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[answered] BMGT 364 Galaxy Toys, Inc. Company Profile Welcome to Galax


Assignment 3:?Implementing and Evaluating the Future at Galaxy Toys, Inc. (Week 8)

?Purpose:?

Continuing with the saga of Galaxy Toys, Inc., the third assignment covers the last three functions of the P-O-L-C, Organizing, Leading and Controlling.? Students will look at the production floor of Galaxy Toys, Inc. through the lens of the organizing function, create an organizational chart, and assess the decision making authority associated with the organizational structure.? Students will then assess change, and discuss motivation from a leadership perspective, and delve into the controlling function by looking and project specifications, interpreting data, and assessing corrective measures.

Outcome Met by Completing This Assignment:

  • integrate management theories and principles into management practices
  • ?organize human, physical, and financial resources for the effective and efficient attainment of organization goals
  • ?demonstrate leadership skills by communicating a shared vision, motivating and empowering others, and creating a culture of ethical decision-making and innovation
  • ?develop measures and assess outcomes against plans and standards to improve organizational effectiveness
  • ?identify the essential characteristics of decision making and indicate the range and types of decisions a manager makes?

Part One-Organizing

Now, it is time for all production managers to begin the organizing process.? Doing so requires that managers collect the people, resources, and capital to begin production in a way that will implement the short-term production goals and objectives set through planning. The deadline for production to begin is January 31, 2017.? Christmas product shipping must start in July of 2017.? The budget for each branch is $300,000 for the total production budget.? Currently, the production staff includes a total of 124 employees per day shift and 91 at night per plant for a total of 215 employees. Most tasks are covered in both shifts. Current production and shipping personnel per task include:

?

Positions

# of Day Shift

Workers

# of Night Shift Workers

Machine Operators

10

5

Machine Maintenance

3

5

Assembly Line Staff

75

60

Electronics Specialists

10

3

Packagers

10

5

Floor Supervisors

1

1

Production IT (computer machine)

1

1

Fork Lift Operators

10

10

Shipping Schedulers

1

0

Plant Maintenance

2

1

Administrative Support

Material Purchase/Secretary

1

0

?

?

To complete the?Moon Mission to Jupiter?s Europa 1?project, it is projected that additional personnel are needed:? Two 3D printer operators for the day shift and two for the night shift.? Additionally, instead of having an on-call position for production IT, a full-time night position is needed.

The design and engineering department has provided the product specifications including materials, sizes, and 3D printers and one person per shift to produce the product.? Trained personnel are needed for operating the 3D printers.?? The cost of one complete?Moon Mission to Jupiter?s Europa 1?product is set at $7.65, which includes packaging. The 3D printers will produce the completely assembled piece including electronics and packaging in 7.36 minutes and will cost $6100 per printer.? Trained personnel are needed to operate the printers.

Required Elements for Part One:

  • Assuming the role of Itza Yu, explain the role of a manager in the organizing phase of the POLC and identify and discuss five major issues that Itza Yu must address in organizing the production floor for both existing production and the new project.?
  • One of the areas of discussion that must be included in the organizing phase is that of aligning people to the task of production.? Create an organizational chart that shows how Yu would organize the people and jobs on the production floor.? This organizational chart will be used as the template for the other branches within the organization, so be sure the structure of the production floor aligns with the organization of the company.?
  • Once you have created the chart, identify the decision making authority for those individuals on the chart.? Explain why the structure was chosen and how it best serves the decision making flow for the production floor and the company as a whole.

?

Part Two-Leading Motivation

During the course of production older line staff and machine workers began to see the speed and accuracy for which the 3D printers made its product.? An obvious concern began to surface among the workers.? The workers began to ask, ?Will I still have a job next year??? ?Morale of plant workers began to suffer.? Itza Yu knows that this concern must be addressed and morale needs to be improved.? As the manager, Yu know that the business must innovate to keep growing.? How can Yu improve morale??

As a good manager, Yu knows that it is essential to deal with the motivation issue as soon as possible.? He decides that it is best to get advice.? He turns to his mentor in the company, Jean Barnhart.?

After consulting with Barnhart, Yu sits down to create a specific plan of action that he can implement immediately.?

?

