Future at Galaxy Toys Inc

Organizing

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

The role of a manager in the organizing phase of the POLC encompasses organizing of the team and also distribution of resources and materials in accordance to the initial plan set. Two significant elements in this phase include work assignment and granting authority. Therefore, Itza Yu has to identify the various roles and make certain that the right and fitting number of employees are assigned to undertake the plan. In addition, Itza Yu will need to delegate power, assign work, and give direction to the team (Carpenter et al., 2009). Itza Yu must address five major issues in organizing the production floor for both existing production and the new project. First, Itza Yu should consider the key issue of the need for extra personnel. This encompasses the necessity for additional two machine operators to work during the day and two others for the night shift. Second, Itza Yu should take into consideration the aspect of having a full-time position within the IT production area in the night shift. A third key issue that Itza Yu should take into consideration is the need for training of the personnel on how to operate 3D printers. The printers necessitate personnel who have proficiency in operating them. Fourth, there is the aspect of cost incurred by the company for $6,100 for every printer. Lastly, Itza Yu has to address the key issue of the $300,000 budget, which might not be enough, owing to increased personnel training and also 3D printers.

Create an organizational chart that shows how Yu would organize the people and jobs on the production floor. Discuss why and how the organizational chart was created

The following is an organizational chart that shows how Yu would organize the people and jobs on the production floor.

Floor Supervisors

Operators Maintenance Packaging Assembly Shipping Administration Material Production IT

Fork lift Machine Electronic Specialists

The above illustrated organizational chart outlines how people and jobs would be organized. This chart was created in order to increase efficiency and expediency within the production floor. It was created by taking into consideration all working positions and their positions of power within the project.

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

The decision-making authority for the individuals on the chart is the floor supervisors. These individuals are responsible for every aspect and job undertaking done on the production floor. The hierarchical organizational chart was selected in order to have a functional operation within the production of items. In addition, it is a simple structure that delineates the way in which different positions report to the floor supervisors (Morgan, 2015).

Part Two -- Leading Motivation

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

Change is an unsettling aspect for all individuals at all levels within an organization. One of the reasons identified for the morale problem is that technology increasingly influences just about every aspect of work. It is imperative to note that despite the fact that advancement in technology increases the level of capacity and quality, it still can have an adverse impact on the morale of personnel and teams. Morale of employees is negatively influenced as they constantly worry about the issue of downsizing the labor force in order to attain efficiency objectives. This in turn decreases the level of performance of the team and develops a workplace that is hostile. The advice that Jean Barnhart should give to Yu is that the main concern as a manager ought to take into account curtailing the adverse impact on innovation workers' motivations and sustaining the trust relationships that exists between employees and managers. In addition, Yu should be keen to perceive the concerns and worries of the personnel and how they can be addressed in an effective manner (Manson, 2014). Change within an organization can generate both positive and negative perspectives from the employees. Therefore, the employees can either consider it a needed element or a disruption on the flow of the organization. It is imperative to make sure that employees are properly communicated to with respect to any change instigated and implemented in the organization. This is to ensure that the change is embraced by all personnel and for the organization to progress (Manson, 2014).

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

Change management is imperative in ascertaining that prevailing personnel do not lose motivation. There are actual notions suggested and distinctive approaches that Yu should undertake to motivate the prevailing employees in order to build morale and sustain production levels (Jick and Peiperl, 2003). One of the ideas is to ensure that there is continued trust that exists between Yu and the employees. The specific way to undertake this is to constantly ensure that there is a proper line of communication between Yu and the employees. Constantly communicating with each other implies that any concerns and worries of the personnel will be addressed (Jick and Peiperl, 2003). Another approach is to give the prevailing employees a guarantee that they play a significant role within the organization. A specific way to attain this is through training and education. By training and educating personnel, Yu will be able to show the prevailing employees that technology is there to facilitate their work and achieve the goals of the company and not to replace them. This will not only generate empowerment for employees, but they will also feel engaged within the operations of the company, which as a result increases their motivation levels and boosts their morale as well. These approaches will make certain that morale is built and that levels of production are maintained and on course for the current contracts and the new project.

