Case Study: Solar Cell Manufacturer

Solar Cell is a manufacturing company based in southern part of Korea that manufactures different types of solar-powered products. They have customers based in the local parts of the country and abroad. The company is growing fast due to the increased demand for non-conventional energy. The CEO of the company associates their success in the use of control charts for their manufacturing procedures which lets them control the quality of their final outputs. Although the company has been quite successful in the use of control charts for their manufacturing operations, it has extended the applications of control charts in their non-manufacturing sectors such as HR and Finance. The reason for this implementation is because of the major increase in employee attrition and significantly large budget allotted to several departments of the company. Based on the result of the exit interviews, most of the employees who left the company claimed that they experienced work-life imbalance particularly for the operators since they were required to work in extended hours in circumstances when their substitute partners would not be able to arrive to work on time or would not be able to report to work at all. The minority of the resigned employees thought that they were misaligned and not trained for their job, they felt undervalued and afraid that growth opportunities were not present in the company. Another problem area that the top management has observed involves the finance team of the company. The management have found out that allotted budgets in some departments or work units of the firm are unrealistic, inaccurate, and unreasonable. After reviewing all the problem areas of the organization, the company’s quality assurance team suggested the use of control charts in the two (2) departments where the problems are prevalent. However, another difficult situation arises due to the resistance of the employees toward the use of control charts which gains several complaints from the employees pertaining to exhausting additional workload since they would have to monitor and notate the different outflows and inflows in their major and minor day-to-day operations. There was a clear lack of understanding of the benefits of control charts and the need for change using control charts as a catalyst for change. The senior management team decided to provide a one-day awareness program for the HR and Finance people so that they can understand the expectations and the need for the control chart initiative within the company. Moreover, an executive awareness was also introduced to all senior management team so that they would understand the importance and benefits of control charts in the business.
V. Recommendation
a It must present the best course of action among the presented alternatives in resolving each organizational problem.
VI. Management Lessons Learned
a. It must discuss the takeaways from the case and the relevant things that the company should do or not do in order to avoid the given organizational

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