Required Element for Part Two:

  • Acting as Jean Barnhart, what advice should she give to Yu?? In discussing the advice, first identify the reasons for the morale problem and how they affect motivation.? Be sure to address change and the worker?s reaction to implementing change.
  • Discuss the actual ideas and the specific ways Yu should take to motivate his existing employees that will build morale and keep production levels on track for the current contracts and the new project.

?

Part Three-Control:

Part 3A:

The following chart displays the results of the first year?s production of MMTJE1.? Keith created the chart from data supplied by all the company production department managers, as a means of controlling production output.? It is used by the VP in his evaluation of areas of improvement, change, and success to processes used by the production department in the production of MMTJE1.?

The chart depicts the standard goal (identified as standard) set by the department and the result each branch obtained.? A comparison of the standard to the results allows the reader to form conclusions about the success or failure of the production department to meet the goals envisioned by the company.? It also allows a reader to recognize patterns from the data from which conclusions can be drawn as to the relationship between elements (e.g. cost expended versus time expended; those branches that spend more time had a higher cost.

?

Specifications

Standard

Toledo

Dayton

White Plains

Huntsville

Juarez

Cost

7.56

7.67

7.87

7.45

7.52

8.01

Time

7.36

7.32

7.46

7.31

7.32

7.59

Quality Control Problem Ratio (per 500 units)

1

2.5

4

1.5

1.75

8.75

Training Time (per hour)

30

35

38

45

48

25

Shipping Problems/Damage (per 10,000 units)

1

0.333

0.222

0.133

0.178

0.4

3D Problems (per 10,000 units)

0.2

0.25

0.286

0.111

0.1

0.4

Total Number of Pieces Produced Per Year

400,000

500,000

500,000

650,000

700,000

450,000

?

Required Elements for Part 3A:

  • Compare the standard specifications data set with the results from each of the results for the five branches.?
  • Interpret the results for the new product production chart above.? Detail the areas that demonstrate positive outcomes and those areas that need improvement.
  • Define what ?corrective action? means to the manager in the control function of the POLC.
  • Do you suggest Keith take, if any, corrective action for this report?? If so, what corrective actions are needed and why?

?

Part 3B:?

The next meeting of the long term planning team for Galaxy Toys is scheduled for next week. All the VP?s will be there and a report must be given by all as to the viability of the ?Moon Mission Jupiter?s Europa 1? toy roll out and the success or failure of the long term goals and objectives.

Keith reviewed his meeting notes with his branch managers when the production results came out. The managers seemed to all talk at once.? Most all the managers seem to feel that the project was well worth the effort.? It appears that many managers felt that training on the 3D printer in terms of repair and maintenance was the biggest problem.? Mexico?s manager, Hernando Gonzalez, said that they lost their trained personnel to a software company and had difficulties finding replacements.? The company who supplied the 3D printers provided initial training but follow up training thereafter proved a problem when personnel turnover increased.? Gonzalez explained that there is a serious shortage of skilled IT personnel in Juarez.? Consequently, finding qualified workers and keeping people without paying more than budget is a major problem.? As a result, both the production and the IT departments are losing money.? Getting a full time, IT night worker is impossible without a serious budget increase.

Required Elements for Part 3B:

? ?Prepare a report for Keith to present to the planning team. The following points must be addressed in the report:

  • Using the conclusions drawn from the chart in Part Two as well as information in Keith?s notes from the meeting (noted above) with the branch managers on the production results, identify at least three conclusions that have potential concerns for the long-term future of the project and or company;
  • Explain why and how each of the factors chosen would affect the future long-term strategic planning;
  • Examine the relationship between the control function and long-term planning as part of the explanation;
  • Offer recommendations for solutions that might be introduced along with the issues to the planning committee to address the implications of the factors chosen.

BMGT 364 Galaxy Toys, Inc. Company Profile

 

Welcome to Galaxy Toys, Inc.! The assessment projects for this course will examine

 

different facets of the management of Galaxy Toys and students will be exploring

 

various scenarios and providing analysis and recommendations from the perspective of

 

a management consultant. Each project has been carefully designed to provide

 

students with opportunities to demonstrate mastery of various management concepts

 

that students have been developing through various learning activities presented in the

 

classroom (both in the face-to-face discussions and online discussions).

