out of Lima, Ohio is considered one of the company’s top plants for productivity and quality ratings. A continuous operations plant – operating 24 hours a day, seven days a week with four rotating shifts – the Lima Plant produced approximately 25,000 tires per day in 2007 alone. There are over 1100 employees at the Lima Plant location – 970 hourly and 150 salaried. The hourly employees are unionized by the United Steelworkers (USW) and are directly supervised by the salaried line foremen. The foremen possess a large bulk of the responsibilities at Lima, supervising all phases of production and quality assurance work as well as dealing with a variety of personnel, resource and administrative duties. They are often pulled in conflicting directions by the hourly employees, the union regulations and upper management. According to Brandon Bellingham, the plant manager at Lima, “Meeting performance goals is the most important duty of the line foremen.” However, the lack of proper training does not allow the foremen to successfully handle situations causing them intense pressure and a feeling of inadequacy. In the past year, the Lima Plant has experienced a...

Words: 1559 - Pages: 7

Premium Essay

Diagnostic Analysis

...WEEK 8 FINAL PAPER: DIAGNOSTIC ANALYSIS   Purpose   The purpose of this diagnostic analysis is to create an opportunity to use the ideas and concepts discussed in the course in the analysis of a real organizational situation. The situation may be drawn from your experiences, or if you are not working or do not have a frame of reference, then research an organization through the online library ( Your choice of the situation is important and will take considerable judgment and discretion in deciding whether it is feasible to use it for the purposes of the papers. Discretion and confidentiality are of utmost importance in this analysis. So, disguise the source of the case study (unless it is drawn from public record) through use of appropriate pseudonyms.    Learning objectives of the Final Paper: 1. Identify an organizational situation for the purpose of analysis (the situation must be sufficiently complex to generate enough material to satisfy the requirements as outlined below) 2. Analyze how the images, concepts and theoretical frameworks help to make sense of the situation 3. Construct a case study that relates evidence to theory and provide an appropriate analysis and explanation of the situation described Organizational Analysis in a Nutshell   Organizational analysis is the ability to examine an organization/organizational situation so that its fundamental characteristics are made clear. It is not simply spotting......

Words: 1023 - Pages: 5

Premium Essay

Tiresome Tire

...Background Treadway Tire Company is a major North American supplier of tires to original equipment manufacturers (OEMs) and replacement tire markets. They currently manufacture Treadway Primo, Treadway Performance, and other private tire brands. Treadway’s Lima Tire Plant, based out of Lima, Ohio is considered one of the company’s top plants for productivity and quality ratings. A continuous operations plant – operating 24 hours a day, seven days a week with four rotating shifts – the Lima Plant produced approximately 25,000 tires per day in 2007 alone. There are over 1100 employees at the Lima Plant location – 970 hourly and 150 salaried. The hourly employees are unionized by the United Steelworkers (USW) and are directly supervised by the salaried line foremen. The foremen possess a large bulk of the responsibilities at Lima, supervising all phases of production and quality assurance work as well as dealing with a variety of personnel, resource and administrative duties. They are often pulled in conflicting directions by the hourly employees, the union regulations and upper management. According to Brandon Bellingham, the plant manager at Lima, “Meeting performance goals is the most important duty of the line foremen.” However, the lack of proper training does not allow the foremen to successfully handle situations causing them intense pressure and a feeling of inadequacy. In the past year, the Lima Plant has experienced a high rate of foremen......

Words: 270 - Pages: 2

Premium Essay

The Lima Tire Plant of Treadway Tires

...This case study examines the Lima Tire Plant of Treadway Tires, specifically the high turnover rate and expressed job dissatisfaction of the plant’s line foremen. The Line foreman supervise 12 hour shifts and are responsible for a wide variety of the day in day out functions of the manufacturing line. They are also responsible for the work of the hourly waged, unionized workers. The line foreman are the lowest ranked management position in the company and are held directly responsible for meeting quotas over which they have no control in setting. The line foreman also lack control in being able to set and enforce work standards due to union interference, and lack of support from management. There is almost no training given to the line foreman and many of the people holding this position lack formal, college educations. Ashley Wall, Director of Human Resources, is charged with solving this problem. Ashely acknowledges that a problem exists and had developed a training plan for the line foreman that would allow them to observe in the Payroll and Human Resources department in order to become more familiar with time sheets, paychecks, union contracts and disciplinary issues; however this program was never funded due to a cost cutting mandate. There are some big problems in Lima. Among the most urgent to be solved in order to reduce turnover and increase job satisfaction are to mend the schism between workers, middle management and executive management, and to develop a......

