he employees claim that outdated materials were used to make tires, that supervisors often encouraged shoddy practices such as bursting bubbles in the tires to cover up the flaws, and that emphasis was placed on production rather than quality. One of the employees had been an inspector at the plant and claims that high production quotas made it difficult to sufficiently inspect the tires before they left the plant. He also claims that the "green tire," the carcass of the tire on which the steel belts and treads were applied, were often set on the ground, causing debris to stick to the green tire and wind up in the final product. Claims were also made that the chemical used refresh the adhesiveness may actually have directly caused damage to the rubber (United Press International, 08/14/00).OpportunitiesBecause Bridgestone/Firestone is not dependent on its original-equipment business for its survival, Firestone's future is not as dismal as some may think. Sales of heavy-duty truck tires account for more profits than the passenger car tire sales. Also, if Firestone's North American business suddenly plummeted, the excess capacity could be aimed toward Europe, where Bridgestone has been increasingly picking up market share.ThreatsAs a result of the many problems that Firestone has experienced a number of threats have surfaced. Firestone's competitors are rapidly increasing production to grab replacement business. On September 29, 2000, Ford decided to equip the 2002 Explorer with Michelin tires rather than Firestone tires. Ford eventually plans on letting dealers and customers choose the brand of tires they want on their vehicles. The public is becoming increasingly skittish about any of Firestone's tires although the vast majority of them are safe. The public only sees this as a Firestone problem and not as an isolated incident of production. These threats are imperatively damaging to Firestone's reputation and future business ...
