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Kelley Delaney, Carrie Langenhauser, &. Kevin Kepple (2024)
*Click on the image for the executive summary video
Challenge
Challenge
Company Background
Company Background
First Move Manufacturing (a pseudonym) is a board game production company with headquarters in Hong Kong and a manufacturing facility in China. Although relatively small with under 50 employees, First Move boasts an international presence with staff scattered worldwide. Notably, it holds the distinction of being the first foreign-owned board game manufacturing facility in China solely dedicated to producing board and card games. This unique position allows First Move to offer competitive Chinese manufacturing prices coupled with exceptional service standards.
Mission and Growth Strategy
Mission and Growth Strategy
Beyond simply manufacturing board games, First Move aspires to be a comprehensive ecosystem for game creators. They offer support and guidance throughout the entire game development process, reflecting their mission to "make everything easy" for their creative partners. Initially focused on the independent board game designer market, First Move has strategically shifted its focus to mid- to large-scale publishers. This strategic goal aims to achieve three key objectives:
Increased Profitability: By working with larger publishers, First Move seeks to secure larger contracts and improve profit margins.
Enhanced Brand Awareness: Partnering with established publishers helps elevate First Move’s brand recognition on a global scale.
Exponential Growth: The company aspires to experience significant growth in production volume and overall business size with a current yearly volume of 1.5 million units.
Figure 1
Board Game Market Growth.
The Board Game Market
The Board Game Market
The board game market has demonstrated tremendous year over year growth, but also significant operational complexity (Figure 1). First Move’s mission and growth strategy are aligned well to take advantage of the immense market growth, benefiting their clients as well. The board game manufacturing process includes several steps, requiring intimate knowledge of both market trends and manufacturing processes. Scale manufacturers who are able to work with independent designers are the key link in getting the most innovative games to the masses. This further advocates for a need to assess performance gaps in the organization’s current operations to help them strategically plan for expansion as they seize this growth opportunity.
Problem & Opportunity
Problem & Opportunity
Through observation, the client has noticed that his production output often slows significantly, or stops completely, between each of the two main teams (production & assembly), and even between each machine in the production line itself. He has noticed that although individual workers can operate their machines successfully and produce the output he expects, there are gaps in the hand-off either between machines or between departments. Material and completed products end up in the wrong physical location or are unable to be located by the team that needs them. The team that should be receiving the product is not always proactively looking for supplies, and only begin their work when the physical product is right in front of them.
This presents a fundamental performance gap for First Move: although individual machines may be producing at full capacity, the overall line is well below its maximum capacity, due to bottlenecks in transitioning physical material from one machine to another. The project team was not able to formally quantify this production gap, as the client’s KPIs are currently in development, and performance tracking is highly limited.
This performance gap appears to be caused by a breakdown in communication channels between their production and assembly teams. Departments, including their employees, operate within the bounds of their immediate job and silo themselves from the impact that their work has on adjacent steps in the production process. The desired performance is that workers communicate openly and effectively with one another during all stages of the production process so that they are working as a cohesive unit instead of siloed individuals.
Communication between employees and departments is critical on the production and assembly line, as the challenges one individual faces in the production process can impact the entire system and negatively impact the final product, the customer experience, and the efficiency of the factory. The gaps in communication and corresponding lack of appropriate action are fed into the below issues:
Employees are not sharing knowledge
Employees are not cross-training on other machines
Employees do not express interest in development or mentorship opportunities
Employees are not interested in bonding or building connections with each other or the organization
Employees don’t know where to go when they need help, causing unnecessary downtime on the line
Employees are not communicating in spaces where their responsibilities overlap, causing redundant efforts or time wasted looking for product
The organization’s mission is to “make it right” for its clients, and the breakdown in communication interrupts its ability to live this mission through a potential loss of quality, waste in materials, and delayed deliverables. The organization’s long-term strategic goal is to grow its customer base into larger-scale clients, which will also be impacted by the ability to address the identified performance gap for the reasons listed. The organization desires to create a culture where employees feel a sense of connection to one another, the business, and the product they are creating. Addressing the communication gap would also create stronger channels for employees to build this connection and align their purpose with that of the organization.
