...Riordan Manufacturing System Proposal October 10, 2013 Riordan Manufacturing System Proposal Executive Summary Team C’s goal is to facilitate Riordan Manufacturing in improving profitability by reducing employee time on actions and processes that are automatable and avoidable. Team C’s objective is to reduce costs and inefficiencies while adding the ability to improve inventory tracking from raw material beginnings to product sales throughout Riordan Manufacturing’s plants and facilities. A new manufacturing resource planning system (MRP) will allow Riordan Manufacturing to grow and remain competitive. Team C will work to create an MRP system for use by Riordan Manufacturing for tracking inventory and improving manufacturing tracking systems. Team C is confidence that one server in a central location will allow each of Riordan Manufacturing’s facilities to manage inventory better and improve the processing and storage of all data. Housing a backup server at another location will protect data for Riordan Manufacturing. This will save in labor costs by having fewer IT employees at each of the facilities that no longer house servers. Currently when shipments arrive the supervisor is responsible for checking in the material to coincide with the shipping orders. At the end of the day a clerk enters this information into the database. Team C will utilize the use of bar scanners to eliminate unnecessary paperwork. The use of bar scanners will free up workers to be available...
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...Description Riordan Manufacturing Company has four locations in Albany, Georgia, Pontiac, Michigan, Hangzhou, China, and San Jose, each with unique operation needs at each location. Procedures are similar throughout the company but are executed differently. The inventory management and control is separated into three separate areas: Raw Materials Receiving; Manufacturing and Inventory; and Final Product Shipping. (Apollo Group, 2005-2008). Each of the four plants has a designated receiving area where raw materials are received. The shipments are then compared to a weekly scheduled order report as the shipments come in. When the orders are received they are entered into the inventory system. The staff is responsible for completing inventory usage reports which are entered into the inventory systems as raw materials are being used. The staff member then enters the manufactured products into the inventory systems as those items are being produced. Consumers can submit a sales order form, which is entered into the Customer Shipping and Billing System; this will then create an order shipping document. The inventory clerks can then update the inventory system based on the shipping documents. (Apollo Group, 2005-2008). This may seem to be an effective way of managing a company and its inventory but there is a large room for error and improvement. A large part of the processes is done manually between the inventory systems and the customer shipping and billing system....
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...Process Design for Riordan Manufacturing Barbara Back Tasheia Pelham Ellison Jennifer Perrone Cheri Reed Andreas Tsircou OPS/571 February 13, 2012 William E. Mahoney February 13, 2012 Dear Riordan Manufacturing Management Team, Learning Team C has completed the analysis of Riordan Manufacturing’s electric fan design process and has developed a proposal outlining the changes that need to be implemented. The team is proposing to focus on total quality management (TQM); this will allow Riordan to remain focused and efficient in areas of opportunity, and to excel in all aspects of the electric fans that are important to customers. The team’s recommendation is to use quality at the source that will address the following scenarios: proper training for employees, holding employees accountable, and incentives to help motivate employees. TQM will also be implemented within the supply chain including suppliers and transportation; this will decrease costs and improve on-time delivery to customers, which will increase sales. With the new process transitioning to the just-in-time (JIT) method, the technology portion of the organization will need to be upgraded to a system that monitors from the point of order to the point of delivery. The company will transition from a basic material requirements plan (MRP) to an MRPII system that will allow Riordan to excel in efficiency, lean production, and cost effectiveness. Applying lean production principles will aid in removing...
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...Process Design for Riordan Manufacturing MRP for Manufacturing The present process at Riordan Manufacturing is centered on the China plant, which applies material requirement planning to adhere to the material requirements, which then go through a collection process at receiving units in order to make its way to the molding unit. The assembly unit then receives the products, which are forwarded to the appropriate packing unit for appropriate handling. Lastly, the shipping unit handles the electric fans’ distribution. Riordan Manufacturing is concerned about scrap materials from the respective units. As such, there should be a reduction in the level of wasteful products from every unit; this, in turn, would lower the price of producing each fan. One initiative already commenced is the Hangzhou plant’s utilization of extra parts within its products that are customized. There are, however, additional concerns pertaining to periodic orders in regard to the supply of fans. As such, it is difficult to properly assess material requirements. In order to make this process more effective and precise, the MRP process needs to factor in variability in regard to overall supply and demand within the electric fans’ production. A New Process Design Riordan Manufacturing's China plant’s operations focus is on quantity when it comes to the production of the fans. The necessary amount of inventory is maintained according to a production forecast. Nonetheless, the amount of inventory is...