 

? In Project 1, students will demonstrate their understanding of the broad role of

 

managers within an organization and how various organizational theories (historical and

 

current) affect these roles.

 

? In Project 2, students are expected to apply course concepts and materials to provide

 

real-world recommendations for managers that relate to the planning process

 

? In Project 3, students will present their analysis and recommendations that demonstrate

 

their ability to organize, lead, and control employees in ways that ultimately support the

 

organization?s vision and strategy for business success. COMPANY PROFILE

 

History

 

Galaxy was founded in 1956 by George Jepson and his wife, Nan after their son Rusty

 

became consumed with the idea of traveling to the moon. Jepson who had worked

 

previously in manufacturing, selling, and advertising of games for a company in Toledo,

 

Ohio, crafted a new spacecraft that delighted his son and his friends. Nan, who had

 

worked in retail toy sales in the local Toledo department store, suggested the idea of

 

producing and selling the toys as a side business. At that time, Nan persuaded her

 

boss, Jack Mercury, to allow her to produce and sell the toys. After approval was given

 

it did not take long before the orders exceeded the Jepson?s ability to produce the

 

product. Seeing the success of the product, Mercury approached the Jepson?s and

 

proposed a partnership to manufacture the spacecraft and other related toy ideas.

 

Galaxy?s fundamental toy-making principles were centered on strong construction,

 

ingenuity, intrinsic playability and action. Early adopted toys were made of heavy steel

 

parts and ponderosa pine, which resisted splintering and held up well to heavy use. The

 

details and charm were added with colorful lithograph labels. Nan Jepson, who had

 

attended art school, was the Art Director and designed push-pull space toys for the

 

opening line of toys for very young children.

 

In 1956, the founders took 8 of their toys to the American International Toy Fair in New

 

York City, and they quickly became a success. The first Galaxy toy ever sold nationally

 

was "Space-IX." in 1957 (The same toy, in excellent condition, would be worth a considerable amount of money in today's collectibles market.) In the early 1960s,

 

Galaxy identified plastic as a material that could help the company incorporate longerlasting decorations and brighter colors into its toys. By the end of the 1960s, Galaxy

 

manufactured 39 toys incorporating plastics. During the 1960s, with America?s entering

 

the Space Race the ?Space Rocket? product line was introduced and soon overtook

 

popularity of the earlier toys.

 

The Jepson and Mercury children took over the running of the company in 1970, when

 

George, Nan and Jack retired. The children hold the company shares equally and now

 

occupy both Board and functional positions, making Galaxy Toys the largest privately

 

owned toy company in the USA. The headquarters for the company is still located in

 

Toledo, Ohio with factories in Daytona, Florida, Huntsville, Alabama and White Plains,

 

and Juarez, Mexico.

 

Company vision:

 

To create toys that inspire children all over the globe to dream of space exploration and

 

provide a yearning to achieve that dream

 

Mission:

 

We create both classic and contemporary space-related toys for all ages. All products

 

will be safe. We are committed to using sustainable processes and materials in making

 

our products. Galaxy?s fundamental toy-making principles center on strong and durable

 

construction, ingenuity, intrinsic playability, and action while providing toys that are

 

affordable for all.

 

Products:

 

Galaxy Toys has created approximately 2500 different toys since the early 1950s. One

 

of the best-known product lines is the Apollo Space Rocket line that includes launchable

 

rockets of various sizes and NASA vehicles that are replicas of the earlier ones used at

 

Cape Canaveral.

 

In addition to the Apollo product line, some of the toys and toy brands that have

 

remained popular for many years include the Canaveral building set, Create a Moon

 

Surface Kit, Astronaut Training Center, and the Curious George in Space book and

 

character set.

 

In 2000 Galaxy Toys joined forces with NASA to sponsor the First Annual International

 

Rocket Launch Meet to encourage children?s interests in space exploration.