Words: 588 - Pages: 3

Free Essay

Case Study- Treadway Tire Company

...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......

Words: 1024 - Pages: 5

Premium Essay

Case Study Unit 5: the Treadway Tire Company: Job Dissatisfaction and High Turnover at the Lima Tire Plant

...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, Lima is using......

Words: 1256 - Pages: 6

Premium Essay

Analysis of Danshui Plant No.2

...semiskilled labor for less than 1 dollar an hour and assembly line technique. Due to high demand of IPhone 4, Apple had contracted with Danshui to assemble iphones in Plant No. 2. A budget had been prepared soon after iPhone contract was signed. Therefore, Danshui plant manager, Wentao Chen was responsible to control all costs including materials, labor, overhead and shipping. IPhone 4 contained more than 100 components including flash memories, application processor, chip for phone calls, gyroscope and etc. Therefore, each worker will need to focus more than one task in a short period of time due to its assembly line toward completion. The assembly process entirely based on handwork by workers, where there are 140 steps in assembly process to be done by 325 individuals during 5 working days. The August Report had shown a loss of $672,000 although budget is $100,000, this is due to unable to produce 200,000 iPhone 4 units on demand. The major obstacle is not hiring enough qualified labor although wages was raised by 30% since July. Besides, flash memory installation also causing a trouble where they can be damaged by heat if not handled with care during installation. Hence, Samsung aware of this problem and raising the price of $2.00 for each unit. Problem Statement and Analysis of Problem Based on Case Danshui Plant No.2, the following 5 problems are discovered in the case: Lack of information Jianye Ma, the contoller, has submitted the report of August......

Words: 3021 - Pages: 13

Free Essay

Lima Tire Company

...2014). Lima Tire Company, a subsidiary of Treadway Tire Company was having issues with high operational cost and high turnover among foremen. Although the programs that were designed to control labor relations for the company; they were not effective as the company hoped. The company still faced the issue of a dysfunctional organization (Skinner, & Beckham, 2008). So, what are some of the strategies utilized by U.S. union free organizations today and why is it critical to the success of an organization to meet its goals and mission? This paper presents a summary of Lima Tire Company, a non-unionized organization, provides an alternative to handling its major problems, and provides a recommendation to help with the major issues. Brief Case Overview By the opening of the Lima Tire Plant in January 2008, Ashley Wall, the current Director of Human Resources has to devise plans that will correct several serious problems the company faced. Currently the HR Director saw an increased turnover rate among foremen, lack of training, skyrocketing raw material cost, global competition, productivity issues, low morale, and employee dissatisfaction within the company (Skinner, & Beckham, 2008). Major Issues Although all of these are serious issues, an increased turnover rate and a dysfunctional organization are the major issues. The remainder of the issues the company faced were only minor but significant issues (Skinner, & Beckham, 2008). Alternative Action Considering Lima......

Words: 1230 - Pages: 5

Premium Essay

Treadway Tire

...Executive Summary The Treadway Tire Company operates many different plants throughout North America that manufacture and sell tires to a variety of markets. The plant located in Lima, Ohio is currently experiencing high turnover rates among line foremen and Ashley Wall, Director of Human Resources, has made it a priority to solve the problem. To deal with an increased workload, the plant runs continuous operations, requiring employees on site 24 hours a day. There are 50 line foremen at the Lima plant that supervise the hourly personnel and maintain daily operations. Out of these 50 foremen, 23 positions turned over in the current year. This, nearly 50% turnover rate, made it clear that something needed to change in order to retain workers. Line foremen deal with a variety of job duties during each 12 hour shift. They are faced with everything from personal problems to maintenance issues, all while attempting to appease the hourly workers and general managers. The stress and frustration placed on the foremen has taken its toll on employee morale and company production. The company recognizes a need for formal training to combat the problems with the foremen position, but the plant lacks the financial resources to implement this idea. As an alternative, it is recommended that the plant implement an employee mentorship and training program to help aide line foremen in their roles. Losing and replacing employees is time consuming and costly, making it imperative that they...

