1. Treadway Tire Company Implementation Plan
To the Director of Human Resources:
Ms. Ashley Wall,
We are pleased that you enjoyed our analysis of the current situation at Treadway Tire Company
and have chosen our OD consulting group to create an implementation plan for your
organization. With the main root cause of your problems relating to cultural issues within your
organization, we feel it is best to implement a short and long-term plan that moves towards a new
vision and changes the culture.
Treadway Tire Company’s adaptive orientation is currently a satisficing organization with a
“good enough” mentality and must increase their change of pace. We feel that understanding
these two types of management will lead to a strong foundation in the future. High performing
organizations have strong cultures, which is why our end goal is to improve Treadway Tire
Company’s culture.
Treadway’s Current State: Satisficing
• Measure their success solely on annual production
• Care about numbers not people
• Settle for average productivity
• Ignore the potential opportunities to become the number one operating plant at Treadway
Tire
Treadway’s Goal: Reactive
• There have been several external changes within the environment. Therefore, urgent
adaptations and changes are necessary to compete against other companies in the industry
• Have recognized that the current style of management is not working and must react to a
specific stimulus after conditions have already changed in the environment
• Must react now on a crisis basis in the short term rather than anticipating these changes
Our primary focus is Treadaway's culture because it is the key to an organization’s success and
the only constant in an organization is change. Culture is driven by organization managers,
leaders, and employees at all levels. We strongly believe that if your organization does not
manage its culture, culture will manage the organization. Characteristics of good culture include:
member identity, team emphasis, people focus, autonomy control and risk tolerance. All these
characteristics together will encourage employee engagement and build upon the culture.
Culture change will not happen unless it is targeted through complex change strategy. To change
an organization’s culture, it requires managers and leaders to change their behaviors and perform
specific strategic tasks such as create a vision for the future, develop a model for change, and
reward changes.

2. With you being new to the Lima plant, you may not have strong enough credibility to implement
this change within the organization alone. As a transfer, you will have to communicate with the
entire organization to build your credibility and make those personal relationships outside of the
work environment. Unfortunately, with lower credibility, it will be more difficult to build
support since you have limited connections compared to those who have been at Lima for a long
period of time.
To gain credibility and support, we will build a coalition from the ground up which we will
explain below through Kotter’s 8 Step Model. Since you are new, we advise you not to target the
other three who are in the same structural level as you.
Kotter’s 8 Step Model
Using Kotter’s 8 steps, you will be able to help create change within the culture of the
organization at Treadway specifically at the Lima Plant.
1. Create a Sense of Urgency: With our help (as external OD consultants), we can both
create a sense of urgency by talking to individuals and groups and addressing the tension
within the organization. By talking to all the employees, we will talk about how we can
reduce the high turnover rate and create a culture that everyone wants to work at.
2. Form a Guiding Coalition: Ashley, together we will help you form a guiding coalition.
From there, we will begin adding more employees from different levels within the
organizational structure. We will aim for three general supervisors, five line foremen, and
adding on line workers who work under the chosen managers. Using your personal
networks, we will carefully choose people we feel exhibit the attributes we are looking
for to change the culture within our organization.
3. Create a Vision: Treadway Tire has the potential to be number one operating plant, but
your current performance is satisficing and there are urgent steps and changes that must
be implemented as a company to reach our desired performance. In order to measure the
desired environment and monitor the amount of success of the new culture, you must
focus on team emphasis, control, and risk tolerance.
Team Emphasis:
• Open communication between plant managers, directors, and the line foreman
• Work together to reach common objectives rather than compete between different
departments
Control:
• Clear responsibilities and guidelines for each position must be implemented to avoid line
foremen from constantly getting in trouble for reasons that are out of their control
• Supervisors need to have clear rules that they continuously enforce so that there is no
grey area for whether or not employees are staying on task/getting the job done safely,
efficiently, and effectively

3. Risk Tolerance:
• Create a hearing board of plant managers and supervisors where the employees of all
positions are encouraged to come and “pitch” any innovative ideas they may have for the
future of the company
• This will create an open environment that encourages employees to be risk-seeking in
order to reach a desired system, in the long run, towards reactive management
4. Communicate a Vision: Use our guiding coalition to positively spread the need for change.
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.
5. 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. We will have ‘Employee
of the Month’ awards given out to each level of the organization- line workers, foremen, general
supervisors, and all managers. We will hold semi-annual banquets to encourage the interpersonal
relationships and open communication between all employees. At this time, we will recognize
the efforts of those who have adopted the change.
6. Create Quick Wins: In the short term, we need quick wins to continue to encourage employees
to become aware and adopt the new cultural changes. To do this, we will be posting progress
reports for everyone to see.
If change is positively occurring in the organization, then on the last Friday of each month we
can hold a small potluck style get-together. Employees could have an extra 15 minute break to
grab treats. At these meetings, the entire plant will be there to take a mental break and socialize
about things going on outside of work. During this time, if foremen or lineworkers have
questions or concerns, they have the opportunity to discuss them with the managers to establish a
more open style communication.
7. Build on Change: Now that we have established a new mindset of open communication and
good culture within the organization, we can begin to build on this change. To do so, we will add
long-term efforts which include more formalized training for new hires as well as additional
classes every two years for current employees to keep up on their technical skills. Having more
formalized training will improve production levels, employee skillset and knowledge, as well as
a gain of understanding about what the organization is doing and where it is headed.
8. Institutionalize the Change: To do this, we strongly encourage implementing the new
approaches of management and culture, as well as relate it back to the organization’s success.
Our goal for the organization is to make these cultural changes a norm within the organization.

