Treadway Tire Company

In: Psychology

Submitted By simone8866
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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 In 2006 Treadway closed its Greensville, South Carolina plant, which were plagued by outdated equipment, and move all its volume to the Lima location.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 foreman. The survey found dissatisfaction in the plant and concerns about the line foreman position. The line foreman felt they were powerless, they complained of not having enough tools to the complete the job, not enough workers: employees would call out sick, powerless when they discipline an employee because the union representative sends them back to work with no explanation to the…...

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