Methods
Methods
Virtual semi-structured interviews: We conducted virtual semi-structured interviews with the CEO and select team members. Interviews were structured around Chevalier's updated BEM.
Extant Data: We collected data from the CEO, First Move website, and customer reviews of First Move manufactured games on a board game review website.
Codebook: We collected data into a codebook designed around Chevalier's updated BEM to systematically organize and analyze the data collected.
Causes
Causes
By using Gilbert's Behavior Engineering Model, the Rummler and Brache 9 Boxes model, and Langdon’s Language of Work models, in conjunction with stakeholder interviews, the project team recognized the performance gap at First Move arises from a web of environmental and individual factors influencing information, incentives, knowledge & skills, motives & capacity, and resources (see Figure 2).
Figure 2
Environmental and Individual Factors Influencing the First Move Performance Gap Fishbone Diagram.
These factors do not exist in isolation. For example, the cultural difference between the CEO's leadership style and the expectations of the Chinese workforce contributes to the communication gap. Additionally, the lack of a designated HR representative (resource issue) can exacerbate the limited growth opportunities (individual factor) by creating an environment where employees are hesitant to express their desire for career development.
Addressing the performance gap requires a multi-pronged approach that tackles the information, incentive, communication, growth, and resource limitations simultaneously. By implementing the recommended interventions, First Move can foster a more transparent, data-driven, and collaborative work environment, empowering employees and ultimately achieving its strategic growth objectives.
Recommended Solutions
Recommended Solutions
Addressing these gaps holds immense value. By establishing a foundation of transparency and quantifiable metrics, First Move can make data-driven decisions, empower employees, and optimize operations – all crucial for achieving their ambitious growth plans. The chosen interventions directly target the root causes of the performance gap, including informing, reframing, developing, and advocating (see Figure 3).
When selecting interventions, we considered the following criteria to ensure smooth implementation:
Cost: Prioritizing interventions that primarily require resource allocation and process adjustments to minimize financial burden.
Time: Establishing a timeline for implementation, prioritizing interventions with quicker impact on communication and collaboration.
Disruption: Phasing in interventions to minimize disruption to ongoing operations at First Move's manufacturing facility.
Figure 3
First Move Recommended Solutions.
Employee Acceptance: Ensuring clear communication and potential training accompany interventions to encourage employee buy-in and successful adoption. The selection of interventions employed several models, but Gilbert’s Behavior Engineering Model (BEM) seemed the most efficient for this case. This framework considers organizational Information, Resources, and Incentives while also taking into account individual performer's Knowledge, Capacity, and Motive. Table 4 (BEM Analysis) reflects breakdowns of each category and the rationale behind why these components were important to this needs assessment.
The effectiveness of the interventions can be evaluated through a multi-pronged approach:
Performance Metrics: Once established, data from the implemented data management system and KPIs will track progress toward financial goals and operational efficiency.
Employee Surveys: Periodic surveys can assess employee satisfaction, communication, and perceived career development opportunities.
Focus Groups: Conducting focus groups with employees from various departments will provide qualitative insights into the effectiveness of interventions. This is also helpful for creating cross-departmental relationships.
This comprehensive evaluation plan will determine the extent to which the interventions have closed the performance gaps and contributed to First Move's strategic growth objectives.
Limitations & Implications
Limitations & Implications
This needs assessment encountered several limitations that may affect the comprehensiveness of the findings and recommendations.
Data Collection Constraints:
Data Collection Constraints:
Limited Quantitative Data: The absence of established KPIs within First Move hindered our ability to analyze quantitative data related to performance and communication
Survey Not Distributed: The planned employee survey to gauge performance and satisfaction was not implemented, further restricting access to employee perspectives
Interviews: Interviews with factory managers and floor workers were not conducted due to scheduling constraints
Client Engagement: Client engagement waned towards the project's later stages. As the client served as the primary point of contact for internal staff, this limited our ability to connect directly with managers and factory workers. The decrease in client engagement may have resulted in an incomplete picture of First Move’s internal needs and priorities.
*These limitations restricted our understanding of the ground-level experiences of employees regarding communication challenges and the overall work environment.
