INTRODCTION

Lima was one of Treadways best plants in terms of productivity and quality control because it
updated its equipment and utilized new technology. The company tire co. is a supplier of tires
to major car companies like ford, gm, Chrysler. They have 9000 employees in north America.
The tire company only has one current operating manufacturing plant in north America
located in lima, Ohio. There was a second plant in Greenville, SC which closed in 2006 due
to financial reasons. 1200 employees in lima (USA) location. Limas area is 1.5 million
square feet on 128 acers of land. The types of employees were based on hourly and salaried.
Hourly personnel unionized by USW (united steelworkers) which had merged with the united
the rubber workers in 1995. In 2000 $100 million expansion for increase capacity & utilized
new manufacturing technology. Due to updated equipment & tech. spending lima had
become one of tread ways top plant for productivity & quality things.

Presently Lima undergoes some changes, that is the job dissatisfaction and high turnover at the
foreman level. The entire manufacturer industry is facing some huge challenges including
drastic increase in raw material costs and also the global competition. The director of human
resources in Lima plant, Ashley Wall, analysed the issue and made an action plan to address
these problems. The company in this case is having a problematic employee organization, as
well as over-pressured managers who tend to hassle lower employees. This caused main
Character Peter Gibbons to become unsatisfied with his job and sabotage the company. Line
foremen complained that they were placed on the job without any training and given no
coaching once they got there. They felt disengaged on the job without the required skills and
competencies. In a Lima Employee Survey, 96% foremen do not feel prepared to accomplish
duties of their job. Little discretion dealing with employees. Union contracts dictated annual
pay raises, & grievance procedures had not involved foremen. General supervisors appear to
look favorably upon traditional management methods which tended to be adversarial.
Career frustration: Few foremen, those were external hire, must have felt frustrated by their low
potential for advancement as almost all of promoted positions at Lima were filled from within
the plant. Foremen had not felt recognized or connected and the foreman lack required
authorities to perform assigned duties. 86% foremen felt the management is not sensitive to
their problem. Although foremens job involved different duties, they do not feel engaged due
to lack of communication with hourly employees as well as with upper management,
conflicting situations and morale issues.