Galaxy Toys Business Analysis

Over the course of production for the new MMTJE1, older line staff workers and machine workers began to notice the speed and efficiency the 3D printers had on production. It didn’t take long for doubts of job security and decreased morale to creep in, therefore Yu sought out the advice from Joyce Barnhart. Barnhart was able to successfully identify the reasons for the moral problems, and with her discussions with Yu, she found ways to help with employee motivation. Barnhart explains, that there is no doubt that organizations today differ greatly from those of past decades. With today’s organizations, it brings a new approach to handling an older workforce that is dealing with advancements in technology around them. Galaxy Toys is comprised

Areas that were tracked included cost, time, quality control problem ratio, training time, shipping problems/damage, 3D problems, and total number of pieces produced per year. Keith Wisternick has taken Galaxy’s entire production department information in order to identify the successes and failures with the production of the MMTJE1. He found in his analysis that there are two main branches that offer a great comparison over the last year. Galaxy set standard specifications data so that the branches had a goal or benchmark compare with. The branch of White Plains reflects that they were quite close to the targeted figures on cost and time. They excelled at keeping the quality control problem at a minimum, and the shipping problems/damage and 3D problems, were all within a close range of the target. Keith did notice that that branch needed 45 hours of training time compared to the standard 30 hours, but with the overall positive results from the White Plains branch, this extra training time proved to be beneficial in the long run with

Both cost and time were higher than the standard set, additionally, they had a significant quality control problem (8.75 vs 1), and they didn’t get enough training. Upon reviewing the report, Keith recognizes that there needs to be corrective action taken in order to achieve the production goals set by Galaxy. Controlling is a very important part of management functions, as it not only establishes performance standards, but it takes the information gathered and compares it to the standards set, and then takes corrective action were necessary (Management Functions, n.d.). All three of these steps ensures that the performance does not deviate from the standard set (Management Functions, n.d.). In the example of Juarez branch, Keith will need to investigate what root problems are effecting the productivity and take any necessary corrective steps that will bring the branches productivity closer to the set