As Singapore’s manufacturing costs rose, the company responded by introducing automation, upgrading workers’ skills and beginning to outsource production while keeping its own design and quality guidelines.

The business expanded across the Causeway, incorporating a Malaysian subsidiary in 1987 and registering the Singapore entity Tollyjoy Baby Products Pte Ltd in 1990. In 1996 it earned ISO 9001 certification, underscoring its focus on product safety and reliability.

By 2016 Tollyjoy employed roughly 200 staff, generated S$16 million in annual revenue and managed about 500 SKUs across 50 categories. Around 95 % of its manufacturing was carried out outside Singapore.

On 15 September the company announced it would wind down operations. In a statement, CEO Mr Tan Wee Keng said the decision was not driven by financial considerations but by a careful assessment of the business’s future and a desire to ensure an orderly closure.

The Tollyjoy journey illustrates how a family‑run firm can adapt its operations—through automation, skill development and outsourcing—and still make a strategic choice to cease activities when it aligns with long‑term goals. Such decisions highlight the importance of proactive planning and responsible stewardship of employees and customers.