4. Performance Gap
Data is collected in order to have data that verifies the areas of weakness and opportunity for
growth. By using the gap analysis, the Lima Plant can help answer the statement: “Where the
organization should be”.
Actual Performance:
• Measures success only by looking at annual production that is too broad and has a narrow
scope approach
• There is a divide between departments and a chaotic form of communication where
messages are lost, misinterpreted, and not dealt with directly
Desired Performance:
• Become the highest producing plant at Treadway Tire
• Treat their employees fairly
• Reward them for their great work, time, and dedication
• Stick to their new culture and mission that creates a positive, open, and dynamic
environment for employees to interact
• A workplace where employees are excited and motivated to bring value to the company
and are proud of their work and accomplishments
Short and Long-Term Changes
To begin, we recommend both short term and long term changes. We have provided structural,
behavioral and technical interventions in order to successfully implement these organization-
wide issues.
Structural Behavioral Technical
Short
Term
Implement shorter shifts
Provide a better work
environment
Clearly define expectations
and communicate them for
line foreman positions
Create surveys to get
feedback on feelings and
attitudes about culture
changes
Trial period of skill
workshops
Long
Term
Enforce shorter shifts
Keep the new work
environment successful
Formal training
Supervisors and plant
managers need concrete rules
and regulations
No more sink or swim
mentality (new open and
dynamic environment)
Improve performance
evaluation
Semi-annual social banquets
Stop overworking
machinery
Add classes for
technical skills (line
foremen)

5. Move towards transforming
management
Short-Term:
For our short term goals, we will include progress reports to create short term wins and create
motivation throughout the organization. The hiring process must be more consistent and have
specific qualifications for each position. When looking to promote either internally or externally,
the hiring process needs to be equal and fair. Since Treadway has a limited amount of money for
training, it is important to hire the most suitable and reliable person.
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.
Interventions
Shorter shifts
The change to 12 hour shifts has made the working environment very strenuous for employees.
Not only are these extended shifts putting a strain on employees, but it is making the production
process inefficient. The long hours with minimum breaks are causing employees to lose
motivation and become frustrated and unwilling to come to work and perform well. This leaves
the line foremen left to scramble to fill in positions in order to run the production line. The line
foreman have too many tasks and responsibilities and in return are stressed and are forced to
leave unfinished work for others to complete during the next shift. This is problematic and
causes the next worker to backtrack and not reach their full potential.
We recommend having 8 hour shifts for employees. These shorter shifts are not only going to put
less strain on employees, but will also help eliminate mistakes made from being tired and not
alert. We also recommend an hour long lunch break along with the two shorter breaks. It is
important to give employees down time so they can be as efficient as possible.
• Eliminates people calling in sick and having line foremen scramble to fill in positions
• Eliminates mistakes made from tiredness and being overworked
• Will be more productive and efficient while they work since they will not be strained and
worn out for long, extensive, and exhausting shifts

6. Skill Workshops
• Held specifically for line foreman to help increase their productivity and skill range. This
way they are not limited to one specific area and can provide help and work as a team to
work through any problems that they may face
• In the long run will save money on training and hiring because the workshops will help
reduce the employee turnover rate and also create more qualified employees for higher
level positions in the future
Expectations Clearly Written and Defined
• Each job position must have specific written out tasks and responsibilities that are
required for each shift
• This is more appealing and helpful for new workers because they have something to refer
to and follow as they step into their role and begin to bring value to the company
Specific Guidelines and Rules
• Eliminates any confusion and creates policies that backup and give reasoning for any
punishments that may arise if workers are not doing their job correctly and/or
misbehaving
• Gives managers and supervisors more credibility when enforcing these rules because
everyone in the company is aware of them
The current high turnover at the Lima Plant is a symptom of a bigger problem. The corporate
culture is the central factor for the company’s future success.
Changing the Culture
Developing a Model for Change:
A guiding coalition will begin with you, the Human Resource Director, as well as a team made
up of external OD consultants. Once the change interventions begin to gain momentum you can
recognize certain individuals who have begun to gain awareness, interest, and are starting the
trial stage.
Reward the Change:
It is important to include employee recognition throughout the implementation process to
encourage the heart, motivate, and have positive reinforcement from upper level managers. A
new “Employee of the Month” program will be beneficial during the stressful adjustments taking
place, and keeping employees motivated and reminded of why these changes are necessary.
Also, semi-annual company banquets will act as a fun social event for employees to meet for
dinner, build relationships, present fun awards, and participate in activities and games.