Implications for Recommendations:
Implications for Recommendations:
While the recommendations are based on the data collected through stakeholder interviews, limited extant data, and customer satisfaction reviews, the limitations mentioned above highlight the potential for a more nuanced understanding with a more comprehensive data set. Therefore, the client should approach the recommendations with a cautious level of trust. The findings provide a valuable starting point for addressing communication challenges, but further data collection, particularly from employees and factory management, is recommended to refine and solidify the recommendations.
Alignment with Needs Assessment Plan:
Alignment with Needs Assessment Plan:
As per our interviews, while we met with two upper-management personnel, we were not able to meet with any managers located at the factory site in China, nor were we able to interview any machine operators or assemblers. Additionally, the employee
References
References
Board Game Statistics. Hero Time. (2023, July 10). https://www.herotime1.com/design/board-game-statistics/
Chevalier, R. (2003). Updating the behavior engineering model. Performance Improvement, 42(5), 8–14. https://doi.org/10.1002/pfi.4930420504
Rummler-Brache model. 7150 HPT Manual Group Project. (n.d.-b).https://sites.gsu.edu/7150-hpt-manual/eight-models/rummler-brache-model/
The language of work model. 7150 HPT Manual Group Project. (n.d.-c). https://sites.gsu.edu/7150-hpt-manual/eight-models/01-hpt-model/
Impact Effort Matrix. ASQ. (n.d.). Retrieved (2024, April 26) from https://asq.org/quality-resources/impact-effort-matrix
Appendices
Appendices
Delaney, K., Langenhauser, C., & Kepple, K. (2024, April). First Move Manufacturing: Factory Communication Needs Assessment. https://docs.google.com/document/d/e/2PACX-1vSfQ3DQcLZRaQV1p9hLGpjHYzJb03cc5NiNgI0tlqoyxyS5RkkHbkQ6dOcIjaJ4gv6l_GigRLU_Kvvq/pub
Sample #2: Work-Life Balance Study
Sample #2: Work-Life Balance Study
Clemens, J., Eguiluz, L., & Kepple, K. (2023)
Challenge
Challenge
Our team interviewed three different professionals from various industries to gauge the effect of work-life balance on employee productivity for the final project of OPWL 507: Interviews and Data Analysis during Spring 2023.
The topic of work-life balance is touted amongst corporate America to help employees avoid burnout and lesser quality of work. The focus of these interviews was to identify emerging trends amongst working professionals and their perspectives on work-life balance and how it affects their lives.
Methods
Methods
This design was a general interview-based qualitative research study using a semi-structured interview protocol. The three driving research questions explored in this study were:
How are personal and professional life prioritized?
What challenges have the participants had with work-life balance and its influence on their productivity at work over the last year?
What successes have the participants had in maintaining that balance?
The semi-structured questions were then broken down into a set of protocol questions in hopes of eliciting responses based on the participants’ knowledge and experiences involving work-life balance and productivity. These questions were then focused on probing questions in that the interviewer thought might produce more useful data.
Here is an example of a protocol question followed by a probe question:
Q: How successful have you been at maintaining a work-life balance?
Probe: What strategies have worked for you that might work for others?
Interviewees were targeted from a range of industries. Interviewee 1 is a mid-level program manager within a Department of Defense training and education department. Interviewee 2 is a manager of retail sales. Interviewee 3 is the CEO of a start-up manufacturing company.
Each interview was conducted by three different interviewers. Interviews were conducted virtually using Zoom and Teams collaboration applications. The video recording of these interviews was then transcribed using a built-in closed-caption or transcription software.
Each interviewer made appointments with their chosen interviewee, providing a minimum of two days' notice. The protocol questions were provided to the interviewees before the scheduled interview. All interviewers used the same protocol; however, additional probing questions were added by each interviewer.
Thematic Findings
Thematic Findings
1. Based on the data analysis, the top overlying aggregate theme revolved around participants’ methods of detaching from work mode to gain back time for the self as a key strategy to improving or maintaining a healthy work-life balance. Some contributing subcategories to this theme included strategies for creating better work-life balance, the importance of establishing systems, flexible schedules, maintaining routines, recognizing and framing a balance of work-life, and the effects of other external forces created by mental, physical, or work-related stressors. It is important to note that these subcategories can overlap when examining and interpreting different themes.
All three interviewees mention in some context a necessary strategy of detaching from technology (i.e., email, IM, etc.) and its beneficial effect. For example, Interviewee 3 recounted a liberating experience as they reintroduced themself to a technology-free environment.