Part Three -- Control

3A

Compare the standard specifications data set with the results from each of the results for the five branches

With respect to cost, White Plains is considered to be the most effective, owing to the minimal amount of cost incurred in relation to the total number of pieces produced. Juarez and Dayton are considered to be the least effective branches with 8.01 and 7.87, respectively, for every unit. The same is perceived with respect to time. Juarez and Dayton are the branches that use the most amount of time in production. Huntsville and White Plains are deemed to be the most time-effective branches as they utilize the least amount of time and produce higher number of pieces compared to the standard branch. With respect to quality control issues, White Plains and Huntsville are the branches with the lease problems. On the other hand, Juarez has a great deal of problems in quality control with a rating of 8.75 for every 500 units. Dayton follows Juarez with a ranking of 4. In addition, White Plains and Huntsville are the branches that utilize a great deal of time, 45 minutes and 48 minutes respectively, for training personnel. On the other hand, compared to the standard, Juarez utilizes 25 minutes for training time each hour. Another specification analyzed encompasses the shipping problems and damages that take place for every 10,000 units. It can be deemed that compared to the standard, all branches have a better performance. However, the least curbing branch with respect to this particular specification is Juarez with a ranking of 0.4. This is followed by Toledo with a ranking of 0.333. The best performing branch is White Plains with a ranking of 0.133. Lastly, there is the specification of 3D problems. Juarez is the branch that faces the greatest problem compared to the other branches with Huntsville having a better performance compared to the standards with a ranking of 0.1.

Interpret the results for the new product production chart above. Detail the areas that need improvement as well as those positive conclusions the data suggests

One of the main inferences of the results for the new product production chart above is that Juarez is the least performing branch amongst the five branches. This is largely for the reason that compared to other branches, Juarez produces the least number of pieces every year. It also has poor performance in different specifications such as cost, time, quality control problem, shipping problem and 3D problems. Some of the positive conclusions are that branches such as White Plains and Huntsville have indicated positive performance with some of the specifications being better compared to the standard such as shipping problems being 0.1333 and 0.178, respectively, and 3D problems being 0.111 and 0.1, respectively. More so, this is a positive conclusion in the sense that the company is able to attain better or comparatively similar rates to the standard, in addition to producing significantly greater number of pieces totaling 650,000 and 700,000 respectively.

Define what "corrective action" means to the manager in the control function of the POLC

Corrective action is one of the key and fundamental components of the control process. In delineation, corrective action takes into account refurbishing and titivating company standards in order to meet organizational objectives, since they do not meet the standards of the company (Boundless, 2016).

Do you suggest Keith take, if any, corrective action for this report?

Yes, suggestions are made for Keith to undertake corrective action for this report. One fundamental aspect of taking corrective action is problem solving. It is imperative for Keith to comprehend the contributing and determining factors of a problem and the manner in which it has an influence on key processes. Subsequently, Keith has to figure out a solution that is deemed workable. Once this way out is strategized, it is imperative to ascertain the best way to execute it. This process of problem solving is the main consideration for efficacious corrective action (Boundless, 2016). One of the corrective actions to be undertaken by Keith is to improve the performance of the Juarez and Dayton branches. One of the ways that this performance improvement can be undertaken is through reduction of the number of units produced. This is purposed to increase the level of efficiency and expediency of the branch. In addition, with respect to Juarez, it is imperative for the branch to increase the training time for every hour. This is a suggested corrective action to be undertaken by Keith as it is bound to increase the efficiency levels of the branch. Another corrective action that ought to be undertaken is the improvement in maintenance. Other key issues that are being faced by the branches are that of shipping and 3D maintenance. Most of the branches face considerable damage in shipping and also the 3D printers.