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...Process Design for Riordan Manufacturing Joshua Kas-Osoka OPS571 July 6, 2010 Introduction Riordan Manufacturing’s owns three plants: Albany, GA where plastic bottles are produced; Pontiac, MI where it handles the company’s custom plastic fabrication, and Hangzhou, China that currently operates a decentralized unit of the organization producing electric fans. When creating a process design for Riordan’s fan production operation, it is important to create a holistic production system that addresses several different aspects of production, including total quality management, material requirements planning (MRP), process design, supply chain considerations such as just-in-time manufacturing and Six Sigma, accurate forecasting methods, and a means of implementing change. Total Quality Management One of Riordan’s principal focuses, as outlined in its mission statement, is on lean Six Sigma (University, 2002). Six Sigma emphasizes fast delivery and minimizing costs, while delivering the highest quality products to customers (George, 2004). The needs of the customer drive everything under Six Sigma and the determination of what exactly the customer wants and what is relevant to the customer leads to process improvement. Studying production data and process workflow improves process and delivery speed, which in turn improves customer relations and increases profitability (George, 2004). Riordan’s Six Sigma projects should always start by studying what their consumer’s want...
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...Process Design for Riordan Manufacturing Process Design for Riordan Manufacturing Abstract This paper suggests a new process design for Riordan Manufacturing. This design concentrates on the major phases pertaining to the manufacturing of Riordan electric fans, from start to finish. This design incorporates a supply chain for the electric fans, while taking advantage of global openings in which Riordan Manufacturing can implement. Additional analysis of the present process pertaining to the production of the Riordan electric fans is presented. The new process design attempts to eliminate bottlenecks within the process in order to make the supply-chain as optimal as possible. A production forecast for the Riordan electric fans is included and a Gantt chart is included as well. Lastly, a cover letter is included which details the coordination of the aggregate operations planning and TQM for the Riordan electric fans. Process Design for Riordan Manufacturing MRP for Manufacturing The present process at Riordan Manufacturing is centered on the China plant, which applies material requirement planning to adhere to the material requirements, which then go through a collection process at receiving units in order to make its way to the molding unit. The assembly unit then receives the products, which are forwarded to the appropriate packing unit for appropriate handling. Lastly, the shipping unit handles the electric fans’ distribution. Riordan Manufacturing is concerned about...
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...RUNNING HEAD: NETWORKING SYSTEMS Networking Systems at Riordan Manufacturing Troy Brunson Victoria Burroughs Ali Al-Ghamdi Nathan McDonald David Payne Anthony Valley NTC/360 Introduction Riordan Manufacturing is a global plastics manufacturer that has plants and offices located in Albany, Georgia, Pontiac, Michigan, Hangzhou, China and its headquarters in San Jose, California. Some of their products include plastic bottles, fans, heart valves, and medical stints. Maria Trinh, requester for Riordan, is looking for recommendations for system improvements involving the current phone and data networks for all locations of Riordan. The objective is to recommend improvements that will increase communication, efficiency, and capabilities for Riordan are networking system. To fully access the situation dealing with Riordan’s network, the current system needs to be defined and assessed. After reviewing the system, the disadvantages and advantages of each system will be discussed as well as the rationales for the existing systems. Recommendations and benefits will be proposed as well. Identifying Current Systems Riordan Manufacturing currently has four locations, each of which implements standard telephone systems. The current telephone system at a given location is relative to various factors, such as number of employees at a location, which would also be indicative of the location’s size. For example, China has two-hundred and fifty employees, where Albany...
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...Riordan Manufacturing Wayne D. Lewis, Kylie Guillotte, Michael Schuldaski, Robert Phelps University of Phoenix Riordan Manufacturing Riordan Manufacturing owned by Riordan Industries is a Fortune 1000 company and a world leader in using polymer materials to provide solutions to major businesses in the automotive parts manufacturing industry, aircraft manufacturing and the Department of Defense. Riordan Manufacturing is dedicated to being a leader in research and development (R&D) while setting the trends within the industry by the hiring and training of qualified personnel focused on creating a strong long term relationships with customers by providing solutions that meet their needs. This focus must be maintained to ensure the success, profitability and continued growth of Riordan Manufacturing as an industry leader. Riordan Manufacturing corporate headquarters is in San Jose, California with plants in Albany, Georgia, Pontiac, Michigan and Hangzhou, China. The company acquired several of its assets through planned expansions and acquisitions. This growth has left Riordan Manufacturing with three separate operating organizations in Georgia, Michigan and California. There is also a joint project with the People’s Republic of China managed of the Hangzhou facility with its own operational and financial concerns. Each organization operates on different finance and accounting. This is one of the challenges Riordan Manufacturing faces with the financial and accounting departments...
