Josh’s Toy Manufacturing Discussion

Josh’s Toy Manufacturing Discussion

Do you recommend that the four machine operators switch machines every hour? Would you recommend that the operators be permanently assigned to the machines they currently operate during Hour 3? What would be the consequences of any changes you might recommend?

I recommend that the four machine operators shift from switching machines every hour to being permanently assigned the machines they currently operate in Hour 3. Notably, this recommendation is based on the conviction that organizations exist to create wealth and maximize profits (Hamadamin et al. n p). The case study indicates that production will increase by 22% under the recommended approach. However, there will be consequences that can occur if the recommendation is adopted. First, workers will be concerned about fairness, without those operating inefficient machines complaining of doing more work. The consequences can worsen when the workers airing complaints decide to quit. Therefore, adopting the recommendation will require the company to offer incentives to employees who use the ineffective machine because more profits will be realized.

How can the principles of the mechanical approach to job design inform a decision about how to assign workers to machines? What about the principles of the motivational approach? The perceptual approach? The biological approach?

Hour 3 refers to a scenario when production is at its peak. Adopting a mechanistic approach will mean applying scientific management in formulating this conclusion and deciding on the job outside the consideration of time and efficiency. As a result, the primary concern for a job will be enjoyment by a machine user, allowing workers to select their preferred machines. Essentially, that will be the case with the motivational approach, as motivation seeks to encourage workers to enjoy their work. Regarding the perceptual approach, employees would be assigned machines they prefer because they will be willing to be given the machines permanently. Lastly, a biological approach will consider the safety of workers. Thus, workers will not be assigned to machines that negatively influence their health, such as the high noise that affects Fred.

How could job analysis be used to improve this assembly line?

Job analysis can improve this assembly line by evaluating each machine to determine all aspects associated with operating each. Understanding all aspects related to each machine will allow management to take corrective action in repairing or replacing machines that cause more harm than benefit. Additionally, job analysis can evaluate the maximum output derived from the assembly by comparing when workers work on shifts on each machine and when assigned permanently to each, enabling the management to achieve maximum assembly output.

Work Cited

Hamadamin, Halbast Hussein, and Tarik Atan. “The impact of strategic human resource management practices on competitive advantage sustainability: The mediation of human capital development and employee commitment.” Sustainability 11.20 (2019): 5782.

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Josh’s Toy Manufacturing Discussion AV
Please read the case and answer the questions at the end. Please respond to two of your peers. Do you agree or disagree?
Josh’s Toy Manufacturing manufactures small toys for kids’ meals at fast-food restaurants. Josh uses plastic injection technology to produce toys efficiently. Price is the main criterion.
Restaurant chains were used to determine whether they would buy toys from Josh’s or some other manufacturer.
One assembly line for toy manufacturing at Josh’s has four machines. Each machine requires an operator. Operator skill is essential since an effective operator can often manufacture toys twice as fast as an ineffective operator. The four operators on the assembly line at Josh’s were hired a year ago when the new line began operation. Machine 1 is loud, making its operation the least desirable job. Machines 2 and 3 are very similar and require operators to push various levers constantly. Working on Machine 4 is the most straightforward job, as the operator does little more than monitor progress and push- buttons. The four operators rotate every hour so that each operator spends two hours on each machine during an eight-hour workday.

Supervisors have noted that production output varies depending on which operator works on which machine. The chart shows this variance.
Analysis suggests that lower production during Hour 2 mostly results from Fred’s having trouble working with Machine 1. The noise bothers him more than the others, and he often takes short breaks to walk away from the machine and regain his composure. The relatively high productivity during Hour 3 can be traced to having Bonnie work on Machine 4. Bonnie finds it especially difficult to work on Machines 2 and 3.
Given their current production process, the four operators produce an average of 2,610 units daily. If they worked all day in the Hour 3 configuration, they could average 3,200 units daily, a production increase of over 22 percent.
Questions:
1. Do you recommend that the four
machine operators continue to switch
machines every hour? Would you recommend that the operators be
permanently assigned to the machines
they currently operate during Hour 3? What would be the consequences of any changes you might recommend?
2. How can the principles of the mechanical approach to job design inform a decision about how to assign workers to machines? What about the principles of the motivational approach? The perceptual approach? The biological approach?
3. How could job analysis be used to improve this assembly line?