1. Case Study: Treadway Tire Company
Tathagata Banerjee
170301044
Implementation Process:
1. Plant Manager needs to directly communicate with the entire workforce:
As it is already known among the workers that the company is not making enough profit, the
zeal to work is less. Also there are less career options as the company is hiring from outside. So
at first the internal branding should be changed. People should feel “important and proud” to
be working in the plant. They should feel like an “essential” part of the operations. They should
be also be informed about performance and potential evaluations.
2. Excess Overtime: Cost saving becomes a myth when we have to consider factors like Overtime
wages and the strain that is on the workers. Now distributing the working hours in 3 shifts can
be done. With 3 shifts with same cost, the company can now have more people to work
resulting into increase in productivity. It will also help the workers to have a better personal
professional life balance. It will also help to improve the absenteeism and the late comings
which happens due to stress.
(there can be issue with the union, which is considered later)
3. Hiring and Attrition: The Company has an interesting hiring policy. They are spending a certain
amount to get young college student. As they don’t provide proper training, these foreman fails
miserably and also increases the Churn rate of attrition. Because of excessive churn rate, there is
no relationship between the foreman and the workers. Rather than hiring college freshers,
company can look hiring people who are working in competing companies. Also they can
redesign their hiring process, where the union is looking after the training of workers (before
joining) in association with some institute.
Apart from that, there should be a career path designed by the company to retain the workers
and foreman. – Can be done by evaluating the potential of the current peoples.
4. Mindset Change: This is perhaps the toughest thing to do. The HR cannot go directly to the
board and display her frustration towards the attitude. To handle this tactfully, first, HR person
should introduced a pilot training session for 10 people. Based on the results, she can argue
behind the need of further trainings. With Overtime issue being handled, we now have extra
workers. So the targets can be easily matched. Also, she can start with a creating an
atmosphere where nobody shouts (first among the foreman and workers and then among the
senior managers… Main target will be Sr managers as things like this normally gets duplicated
from senior to juniors). She can run this by linking it to performance evaluation.
5. Dealing with the Union: Once the work is distributed in 3 shifts, the pressure will be less.
Resulting into less conflict. Company should negotiate with the union regarding the Following
things: A) Authority Of Foreman, B) Dividing workforce (less pay as pay moves from 12*50 to
8*50, but there will be less strain), C)union can look after the training aspect. (Mahanagar gas
hires from DON Bosco Karjat, where they get workers trained only for them)
Thank You For Your Time