3B

Using the conclusions drawn from the chart in part two as well as Keith's notes from the meeting (noted above) with the branch managers on the production results, identify at least three conclusions that have potential concern for the long-term future of the project and or company

Taking into consideration the results from the chart and also the notes delineated by Keith, there are prospective concerns for the longstanding future of the project. One particular problem is the increasing turnover faced by the company. In the recent periods, the company has faced employees leaving to other software companies. This is bound to impact the long-term viability of the company because personnel play a vital part. Another conclusion that is a prospective concern for the company in the long run is the lack of training of personnel. It can be deemed that the lack of knowledge and proficiency of personnel is bound to adversely impact the company in the future owing to lack of progression. A third conclusion is the aspect of poor maintenance not only with shipping, but also with 3D printers. This is bound to significantly influence the company in the long run since it influences the operational areas of the company and also consumers for shipping (Enofe and Aimienrovbiye, 2010).

Explain why and how each of the factors chosen would affect the future long-term strategic planning. Examine the relationship between the control process and long-term planning as part of the explanation

The control process within the P-O-L-C is correlated with the long-term planning of the company. Increased turnover adversely impacts the future long-term strategic planning of the company because the company is not able to have sustainability devoid of workers. Even with increased technology, if the company does not have sufficient employees to operate the machinery or technological advancements, then it becomes all in vain. Lack of training is the second factor (Ukandu and Ukpere, 2013). In particular, this aspect is bound to adversely influence the company in a significant manner. To begin with, if this prevails, then the total number of pieces produced will decline because the personnel will lack the skills and confidence to undertake their jobs and duties expediently (Ukandu and Ukpere, 2013). In addition, the lack of training is bound to increase the expenses incurred by the company, which in the long run will imply that the budget will simply not be enough. In addition, in the long run, the company is bound to lose its consumers. This is because untrained or ill-trained personnel do not have the capability to produce high-quality pieces. Therefore, this in the en will lead to dissatisfied consumers (Amo, 2016). Third of all, there is the aspect of maintenance. It is imperative for the company to take into consideration the poor and ineffective maintenance and repairs within its project. This will negatively impact the company in the forthcoming periods owing to the fact that the 3D printers will in the end get destroyed and damaged. In addition, shipping problems implies that consumers will not consistently obtain their pieces in time, which can lead to loss of loyal customers (Salonen and Deleryd, 2011).

Offer recommendations for solutions that might be introduced along with the issues to the planning committee to address the implications of the factors chosen

There are additional recommendations made for the planning committee to take into account to ensure that the company does not face longstanding issues. One of the recommendations is for the company to have decreased time consumption in the operation of the projects. This will have a positive impact in overall as it is bound to also decrease the costs incurred by the company. Another recommendation for the planning committee is to consider in-house training of personnel in the use of the 3D printers or outsourcing, taking into account the budget at hand.

References

Amo, T. (2016). The Negative Effects of a Lack of Training in the Workplace. Chron. Retrieved from: http://smallbusiness.chron.com/negative-effects-lack-training-workplace-45171.html

Boundless (2016). Boundless Management. Retrieved from: https://www.boundless.com/management/textbooks/boundless-management-textbook/control-8/control-process-61/taking-corrective-action-312-859/

Carpenter, M. A., Bauer, T., & Erdogan, B. (2009). Principles of management. Washington, DC: Flat World Knowledge.

Enofe, O. M., & Aimienrovbiye, G. (2010). Maintenance impact on Production Profitability-A Case Study.

Jick, T., & Peiperl, M. (2003). Managing Change: Cases and Concepts. Boston: Mcgraw Hill/Irwin.

Manson, B. J. (2014). Downsizing issues: the impact on employee morale and productivity. New York: Routledge.

Morgan, J. (2015). The 5 Types of Organizational Structures: Part 1, The Hierarchy. Forbes. Retrieved from: http://www.forbes.com/sites/jacobmorgan/2015/07/06/the-5-types-of-organizational-structures-part-1-the-hierarchy/#554852273853

Salonen, A., & Deleryd, M. (2011). Cost of poor maintenance: A concept for maintenance performance improvement. Journal of Quality in Maintenance Engineering, 17(1), 63-73.

Ukandu, N. E., & Ukpere, W. I. (2013). Effects of Poor Training and Development on the Work Performance of the Fast Food Employees in Cape Town. Mediterranean Journal of Social Sciences, 4(14), 571.