The Treadway Tire Company

1273 Words6 Pages
The Treadway Tire Company continues to claim a major role in the tire manufacturing industry of the United States of America. With more than 9,000 employees in eight manufacturing plants, we must look at our workforce as the most valuable resource and revaluate our challenges in this area as opportunities for improvement.

As we face the increased cost of raw materials and the rising price of crude oil; our labor cost and performance become noticeably important to keep Treadway ahead over our competitors.

We at our Lima plant should be able to meet our role as the best plant in the Treadway family. And part of that challenge to be the best in the market comes from a culture that is shared by all levels of employment. Our
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Human Resources Strategic Plan 4

As mentioned by Marty Blalock in the Wisconsin Business Alumni website, “communication in a business organization provides the critical link between core functions” and that makes ineffective communication very expensive for any business”.

Pro- This may reduce the feeling of abandonment by line foremen and will reinforce the managerial skills and performance management responsibility on the supervisors and managers directly above. We may include group exercises with reward and recognition program that may shared with all employees at a later time!
Cons- time and cost may stall the initiative but this may initially be offered on a voluntary basis and we may use it (with union approval) as an added value in consideration for promotion and non monetary recognitions(especial parking , weekly name recognition est.).

3. The natural fatigue of a 12 hour shift should be taken in consideration on a performance study and compare it to a 3 shifts operations and the benefits of a 24 hour plant production.
As mentioned by the United States Department of Labor (OSHA), currently, there are no a specific OSHA Standards for extended or
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