BM1708
TASK PERFORMANCE
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.
Follow the suggested outline below in answering the case study:
I.
II.
Background
a. It must include a brief summary of the organizational issue.
Statement of the Problem
a. How can Solar Cell Manufacturer control or eliminate attrition and overspending in their
organization through the use of control charts?
b. What steps should the top management employ in order to overcome the resistance of
the employees in the change initiative?
c. What steps in implementing Statistical Process Control (SPC) should Solar Cell
Manufacturer apply in order to succeed in the initiative?
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BM1708
III. Areas of Consideration
a. It must include details and facts from the case that contribute to the organizational
problem of the company.
IV. Alternative Courses of Action
a. It must contain at least (2) two courses of action for every point stated in the statement of
the problem. It must also present the advantages and disadvantages of each course of
action in resolving the organizational problem.
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 problems.
Rubric for grading:
CRITERIA
Executive Summary
PERFORMANCE INDICATORS
Wrote a concise summary of the case, the areas of
consideration presented, and the alternatives proposed
for the case.
POINTS
20
Organization of
Ideas
Adhered to the correct outline and content was
organized in a clear and logical manner.
20
Analysis
All necessary research and analysis were provided in
support of the statement of the problem.
30
Recommendation
Proposed a well-thought and well-researched solution
to the case study.
30
TOTAL
SCORE
100
Reference:
Gijo, E. & Jiju, A. (n.d.). A multiple case study analysis of six sigma practices in Indian manufacturing
companies.
Retrieved
on
July
2,
2018
from
https://www.emeraldinsight.com/doi/10.1108/IJQRM-10-2014-0157
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