STI COLLEGE – GENERAL SANTOS INC.

J. Catolico Ave., Lagao, General Santos City

Operations Management

Task Performance – Pre Finals

BSHM 3-1BP

Submitted by:
Alisaca, Kent
Payod, Jennifer
Pescuela, Cindy
Pido, Princess
Reganit, Naphtali
Salazar, Christian

Submitted to:
Quintanes, Lalyn
I. Background

a. It must include a brief summary of the organizational issue.

`Solar Cell is a South Korean manufacturing company that focuses on the production of different
solar-powered products. They have customers in both the domestic and international markets. As the
demand for non-conventional energy grows, the company is rapidly expanding. The CEO of the company
qualities the achievement of the use of charts for manufacturing procedures, which allows them to
maintain control over the quality of their final outputs. Because of the increase in employee numbers,
the control chart is also being used in their human resources and finance departments. Furthermore,
the majority of employees left the company because they felt undervalued and untrained. The
management decided to hold a one-day awareness program for the human resources and finance
departments to ensure that they understood the control charts strategy's expectations and
requirements.

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?

 To use a control chart to manage attrition and overspending in their business, they must
stop rehiring personnel because the company has a large number of employees. They may easily
create a solution that promotes job efficiency in the organization by applying control charts. The
departments where the problem occurred may be easily identified with the help of the control
chart.

b. What steps should the top management employ in order to overcome the resistance of the
employees in the change initiative?

 Employee resistance to change initiatives is one of the most difficult and difficult
challenges that corporate leaders encounter. This resistance can take many forms, including
permanent reductions in output, an increase in the number of "quits" and transfer requests,
chronic quarrels, sullen hostility, wildcat or slowing strikes, and, of course, the expression of a
wide range of irrational reasons why the change will fail. Even the most insignificant
manifestations of this resistance can be severely affecting. Top management may take specific
 efforts to positively address these unfavorable employee attitudes. Among the approaches
include highlighting new performance criteria for staff experts and pushing them to think
differently, as well as using resistance as a realistic warning signal for directing and timing
technical improvements. Furthermore, top executives may boost the effectiveness of their own
efforts by attending staff and operational group meetings where change is addressed. They can
do so by moving their attention away from the realities of schedules, technical details, and job
assignments and onto the significance of these discussions for growing resistance and openness
to change.

c. What steps in implementing Statistical Process Control (SPC) should Solar Cell Manufacturer apply
in order to succeed in the initiative?

 To ensure the initiative's success, the Solar Cell Manufacturer Company must comply to
all implementation and deployment steps of Statistical Process Control.  Begin with the first
step, which is to commit to SPC. The company's management should comprehend the
justification for having statistical process control. In order to demonstrate full support because
implementation and deployment require money and people. After committing to SPC, they
should form an SPC committee to properly align and implement the SPC in the HR and Finance
Departments, which is about measuring the efficacy of the established process for continuous
improvement.

III. Areas of Consideration

a. It must include details and facts from the case that contribute to the organizational problem
of the company.

The Solar Cell Manufacturing Company suffers from employee attrition because the majority of
those who resigned stated that they struggled with work-life imbalance particularly operators, who
were required to work long hours in situations where their alternate partners were unable to disclose to
work on time or at all. A minority of resigning workers stated they were misaligned and undertrained for
their roles, that they were undervalued, and that there were no possibilities for advancement within the
company. The company's finance department is another case that top management has identified.
Budgets allotted to certain divisions or work units within the organization have been proven to be
unrealistic, incorrect, and unreasonable by management. The case data and facts reveal that
overemployment, a lack of training, and budget distribution to each department all contribute to the
company's organizational difficulties.

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.

Solar Cell Manufacturers' management may overcome opposition by focusing on raising

awareness among their employees about the need of switching to control charts while also assuming
that all employees will lead the project of introducing control charts. Creating employee awareness
when implementing organizational changes is not only critical, but also fundamental. Employee
awareness includes all activities that educate or inform the employees about new changes in the
organization. Employees can be made aware by organizing seminars and taking them to other
organizations that have coped with the change. Through benchmarking, workers will realize the need of
adopting new changes while also gaining a basic understanding of how the new system will benefit them
and boost the company's overall efficiency.

Furthermore, awareness can be delivered by hiring experts to give a presentation about the new
change and guarantee user support if employees encounter problems while using the system. The
organization can organize for an expert to teach all aspects of the new system to staff members, and
they will most likely collaborate during the initial stages before employees are fully satisfied with the
system's procedure.

Advantages

1. The team will find a reason to accept the change.

2. The team will fully comprehend the benefits the change will bring to the organization as a whole.
3. There will be little minimal resistance when all the stakeholders are reading form the same script.

Disadvantages
1. Organizing trips, benchmarking, and other awareness events may cost the organization a lot of
money.
2. An expert will be needed to guide the staff through the new changes.

Another critical course of action is involving the employees in all phases of change
implementation. Employees will feel valued and motivated as little more than a result of this because
their opinions will be taken into account in meetings when the proposal for implementing such new
changes is discussed. The staff will then collaborate with the implementation team to collaboratively
launch the changes.

The benefits of involving employees are as follows:

1. Employees are more likely to accept changes because they will feel like they are part of a team.
2. There will be little or no resistance during the implementation period because employees will have
become acquainted with the idea of accepting the change.
3. Resistance is tried to deal with early on before it manifests itself.

Disadvantages

1. It may be costly for the organization to cover overhead costs for this activity, but the expense is well
worth it.
2. It takes a long time to conduct the negotiation and consultation and reach an agreement among all
people involved.

V. Recommendation

a. It must present the best course of action among the presented alternatives in resolving each
organizational problem.

 The best course of action to take among the alternatives presented in resolving each
organizational problem is the first step, which emphasizes the importance of switching to
control charts and assigning all staff to spearhead the project of implementing control charts. It
provides several advantages and benefits for both the organization and the personnel.
Moreover, this stage aims to raise awareness among management and staff about
 organizational challenges that have arisen in HR and Finance, which will lead to their
commitment to Statistical Process Control.

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.
 Given the scenario, the Human Resources and Finance Departments should be aware of
their actions and judgments. When hiring employees, the management should be careful. This
includes determining how many workers they should hire and how many they should not hire in
order to avoid overemployment. And if their employee feels undervalued because they are
misaligned, and they believe there is no improvement for their skills because the company does
not show support for the employees' improvement, the management should focus on focusing
on the skills improvement of their employees, and they must also involve the employee in every
change that the management has to deploy.

Moreover, the Finance Department should learn how to distribute their budgets in a
realistic manner in order to avoid company losses. Employees or persons with budgeting
responsibilities should be aware of overspending. With the help of Statistical Process
Control, implementation, and deployment, management may assess expenses and monitor the
retention rate of the human resource department to improve on a daily basis. Even so, the
results of the company's implementation vary.