SOLAR CELL MANUFACTURER

I. Background
Solar Cell is a manufacturing company based in Southern part of Korea that manufactures
different types of solar-powered products. The company was on its successful use of control
charts for their manufacturing operations but on the other side they need to extend the
applications of control charts in the Human Resource and Finance department. There are some
reasons behind that why they implement the application of control chart in the two mentioned
non-manufacturing sector which really affect the employees and the finance team. The
employees thought that they were misaligned and not trained for their job and felt undervalued
and afraid that growth opportunities were not present in the company. In the HR department, the
management have found that allotted budgets on work units are unrealistic. After the
implementation of control chart, another difficult problem arises where the employees are not
aware on how the company be beneficial from using the control chart and bring their complaints
due to their additional workload that bring the senior management to provide a one day
awareness program so they can understand the expectations and the need for the control chart
initiative within the company.

II. 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?
The Solar Cell Manufacturer can control or eliminate attrition and overspending in their
organization through the use of control chart where they can easily figure out data entry errors,
monitor accounting processes and make a smart decisions and corrective actions earlier which
processes are fine as they are and require immediate attention as soon as possible before it goes
worst and happen again the unwanted scenarios.

b. What steps should the top management employ in order to overcome the resistance of
the employees in the change initiative?
The top management I think should employ these steps in order to overcome the resistance of the
employees in the change initiative:
1.Overcome opposition
By doing this, they can actively see what their concerns and are possibly resolve the problem in a
timely manner. By allowing employees time to give their input, it assures them that they are part
of a team that really cares about its employees.
2. Effectively engage employees
Understanding and listening the employees concerns and feedbacks can help the organization
easily take an action regarding the concerns. The management must receive, understand and
respond to the feedback that is provided by the employees because employees are the ones
making sure all the work gets done.
3. Implement change in several stages
Companies should first prepare for the change, then take action on the change and make a plan
for managing the change, and lastly, support the change and assure that all is going was planned.
4.Communicate change effectively
The senior management must communicate to their employee and tell what is going on and
ensure that all employees receive the news about the change in some way. Employing several
different ways to communicate change helps explain the vision, goals and expectations for what
needs to happen and why.

c. What steps in implementing Statistical Process Control (SPC) should Solar Cell
Manufacturer apply in order to succeed in the initiative?
The steps in implementing Statistical Processes Control (SPC) should Solar Cell Manufacturer
apply in order to succeed in the initiative are:
 The Solar Cell should apply the step 1 where to commit to SPC where the top
management must show full support in the implementation and execution of SPC in the
organization.
 They must also identify target processes where the SPC committee must select a few pilot
processes for the initial implementation of SPC.
 They must also develop control charts where they must also develop the appropriate
control chart that will be used to monitor the different steps in the production process.
 They must also develop process capability where the SPC committee must also determine
whether the established processes and standards are effective in achieving continual
improvement.

III. Areas of Consideration

 Employee attrition and large allotting of budgets to several departments in the
organization that seems unrealistic
 Insufficient knowledge of employees about the shifting work schedule
 Lack of communication between the senior management and the employees regarding the
control chart initiatives
IV. Alternative Courses of Action
 The management must require a monthly observation in the finance department
 The management should know their problems and look for the possible solutions
 Conduct an awareness program quarterly
 The management must evaluate every employee and look for its improvement

ADVANTAGES
 Before the problem arise, they can solve it easily before it goes bigger
 The management will be able to communicate with their employees
DISADVANTAGES
 Time consuming
 Additional expenses on every meeting

V. Recommendation
The fourth alternative is considered the best course of action. The management will always have
a conversation with their employees and create an effective information literacy program. They
will easily notify and informed regards their employee’s concern and act on it in a timely manner
and think as soon as possible what they can do to make the situations better. In regards to the
first alternative course of action, this can be applied too where they can maintain a good
transaction, performance and prevent the worst scenarios where attrition and overspending are
happening.

VI. Management Lessons Learned

The management knew where and when they act on every areas of the company like informing
and building the team in the company. It is important to explain the way in which the company
processes will change. They can use this address to motivate everyone in the company to clear
up any misunderstanding as well as to figure out everyone’s expectations.