 

In 2009, Galaxy landed the exclusive right to manufacture and sell all NASA toys sold in

 

the United States and in 2012, this exclusive right extended to all NASA toys

 

manufactured and sold overseas. Current Business Status Current Business Philosophy:

 

In desiring to remain on the cutting edge of space exploration and toy design, the

 

owners of Galaxy Toys have decided that ?long term? planning is limited to the span of a

 

two-year timeframe, which will allow for them to remain agile in the current business

 

environment. The needs for innovation and implementation of cutting-edge ideas are

 

the main focus for the next two years. The owners acknowledge that incorporating

 

state-of-the-art technology in both toy design and production is crucial in meeting its

 

two-year goals. The use of 3D printing as a means of production, reducing material and

 

labor costs while shortening production time is the innovative competitive-edge

 

technique. Sustainability is also a concern because current sales are slowing.

 

Technology ?action? in the toys must augment the current proprietary toy designs to

 

increase sales and surpass the NASA sales making the company less dependent on

 

that sector for sales. Growth is achieved through innovation. The use of ?greenfriendly? shipping materials and toy recycling programs are under consideration.

 

Integration of these two ideas, sustainability and innovation, in new product line

 

development is the current business driver.

 

Since the change, Galaxy Toys treats its employees like family. Employees are valued

 

for their input in the business and measures are taken to assure their success. The

 

result is the current small business clan culture atmosphere. The expansion of the

 

business to Mexico and the possibility for more global expansion has caused the

 

company to adapt a new hybrid flat functional structure. This change has pushed the

 

clan culture to a mixture with a collaborative culture. This new structure and culture is

 

bringing the company?s decision making closer to those who have to implement the

 

decisions, thus empowering more workers and motivating others.

 

Galaxy Toys, Inc. 2015 Sales Figures: ?

 

?

 

?

 

?

 

?

 

? Gross Toy Sales Per Branch:

 

Toledo- $400 million

 

Daytona- $225 million

 

Huntsville- $200 million

 

White Plains- $175 million

 

Juarez- $125 million

 

? Anticipated Sales for 2016 are estimated at 15% over 2015 sales due to a new product line roll out.

 

?

 

? ? Organizational Structure

 

?

 

?

 

?

 

?

 

?

 

?

 

?

 

?

 

?

 

? Board of Directors

 

CEO and President

 

George Jepson, Jr. ? CFO

 

Edward

 

Mercury ? Vice President

 

? Shared Services

 

Rusty Jepson Vice President

 

Sales

 

Jose Fuentes Vice President

 

Marketing

 

Nan Jepson ?

 

Chris Leibowitz

 

Manager

 

Finance ? Marilyn Moos

 

Manager

 

Human Resources Martin Martinelli

 

Manager

 

Huntsville Samuel Studebaker

 

Manager

 

Huntsville ?

 

? Sheldon Cooper

 

Manager

 

IT Henrick Huber

 

Manager

 

White Plains Maris Baker

 

Manager

 

White Plains Leroy Jethro Disney

 

Manager

 

Design & Engineering Jessica Hare

 

Manager

 

Toledo Alex Beaumont

 

Manager

 

Toledo Carol Gallay

 

Manager

 

Administration Kelly McConnell

 

Manager

 

Dayton Atsushi Hashmi

 

Manager

 

Dayton ?

 

?

 

?

 

?

 

?

 

?

 

? Juan Valdez

 

Manager

 

Juarez Mark Willis

 

Manager

 

Juarez ? Jordan Miles

 

Production Manager

 

Huntsville

 

Jordan Yaffe

 

Production Manager

 

White Plains

 

Itza Yu

 

Production Manager

 

Toledo

 

Justin Winter

 

Production Manager

 

Dayton

 

Julio Rodriquez,

 

Production Manager

 

Juarez

 

Bart Aldrin

 

Shipping Manager

 

Daytona

 

Millicent Marsden

 

Shipping Manager

 

White Plains

 

Ann Southern

 

Shipping Manager

 

Huntsville ?

 

?

 

? Vice President

 

Production and

 

Shipping

 

Keith Wisternick Ursula Andress

 

Shipping Manager

 

Toledo Hernando Gonzalez

 

Shipping Manager

 

Juarez Vice President

 

Quality Control

 

Terry Mercury

 

Randy Eberhart

 

Manager

 

Huntsville George Washington,

 

Jr.

 

Manager

 

White Plains

 

Jillian Michaels

 

Manager

 

Toledo Allison McKinsey

 

Manager

 

Dayton Alonso Quijano

 

Manager

 

Juarez ?

 


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