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...Paper Lisa Agnew, Heidi Lankford, Renae Pace, Courtney Ray Strategic Supply Chain Management ISCOM 370 Adrian Crystal Martin January 31, 2010 University of Phoenix Online Riordan Manufacturing Supply Chain Riordan Manufacturing is a worldwide manufacturer of plastics. The organization employs 550 people and has projected annual earnings of $46 million. The company’s products include plastic fans and fan parts produced at its facilities in Hangzhou, China and custom plastic parts produced at its plant in Pontiac, Michigan. The company's major customers for its standard and customized fans are automotive parts manufacturers, aircraft manufacturers, the Department of Defense, and appliance manufacturers. Recently, the company has experienced some issues with its. On-time deliveries in the China plant have averaged only 93% over the past year, which is inadequate for a Six Sigma company focused on exceeding ISO 9000 manufacturing standards. The senior management team must examine all steps in the material requirements planning, supply chain management, and production and inventory processes to look for potential areas to eliminate waste and redundancies, gain efficiencies through automation or other process changes, and improve the process design and supply chain for the manufacturing of its electric fans. Production and Inventory Processes Change Recommendations After reviewing the production process of the plant in Hangzhou, China, the team noted inefficiencies...
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...Riordan Business-to-Business Web Site Use Case Scenarios Analysis In deciding which way to take Riordan Manufacturing’s business-to-business web site use case studies were performed and the top two scenarios were chosen for further analysis. Both scenarios present a way for Riordan to improve raw material ordering through different means. In order to decide which path to take the two scenarios will be discussed in greater detail including a brief synopsis on the technological role involving systems analysis and design, database design, programming, networking, and the web. Use Case 1 As described before, in use case scenario 1, a Riordan employee would log into a business-to-business web site and place an order with one of our partnered vendors as Figure 1 depicts. The employee logs into the secure website, chooses a vendor from a list, selects from the common list of products purchased from the vendor, chooses a quantity and enters a required by date, the vendor receives notification of an order, verifies credit status or requests credit card information, fills the order, generates an invoice, and ships the order to our warehouse. Use Case 2 In use case scenario 2, as shown in Figure 2, the approach to replenishing key inventory levels resides with the vendor. Triggers in the database alert the vendor via email that the level is at its threshold and then the supplier logs into the secure business-to-business web site, issues an order to ship replenishment supplies...
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...and needed business systems of Riordan manufacturing (Smith Services Consulting Inc., 2011). The management of Riordan Manufacturing has submitted Service Request SR-rm-012 – Business Systems to have Smith Consulting create a summary of the business systems needed for effective management. Technical Team Bravo will begin with an overview of the current systems that exist in the areas of Finance and Accounting, Payroll and Human Resources, Information Technology, and Sales and Marketing. For each area covered, Technical Team Bravo will describe the business systems and subsystems used, identify who uses them, identify interrelations between business systems and subsystems, and include any noted disparities. Technical Team Bravo will conclude with a summary of suggestions for a systems plan to improve management (Smith Services Consulting Inc., 2011). Accounting Systems Riordan Manufacturing currently has six Enterprise Resource Planning (ERP) and Manufacturing Resource Planning (MRP) systems throughout four locations. These servers are accessed at the local level by 16 clients (PC’s.) The current challenge to management is the disparate systems and inconsistencies with respect to reporting capabilities and collaboration. Management needs to consolidate these systems into one Cloud-Based ERP/MRP solution that can handle real-time inventory management controls, and comprehensive, robust reporting tools. The San Jose office has an ERP and MRP system that handles inventory and...