“I shut down my phone and I shut down my computers. I didn't even bring my computer. I left it at home. And the phone I put on airplane mode. So, I didn't get any messages. Nobody contacted me… I didn't look at emails at all. And that was a very beautiful experience for me.”
Interviewee 1 acknowledged a similar belief, stating:
“If I do any work outside of work hours or on the weekends, even if it involves checking emails, then that will just throw off my balance and take away time ...“
This shows the participant's concern that a consistent link to work can create a work-life imbalance by upsetting schedule flexibility.
Also, participants mentioned that re-familiarizing themselves with hobbies can assist in this detachment from the workplace. Interviewee 2 implied that by reading or listening to music there was a noticeable sensory/mental re-balancing effect as stressors associated with the workplace environment were reduced.
“I always go back to reading, or even listening to music just by myself and close my eyes, and that really helps.”
2. A second theme that emerged amongst the interviewees was the interactions and effects of support systems to bring about work-life balance. Contributing categories here include flexible schedules and support systems, and work-life effects on relationships. Interviewees are quick to acknowledge the importance of outside systems in place to help them achieve this balance.
Interviewee 1 spoke about these systems here:
“… would be more chaotic and problematic if I wasn't able to have that support system at home. And if I wasn't able to have the flexibility that I do here at work.”
Interviewee 3 reflected on the realization that their life part of the work-life balance equation was suffering:
“Now I got to the point where maybe I don't have enough energy or you know just seeing my wife, she's always like, you need to spend time with us as well”
Here Interviewee 3 reflected on the fact that their work habits were eating away at their support system, thus hurting their relationship.
3. A third theme that stood out related to the effects of poor work-life balance. A poor balance between work and life can have drastic effects. The effects included poor mental health, higher levels of stress, lower productivity, inability to stop thinking about work, and missing out on life.
Discussed as challenges, two of the three interviewees felt poor balance could lead to problems. Interviewee 3 mentioned working non-stop:
“... I was very stressed, and I worked nonstop just to get more orders, to make sure that every order that comes in is perfect”.
Interviewee 3 worked so much he also missed out on life as he states:
“I've neglected for many, many years because I worked so hard, I did not have time to catch up with my friends. You know, even my childhood friends, it's stuff people that I don't talk to.”
Interviewee 2 correlated the challenges to effects on her mental health as she strongly stated:
“My mental health comes first, and if I struggle at work, and if I struggle, let's say at home, I don't think it has a positive impact...”
The effects that a lack of work-life balance can cause on a person's mental health as well as the productivity expected in work and missing out on life’s moments brings pause to the need to strike a balance
Recommended Solutions
Recommended Solutions
Recommendation 1: Implications of this study promote further study about what factors contribute to worker priorities outside of normal work hours. How much professional vs. personal time is spent on emails, chats, messages, etc. outside the office? What percentage of professionals feel their salary is adequate for the amount of tasks they perform electronically outside the work environment? Is it required as part of the job duties to answer communications outside of office hours? Age, race, gender, marital and family status, etc. could all influence outside work-life balance habits of device disconnecting.
Recommendation 2: As a result of the discovered themes, this study posits the question of what steps the employer takes, or should take, to produce a better work-life balance for the working professional. In high-stress environments, such as with Participants 2 and 3, what can the employer do when the workload and pressure are high? Employers should consider what other aspects of the working environment can facilitate a sense of balance. Examples of what could be done here include providing a space to disconnect from work at work, such as a quiet room or an updated break room, or having a robust leave policy that is actively encouraged to use to prevent rather than react to burnout.
Recommendation 3: Steps to obtain a work-life balance are necessary for good mental health and high productivity, both at work and in home life. Efforts must be made to separate work from home by turning off work devices, moving to other parts of the house, and building routines that you find enjoyable enough to leave work behind. The brain needs time to recover, allowing for clean thinking and problem-solving. Not maintaining separation between home and work life allows work stressors to creep into the home life.
References
References
Clemens, J., Eguiluz, L., & Kepple, K. (2023). The impact of work-life balance on employee productivity. Spring 2023 OPWL 507: Interviews and Data Analysis. Boise State University.
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