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Mattel Case Analysis : Toy Safety

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Toy safety has always been a top priority for Mattel, Inc. Being one of the world’s leading toy makers, Mattel, Inc has always had a reputation of being a responsible company. A global leader in design, manufacturing, and marketing of toys and family products, “More than 30,0000 people in 43 countries are employed by Mattel, which has sold products in over 150 countries” (mattel.com). Toy safety will always be Mattel’s highest priority as their mission states, “
2007 Product Recall
In 2007 a voluntary recall of 4.5 million toys worldwide because they contained high levels of toxic lead paint. The recalls were the result of protocol …show more content…

T. & Weber, J., pg124, para 1). In 2007, 65 percent of Mattel's toys were manufactured in China to cut production cost. Adherence to the Global Manufacturing Principles Mattel established in 1997 was the protocol for all Mattel facilities globally. Mattel tested products both at its premises and in specialty labs by specific standards on lead paint. In his 2007 testimony submitted to the Senate Committee on Appropriation, Mattel CEO, Robert A. Eckert describes the companies safety protocol for paint. “For years, Mattel has required vendors to purchase paint from a list of certified suppliers or test the paint that they used to ensure compliance with the established standards; audited the certified paint supplies to ensure compliance with lead level standards; periodically reviewed vendors to ensure that they are complying with color requirements; conducted lead level safety tests on samples drawn from the initial production run of every product; and had protocols for further recertification testing for lead on finished products” (Lawrence, A. T. & Weber, J.p532 3). All Mattel factories, contractors, subcontractors, and suppliers were expected to adhere to the Mattel “Code of Conduct,” which focused on working conditions, product quality, and safety.

Unfortunately, during the investigation, Mattel learned that some of its external vendors and their subcontractors were cutting corners to save money and time.” (Lawrence, A. T. & Weber, J. p533, para 4). The contractor

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