7. Resistance
To reduce the amount of resistance against the culture change, you must provide employees
with: information, support, and resources. A high level of resistance will be seen from upper
management because they will feel threatened by potentially losing power and authority.
Information:
• Encourage open communication between departments in order to gather a variety of
information and increase their knowledge of the company overall: open-book
management
Support:
• Assists in removing the fear of failure
• Allows employees to open up and be more willing to communicate with all departments
Resources:
• Funds, staff, and equipment
• Sets up employees for success rather than leaving them stranded and on their own to
figure out how to adjust to it all
Change Management Levers:
Lever Target of Lever Anticipated Level
(Acceptance/
Resistance)
Actions Steps
Communication All employees,
especially between
general supervisors and
line foremen (the
difference between
upper management and
line foremen/workers)
Potential resistance since
this is a big change
Create and facilitate
open communication
Encourage
relationships outside
of the work
environment through
social outings
Revising the
Reward System
All employees in the
organization, especially
line foremen who feel
underappreciated
Medium to High level of
acceptance because we
are adding
acknowledgement and
recognition into
organization’s culture
Employee of the
Month
Semi-Annual
Banquet
OD Consultant Entire organization High level of resistance Help formulate

8. Group because this is a huge
change/shock, especially
because we are coming
from outside the
organization
coalition group
Communicate vision
and change
throughout
organization
Provide necessary
support and feedback
to encourage change
Help implement and
institutionalize
change into
organization culture
Progress
Reports
Entire organization Medium to High level of
Acceptance since it is a
form of encouragement
and provides positive
facts
Post weekly progress
reports across all
levels of organization
Internal Skill
Building
New Hires
Entire organization
Medium Acceptance
since the organization
invests time in their
training and future
More formalized new
hire orientation and
training
Provide extra classes
for employees to
develop advanced
technical skills
Better educate
employees on the
First Line Test (FLT)
Coalition of
support
Ashley Wall’s coalition
Individuals in different
levels of the
organization
Potential
resistance/acceptance
depending on if people
disagree/agree with the
change
Interview individuals
to see who is for or
against
Depends on different
individuals
Conduct
Interviews
OD Consultant Group
Ashley Wall’s chosen
individuals
Potential
resistance/acceptance
depending on if people
disagree/agree with the
Depends on
individuals
Necessary to identify

9. change resistors/adopters
Build credibility
Recognize
Adopter
Ashley Wall
OD Consult Group
Individuals
Medium to High
Acceptance since people
like to be recognized or
acknowledged for their
achievements
Adopters will be
recognized at Semi-
Annual Banquet and
Employee of the
Month
Implement
Recognition/
Acknowledgment to
culture
Evaluating Interventions
Private Interviews:
By holding private interviews with employees who have participated in the skill building
workshops, we can receive feedback on how useful they thought they were. By using face-to-
face communication, we will get honest opinions and reactions towards the new changes.
Weekly Survey Online:
A short survey sent out in an email at the end of each week will act as another way to check-in
with employees and see how they are adjusting. This is a quick and convenient way that does not
require a lot of commitment and effort.
Metrics:
Rate of Turnover (Voluntary vs. Involuntary):
• Measure rate of employee turnover every quarter
Employee Satisfaction (Internal and External):
• Send out monthly surveys to acquire qualitative feedback and make necessary changes to
improve in the future
• Looking at Exhibit 4: Excerpts from 2007 Lima Employee survey - make sure employees
feel prepared to accomplish duties of his/her job and that supervisors are a positive role
model
• Employee satisfaction should be throughout the entire organization not just upper
management
Performance Review:

10. • Have semi-annual performance reviews
• Encourage ongoing feedback and open communication so there is no surprise going into
the formal 6 month review
• Clear and specific guidelines so all employees know exactly what to expect
• Make sure there is appraisal and acknowledgement, which is becoming an increasingly
popular trend within renewing organizations
New Placements and Distribution:
• Where foremen and other employees are coming from
• Why they chose to come here or where they were placed
By implementing our recommendations laid out above for the Lima Plant, we believe that you
have the potential to be Treadway Tire Company’s number one operating plant. We understand
that changing your corporate culture is a challenging task. In the long-run, it will highly improve
Treadway Tire’s overall performance and create a more desirable work environment.
Sincerely,
Kylie Friedlander, Christine Meiners, Whitney Parkin, Brielle Perron, and Liz Uong
OD Consultants