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. In order to begin this process, it is imperative that Executive management recruits middle management and the hourly workers in developing a communicating a purpose of why they are all there working and why they work together in the way they do. There is almost no training given to the line foreman and many of the people holding this position lack formal, college educations. Sorry, but copying text is forbidden on this website! Free markets economies are subject to cycles. Duty theory, also known as Deontology applies to the Ledbetter case. Case Analysis The Treadway Tire Company Job Dissatisfaction and High Turnover at Lima Tire Plant July 26th, 2010 Submitted By Group 3 : Abhinav Gogia — 2010005 Aakash Tyagi -2010002 Aditya Gaurav — 2010017 Aditya Kalani — 2010018 Animesh Jain - 2010030 Objective Ashley Wall, Director Human Resources for one of the plants of The Treadway Tire Company situated in Lima has to submit an effective plan to resolve the issues that are faced in the plant and are impacting the productivity and efficiency of the plant. However, currently, Lima undergoes dramatic changes: job dissatisfaction and high turnover at the foreman level.
The training program should cover required skills, problem solving and conflicts management. Communication is also a severe problem for the company. There are some big problems in Lima. They expressed insensitivity of upper management in the survey where only 3% foremen see their supervisor is a positive role model. Implementation Treadway Tire need to train their foreman.
An employee satisfaction survey was conducted in 2007 and exit interviews of. 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. 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 executive leaders of the Lima Plant was only focusing on the daily production. The company did not provide the foremen with necessary support and guidance.
In addition, the stress on the foreman and supervisors will be reduced. Company Perspective: A hectic work schedule of 12 hours shift with Just two breaks and an half hour meal time. The foremen are caught in the middle of an adversarial relationship between the union and management, and they must cope with the needs and interests of both. Long-Term: For our long term goals, we will create an open environment where there is a positive culture within the organization and adopted across all departments. By having an open environment, employees from all levels will be more comfortable in contributing innovative ideas to give Treadway Tire Company a competitive advantage. The hiring process must be more consistent and have specific qualifications for each position. Communication is also a severe problem for the company.
This situation is aggravated by the poor or limited communication between upper management and line-foremen segment. Aside from the turnover rate being 46% in 2007, the plant also was facing expensive costs for raw materials, and hardcore global competition. These issues are deep within the company and effect the organization very seriously every day. Implementation Treadway Tire need to train their foreman. Hourly workers need a clear understanding, in objective terms of what their job contributes to the company. Communication levers include: personal interviews, overall-plant meetings to discuss the progress of change, answer any questions, and to get everyone on the same page about the change. No ,because its not their obligation.
All of the problems were caused by the inefficient system that was in place. 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. Empower Others to Act on the Vision: To do this, we will recognize those employees who have a positive awareness and are on their way to adopting this change. Treadway Tire Company Implementation Plan To the Director of Human Resources: Ms. The Treadway Tire Company Case Study Introduction The Treadway Tire Company in Lima, Ohio is faced with rather difficult times.
Yet the factors that caused this dissatisfaction ie. I cannot believe this company can obtain high quality of work with this work schedule. Ashley Wall, Director of Human Resources, is charged with solving this problem. It has been plagued with high employee turnover at the foreman level resulting in low productivity. The company need to revisit their work schedule by give the foreman longer lunch and some extra break along the way. Line foreman need training not only in manufacturing processes, but in communication skills.
Comments on an article subtitled Job Dissatisfaction and High Turnover at the Lima Tire Plant, from Harvard Business Publishing, June 12, 2008, by Skinner and Beckham. In other words, the entire plant needs to be on the same page of where they are going each shift, each day, each quarter and each year. One could easily say that insanity is repeating the same behavior over and over again and expecting a different result. Exhibit 5 shows the Sample Exit Interview filled out by a line foreman, which states the clear reason for leaving job is job dissatisfaction. What is the relationship between line foremen at Treadway's Lima Plant and other groups within the plant? Introduction Human Resource Director, Ashley Wall, with 10 years of experience at Treadway Tire Company, has decided to conduct a thorough analysis of the line foremen job dissatisfaction problem within a short frame of time and devise a plan of action to correct it.
There is no formal training process in place to familiarize foremen with the different aspects of their role within the plant. The past ten year this been highest turnover rate for foreman. To do this, we will be posting progress reports for everyone to see. Lack of communication within the plant. Employees could have an extra 15 minute break to grab treats.