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...Market Structures Allan Williams ECO/GM561 July 26, 2013 Steve Fritch The MRP for the manufacturing of the Riordan electric fans. Materials Requirement Planning (MRP) is a scheduling procedure for production processes that have several levels of production. Given information describing the production requirements of the several finished goods of the system, the structure of the production system, the current inventories for each operation and the lot sizing procedure for each operation, MRP determines a schedule for the operations and raw material purchases. This add-in provides all the features necessary to formulate and solve small examples (www.me.utexas.edu). The material requirement planning of Riordan manufacturing is designed to supply the required material for creating the parts of electric fan in order to produce the components at each phase of assembly line production. The receiving department collects the raw material, which is processed in the molding department to make it suitable for generating parts of the fan after being polished and trimmed in the trimming department. These parts are further processed in the assembly department to make larger components such as fan blades or fan housings. The packaging departments puts each parts of the fan in right package with adequate labeling so that it can be delivered to distribution center through shipping department (University of Phoenix, 2004). Factors that might affect choosing the Hangzhou, China...
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...Riordan Raw Material and Final Product ERP System Gerald Anderson, Henry Perkins, Kenneth Nelson CIS\207 May 18, 2015 Pat Sullivan Riordan Raw Material and Final Product ERP System It has been requested by Riordan to create an Enterprise Resource Planning (ERP) system to track raw materials and finished products across all their plants. Riordan has previously implemented a standard set of procedures to ensure each plant is managing the resources and products inventories appropriately. Currently their raw materials and finished products are manually entered by an inventory clerk into systems at each plant. The new ERP would integrate with the current inventory systems or replace the current inventory systems to provide a global view of resources and finished products. This would allow Riordan to have a global view of resources and product completion without manually requesting information from each individual plant. If a system replacement is selected, it should provide the ability to enter resources, sub assembly products, final products, customer orders and billing information. Whether integration or a replacement solution is selected, it would need to provide the ability to produce analytical reports to assist Riordan with raw material usage, final product completion and sales analysis. To accomplish these needs, the system will need to have the ability to tie raw materials to products and sales. This will require each system to have a key unique element to accomplish...
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...Riordan Manufacturing: Supply Chain Design Paper Riordan Manufacturing, a leading global manufacturer of plastic containers, parts, and fan parts, is wholly owned by Riordan Industries, Inc. Riordan’s fan manufacturing plant was purchased in 1992 when it was located in Michigan. In 2000, the company moved its fan manufacturing operation to China where it now resides. Riordan schedules manufacturing of fan parts based on forecasted production needs using an averaged three year sales history. Riordan’s make-to-stock system benefits customers who need products quickly with orders filled from inventory when received. Riordan employs a robust shipping department including a variety of reliable shipping solutions from the plant in China to worldwide customers. Riordan Manufacturing’s electric fan production plant is continually analyzing its strategies. Process flows, performance metrics, supplier relationships and supply chain efficiencies, lean production principles, and sales forecasting are essential to the success of Riordan. The company uses reports and plans for material acquisition, production, and scheduling in its manufacturing facilities. Riordan’s Manufacturing Strategy Riordan’s manufacturing strategy is a stable workforce for two reasons; first, “it schedules production of fans to meet the forecasted sales” and the forecast is calculated by “taking the average of sales for the last three years and extrapolating it into the next year” (Riordan Mgf. Operations...
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...Riordan Manufacturing: Supply Chain Design Paper Riordan Manufacturing, a leading global manufacturer of plastic containers, parts, and fan parts, is wholly owned by Riordan Industries, Inc. Riordan’s fan manufacturing plant was purchased in 1992 when it was located in Michigan. In 2000, the company moved its fan manufacturing operation to China where it now resides. Riordan schedules manufacturing of fan parts based on forecasted production needs using an averaged three year sales history. Riordan’s make-to-stock system benefits customers who need products quickly with orders filled from inventory when received. Riordan employs a robust shipping department including a variety of reliable shipping solutions from the plant in China to worldwide customers. Riordan Manufacturing’s electric fan production plant is continually analyzing its strategies. Process flows, performance metrics, supplier relationships and supply chain efficiencies, lean production principles, and sales forecasting are essential to the success of Riordan. The company uses reports and plans for material acquisition, production, and scheduling in its manufacturing facilities. Riordan’s Manufacturing Strategy Riordan’s manufacturing strategy is a stable workforce for two reasons; first, “it schedules production of fans to meet the forecasted sales” and the forecast is calculated by “taking the average of sales for the last three years and extrapolating it into the next year” (Riordan Mgf. Operations...
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