Dayton plant credits state assurances and local training for rapid growth and worker advancement

A company representative and multiple plant employees described how assurances from the state of Tennessee and local government and local training partnerships helped a tire plant in Dayton, Tennessee, open and grow, creating new manufacturing jobs and internal advancement pathways.

The story matters to Dayton because the speakers said the plant’s growth has translated into higher-paying local work and training opportunities that officials and residents see as long-term economic development. They also said the site has space for future expansion if market conditions permit.

“When it came down to it, the question we had to answer when we were selecting our site was not who is going to want us or what's going to get us there. It's what's going to keep us there, not just for 5 years or 10, but for for decades, for generations,” a company representative said. “We were assured by the state of Tennessee, by local government, that if we opened, people would be knocking on our doors, and they have. And we were able to to grow quickly.”

A plant worker described personal barriers to entering manufacturing and how the plant provided an opportunity. “I had no manufacturing experience whatsoever. I actually put in the application. I'm a very hard worker. I just need somebody to take a chance on me. I had to have a job that was gonna be able to take care of my kids,” the worker said. Another employee said they applied and “prayed they gave me a shot, and they did.”

Workers said the plant’s pay and technology reduced the need to travel outside the county for comparable jobs. “Coming in to all this newer technology and, it's way safer and more quality driven, it's it's just an honor, really, to be able to work with these machines,” one employee said.

Speakers credited employer-led mentoring and a partnership with Chattanooga State for advancing worker skills and leadership. “Another thing that, No Can has done for me, they, brought Chattanooga State in here, and I was able to participate in some leadership, classes. That really makes me feel important,” a worker said. The same employee described on-the-job mentoring: “In each department, we have mentors. And as we have new people coming in, they spend their first few shifts with them learning the job.”

Employees framed the work as a source of pride and noted the plant’s tangible presence in the community. One worker recalled the site’s early condition: “You know, when I first visited this factory in 02/2018, it was just a concrete slab in the mud. I would have never imagined the depth of culture and and richness of of pride that is here.” Another said the plant’s outputs reach customers beyond Dayton and deliver a personal sense of accomplishment: “...to go home knowing that I did something great that day, it's just a win win.”

On future prospects, a company representative said the Dayton site can expand on its existing property. “What this growth in Tennessee enables us to do is to make tires for roads like Tennessee's roads. And then in the future, there is the ability to expand. We have space on the property, and certainly, we believe in the power of this workforce that we are primed for growth,” the representative said. The representative added expansion would depend on market demand and continued sales.

No formal motions, votes or legal directives were discussed in these remarks; the transcript excerpts provided were testimonial in nature and focused on workforce experience, training and prospects for growth.