Hamed Nasrollahi G1512619

1 October 2016
Background of Pensonlop Manufacturing Sdn. Bhd.
Penman was a joint venture (JV) between a world-renowned British
sporting equipment firm and a large Malaysian rubber plantation and rubber
products outfit manufacturer. Facilities of Penman consists of four out-of-town
factories and a head office based in Kuala Lumpur.
Background of Mangers and personnel
Penmans golf ball production plant began operations in 1995. From
onset, Mr. Zakaria directed all the activities of the factory. Prior to 1995 Mr.
Zakaria was assistant factory manager for three years in the Malaysian
partners rubber tire manufacturing plant. Over all, he have had 25 years of
experience in factory management.
The engineering supervisor, Office Supervisor and Production
Supervisor assisted Mr. Zakaria in managing the plant (Exhibit 2).

Hamed Nasrollahi G1512619

1 October 2016
Exhibit 2
Factory
Manager
Mr.
Zakaria

Engineering
Supervisor

Office
Supervisor

Production
Supervisor

Michael R.

3 Fitters

Ahmad

3 Clerks +
1 Janitor

Morning
Shift
Foreman

Night Shift
Foreman

A. Baba

Afternoon
Shift
Foreman

G. Kallahan

M. Sharif

21xProducti
on Workers

21xProducti
on Workers

21xProducti
on Workers

On July 30, 2003, the factory received a confirmed Letter of Credit (LC)
for 40,000 dozens of golf balls from a Japanese customer.
Production Output
The Japanese customer LC would expire on January 16, 2004. Failure to
deliver would mean losing the entire order plus a penalty of $25,000.
Moreover, another order would follow if the initial order delivered to the
satisfaction of customer.
The factorys rated capacity, based on a three-shifts, six-day workweek
was 24,000 dozens per month till the first quarter of 2004.
Conversation between Mr. Zakaria and Mr. Tan

Hamed Nasrollahi G1512619

1 October 2016
-

Complaints made by the Union federation, old and new complaints

regarding the haze, then two days later another complaint that the
production supervisor was a slave driver
Complains about low payment for janitor for washing cars, complains
about new workers as uncooperative and snobbish
Could the promotion of Kallahan upon Sharifs recommendation
demoralizing the workers

Problem Statement
Factory did not meet the production target in September. Production
output should get back to normal ASAP.
Analyzing the situation

SWOT

Hamed Nasrollahi G1512619

1 October 2016
According to exhibit 1 production output were normal until September
which Actual output reduced to almost half from about 15000 units to 8000
units.

Several Options

Strenth
Weackness
- Main man powere
- Lack of training for
Hamed Nasrollahi G1512619
incresesd
workers
1 October 2016
- Order confirmed and
- Lack of coordination
is issues
TheLC
issue
identified as a Human
factor and
related to
the moral of
between
workers
and
managers
workers.
One solution is to motivate them and increase moral of work force.

Treat
Opportunity
- Blacklisted if not meet
- If meet the target and
the target production
fulfill the production
- Rotate shifts
and
not and
fulfill
more
orderSharif
fromto
Japan
- Promote
Assistant Supervisor
hethe
mayorder
time to time visit
- No more future orders
- Raw
material
source
other
shifts. So
Sharifis
should be back to Day Shift and Baba to the 2nd
from Japan
from Malaysia.
Several option could be:

Shift.
Pay extra intensive for Night Shift

At last management must brief workers and clarify with supervisors

about seriousness of situation and emphasize the production Target.

New Proposed Chart

Hamed Nasrollahi G1512619

1 October 2016

Factory
Manager
Mr.
Zakaria

Engineering
Supervisor

Office
Supervisor

Production
Supervisor

Michael R.

3 Fitters

Ahmad

3 Clerks +
1 Janitor

Assitant
Supervisor

M.
Sharif ...

Morning
Shift
Foreman

Afternoon
Shift
Foreman

Night Shift
Foreman

A. Baba

G. Kallahan

21xProducti
on Workers

21xProducti
on Workers

21xProducti
on Workers

M. Sharif