Challenges Faced by SNY's Manufacturing and Ways to Resolve Them

This report highlights the challenges faced by SNY's manufacturing and provides ways in which manufacturing managers can resolve these issues. The challenges include poor management of staff, distribution of job roles, decision making, cultural differences, communication gap, and customer complaints. The ways to resolve these challenges include using advanced communication models, deliberating job roles, providing training, adopting technology, and implementing quality control methods.

Introduction to Management

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Contents
Introduction................................................................................................................................1
Challenges faced by SNY’s manufacturing...............................................................................1
Ways in which it can be resolved...............................................................................................1
Conclusion..................................................................................................................................2
REFERENCES...........................................................................................................................2

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Introduction
Different organisations are facing different types of issues in their operations. The role of
manufacturing managers becomes very much crucial in managing the challenges that are
arising at the firm. In manufacturing industry, SNY’s manufacturing is facing different
challenges related to Human resource management, unskilled labourers, quality issues and
communication gap (Elg, et al. 2011). For the new manufacturing manager it will be a
challenge to manage the staffs and communicate with senior management and sales team.
This report will highlight the challenges faced by SNY’s as well as the way in which
manufacturing managers can resolve these issues.
Challenges faced by SNY’s manufacturing
 There is no proper management of the staffs. This can be seen by the fact that
employees get permanently enrolled in the company after a long period of time. Due
to this there is high amount of turnover in the organisation.
 There is no proper distribution of job roles, their technical skills are also on the poor
side. This is affecting the quality of the products which sometimes company has to
pay in terms of manufacturing cost.
 The decision making is also poor. This is evident from the fact that when quality test
fails and production is stopped instead of acting upon it, they try to surpass quality
control procedures. The supervisors also pass the products without making a quality
check (Mellor, Hao and Zhang, 2014).
 Cultural differences are leading to situation of conflict and communication gap among
the people from different cultures. For example British managers feel that Australian
employees are poor in working when compared with the employees from China. This
is the major reason why delivery of finished products takes time.
 Due to communication gap between engineering management and sales team, the later
once are unaware that there is conflict at the floor which is resulting in the poor
quality products. When sales team asks the engineers they point out to floor staffs
when starts hating the engineers. These situations are putting sales team under
pressure and they remain under stress to meet monthly sales targets.
 Complaints of the customers are not properly handled and no proper response is given
from the side of the General Manager. This is irritating customers and hence there is
huge dissatisfaction among the customers regarding the quality of the products.

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Ways in which it can be resolved
The challenges that is faced by SNY manufacturing is big and requires efforts from the
manufacturing manager to resolve the issues.
 Advanced communicational model: For improving the situation, company needs to
use advanced technological mediums that helps in documenting and sharing the
things. This will help in working as a team which is very much essential in the
problems that is faced by the cited firm. This will also help in responding to the
customers on time (Terzi, et al. 2010).
 Deliberating job roles: Leaders need to clearly assign the job roles to all the
employees so that they may not face challenges in terms of staffing. This will help the
company to punish the person who is liable for mistakes. This will also build up
coordination among the staffs which is necessary for improving the production
capacity.
 Training: One of the most important things that are required in the company is
training regarding various things. Most important training that is needed among the
employees is technological training. Skills related to communication, team work,
quality improvement needs to be given to all the employees at all the levels of the
organisation. Cross-Cultural training is also required in the organisation, so that
people from different cultures can work together effectively (Noe, et al. 2017).
 Higher use of technology: It is necessary that company adopts automation. This is
necessary for improving the efficiency of the whole manufacturing process and
reduces the challenges that are faced by the company due to human errors. This will
also improve the quality of product. This will also ensure that there is timely delivery
of the products (Phan, Abdallah and Matsui, 2011).
 Quality control methods: It is essential that quality control team is made and they
must apply concepts such as TQM so as to ensure that quality is managed at each and
every level of the organisational process.
Conclusion
From the above based report, it can be concluded that SNY’s manufacturing is facing several
issues in their manufacturing process due to the problems such as unskilled staffs, no proper
job role assigning, communicational gap between different levels of the organisation, and

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quality of the products. Training, higher uses of technology, quality control methods,
deliberating job roles are some of things that management can do so as confront these
challenges.

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REFERENCES
Elg, M., Gremyr, I., Hellström, A. and Witell, L., 2011. The role of quality managers in
contemporary organisations. Total Quality Management & Business Excellence, 22(8),
pp.795-806.
Mellor, S., Hao, L. and Zhang, D., 2014. Additive manufacturing: A framework for
implementation. International Journal of Production Economics, 149, pp.194-201.
Noe, R.A., Hollenbeck, J.R., Gerhart, B. and Wright, P.M., 2017. Human resource
management: Gaining a competitive advantage. New York, NY: McGraw-Hill Education.
Phan, A.C., Abdallah, A.B. and Matsui, Y., 2011. Quality management practices and
competitive performance: Empirical evidence from Japanese manufacturing
companies. International Journal of Production Economics, 133(2), pp.518-529.
Terzi, S., Bouras, A., Dutta, D., Garetti, M. and Kiritsis, D., 2010. Product lifecycle
management-from its history to its new role. International Journal of Product Lifecycle
Management, 4(4), pp.360-389.