Words: 4132 - Pages: 17

Premium Essay

Tread Tire Case

...Organizational Behavior Case Analysis: The Treadway Tire Company: Job Dissatisfaction and High Turnover at the Lima Tire Plant Abstract This analysis focuses on the Treadway Tire Company’s efforts to reduce costs and increase productivity. However some of their strategies had backfired especially in their plant in Lima where it had all of the necessary resources & technology available to clout a strategy. However they were struggling with strong job dissatisfaction and high turnover among its line foremen. The director of human resources Ashley Wall must work quickly to reduce the turnover of the line foreman segment by analyzing the root cause(s) of the problem and provide the company with an effective action plan to solve the current situation. The problem requires a reconsideration of the company’s philosophy that guides workforce management and developing an efficient, healthier organizational culture that will result higher employee satisfaction at the Lima plant. Introduction Treadway Tire’s Lima Plant is faced with a serious problem of employee dissatisfaction and high turnover among its line foremen. The turnover rate ran 46% in 2007. Additionally, the plant was facing with rapid increase in the cost of raw materials and arising global competition. The plant, at Lima, Ohio, had 970 unionized hourly employees and 150 salaried employees. 50 Line foremen were floor level managers who supervised hourly employees. The plant operates 24x7, with four......

Words: 1590 - Pages: 7

Free Essay

Genetic Analysis in Plants

...Genetic Analysis in Plants Abbey Emmanuel and Danielle Peterson Life 120—Lab Section 136 October 29, 2014 Introduction Every living organism is made up of a series of genes. Each characteristic, such as color and texture, rely on the genetic coding of the organism. These genes can be passed along, mixed with other genes, or removed throughout the generations. The process of traits being passed from parent to offspring is called gene transmission. (Bailey, 2014) In the 1860’s a monk, Gregor Mendel set basic principles for heredity. His first law was Mendel’s law of segregation. He discovered this law while studying pea plants. He studied a series of seven different traits. (Bailey, 2014) He first observed and confirmed through experimentation that one pea plant of a certain color could self fertilize and produce another pea plant of the same color. He referred to the process of these self-fertilizing pea plants as true-breeding. (Urry et. Al, 2014) Mendel continued his studies of pea plants by testing that outcome of cross-pollination between two true-breeding plants. He took the two parent plants, one green and one yellow, and found the offspring to be all green. He continued experimenting by crossing two of the offspring from the first generation plants. Mendel found that in the second generation, an offspring color appeared from the parents that were lost in the first generation. His law of segregation explains that allele pairs segregate......

Words: 2405 - Pages: 10

Premium Essay

Treadway Tire Company Case

...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 of the Lima plant. The......

Words: 2044 - Pages: 9

Free Essay

Safety Climate Analysis at Power Plant

...Safety Climate Analysis at Power Station Basel Marhoon - University of Bahrain 2016 Safety is the main important issue for all worker in the industrial sector. Safety contain many subjects, safety culture and safety climate are one of those subjects and they are concepts that today considered as one of the main concern across the industrial sector. As simple definition, the safety culture is “Making sure people are not harmed is how we do things here”. This work evaluate the safety climate as it is reflection for the safety culture and easier to evaluate. The evaluation done for private power companies located in Bahrain. First plant (plant A) is for power generation, second plant (plant B) is for power generation and water production. Both plants are belong to the same mother company. The evaluation done through questionnaire including all the staff (around 200). The questionnaire designed by the help of the health and safety department of the mother company. Also, by interviews that used to support the questionnaire. Analysis has been done by different statistical methods using Microsoft excel software. The results of safety climate evaluation showed that the overall level of safety for is above average (3.72 of 5). In addition, the safety level for plant A (3.93) is higher than plant B (3.49). By studying the safety level for different departments, four groups were identified, which are: 1) Plant A daytime workers, 2) Plant A shift workers, 3) Plant B daytime workers...

Words: 3767 - Pages: 16

Premium Essay

The Treadway Tire Company: Job Dissatisfaction and High Turnover at the Lima Tire Plant

...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......

Words: 1042 - Pages: 5