...Riordan Manufacturing Scott Wissel OPS/571 February 24, 2013 Kristina Limon Riordan, a chemistry professor, found some ways to increase the tensile strength on polymers and patented the ideas. Eventually he was able to get some capital and started to manufacture his product. Riordan Manufacturing is a company that has 550 people. They are also looking to have $46 million of projected annual earnings. Riordan Industries owns the company that is a fortune 1000 enterprise that has over $1 billion in revenue. The company produces containers, custom parts, and fan parts all in plastic. This can be seen in any of their Albany, Georgia; Pontiac, Michigan; and Hangzhou, China manufacturing plants. Their Chinese plant was set up as a joint venture between Riordan and small consortium of Chinese nationals. Capacity planning is a strategy that can be used to identify what is needed to produce what is being asked of the business in the way of demand for the goods and services. A capacity plan depends on accurate input and constructive feedback from the planners that supports the company’s long range strategy ("What Is Capacity Planning?", 2013). The market for fans and custom plastic parts will be affected by the economic conditions people are facing. Riordan has to take in account the economic impact from their customers and this is crucial in determining the future direction of the company. Riordan must avoid a decrease in the manufacturing of electric fans...
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...Riordan Manufacturing has production plants located in Albany, GA, Pontiac, MI, and their overseas plant in Hangzhouz, China. Each location is responsible for different production lines and inventory. The Research and Development department is located in San Jose, CA, Riordan’s headquarters. Riordan Manufacturing’s Vice President (VP) of Operations has a service request for an implementation of a Manufacturing Resource Plan (MRP) among Riordan’s three plants into one system. This request will make it easier to maintain the inventory of raw materials and finished products (Apollo Group, Inc., 2013). An MRP will improve the current computer systems. The VP of Operations, Mark Neitzel, made a request for the system. The system includes Inventor Oversight, which is broken into two components: The Inventory PC and the Customer Shipping and Billing. The further breakdown of the system needs to track all incoming raw materials, the manufacturing of product followed by product inventory, the shipping of all products to clients, and the billing of clients. The system is broken down into workflows performed daily by each plant. Incoming raw materials workflow. 1. The Supply truck arrives at Receiving Dock with raw materials 2. The Dock Supervisor compares shipping documents against scheduled incoming orders 3. Once orders are concurred, the receiving team unloads truck and moves raw materials into the factory. 4. At the end of the day, the Dock Supervisor gives the log of all...
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...Riordan Manufacturing Maurice A Murphy Sr, Calvin Baker, Steven Riddle, Latisha McCown CIS/205 August 31, 2011 David Martin Riordan Manufacturing Riordan Manufacturing, Inc. is a Fortune 1000 enterprise based in San Jose, California. The major exports of the corporation are plastics and containers. Currently, their Inventory tracking systems, Network, communications line, and Green Initiatives are the only areas of improvement we currently track for Riordan Manufacturing. As a whole, their operation is in complete working order, although certain enhancements will smooth the flow of information and the ability to track parts and raw materials. Network enhancements will be required to accept the new systems. Communications lines will be enhanced to offer VTC (Video Teleconferencing) in order to prevent the need for physical travel between manufacturing plants. These enhancements will cut down on the need for personnel and travel compensation. Our overall goal is to provide Riordan with a system not only capable of making a series of tedious operations easier and faster to accomplish, but enhance communication ability for management between work sites. Currently Riordan has a decent setup for their day to day operations. Our proposed enhancements will only require an additional server to act as a permanent database operator, bar code scanners and printers to keep track of incoming and outgoing inventories. The barcode scanners we have chosen come with...
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...Currently Riordan Manufacturing has several different offices and each office is using a different type of system, but there is not a central system that monitors each of the satellite offices and their production. To assist Riordan become more efficient, they will need to implement a central system to monitor both individual and overlapping system usage. They should create a Data Center in the corporate office that monitors all of the current systems in place. This will allow Riordan Manufacturing to understand how their business is functioning and how application are used more often and which are not utilized enough, helping to determine if they should upgrade or discontinue the use of a system. Each department uses different applications; some of the applications interface with one another and other are stand alone. Riordan also currently has a lot of manual processes, for example how they submit daily inventory records. With the overall updates that our team has posed have more automation will assist Riordan to increase their production and accuracy. We can implement an application that can be used by all of the centers in order to maintain the inventory across the board so the managers are able to see what is in high demand in specific locations. Having an overall view of the inventory will be beneficial to the entire company. If the marketing department has he ability to see the inventory usage then they will know where they need to market certain products better. We...
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...Riordan Manufacturing Strategy The three types of manufacturing strategy are the chase, level, and combination. Riordan concerning their production of electric fan manufacturing falls under the category of level manufacturing because they set production at a fixed rate, and usually to meet average demand and use inventory to absorb variations in demand. When there is a low demand production have to store more inventories, but that can be exhausted during a point of high demand. Riordan plans manufacturing of fan parts based on predicted construction needs using an averaged three-year sales history. Riordan’s new program is call make-to-stock definitely benefits the customers who need products quickly with orders filled from inventory when received. With their shipping department being so enormous, this brings variety and reliable distribution solutions from the plant in China to the customers worldwide. “Theirs R&D are, and will remain, the industry leader in identifying industry trends. Theirs Customer Relationships Long-term relationships will be required by maintaining rigorous quality controls, innovative solution, reasonable pricing and a responsive business attitude. Riordan Manufacturing will strive to be a solution provider for theirs customers and not be a part of theirs customer’s challenges.” (riordan-manufacturing.com) Riordan Lean Production Principles Riordan has tried to keep a reasonable amount of excess stock in an attempt to combat the periodic individual...
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...Riordan Manufacturing - Service Request RM002 Rough Draft Riordan Manufacturing, Inc. is a global leader in the field of plastic injection molding with state-of-the art design capabilities that has earned them international acclaim. Unfortunately, their dynamic research and development has failed to carry over to their IT infrastructure causing a great need for a complete redesign. With facilities in San Jose, California, Albany, Georgia, Pontiac, Michigan, and Hang Zhou, China, the changes to their IT infrastructure will need to stretch worldwide. To their advantage, with a budget of $150,000, and complete backing from Riordan Industries, their main company and a Fortune 1000 enterprise, accomplishing a successful redesign is well within reach. Business Objectives - LAN To begin, let us address the business objectives of Riordan Manufacturing. Riordan Manufacturing wishes to change their current plant independent' inventory management system to a central inventory management system. In the current configuration, the inventory management system is different for each plant, and is largely based upon paper transactions; numerous hand-offs between departments, and causing a great opportunity for error. By tying the receiving, manufacturing, and shipping departments together, work force can be used more efficiently, inventory management can be improved, and a lean manufacturing environment can be obtained. For feasibility, the likelihood of finding an obtainable resolution...
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...Riodran Manufacturing Riodran Manufacturing is a company that specializes in the injections plastic molding for multiple different types of products ranging from bottles and storage containers to medical grade plastics. The main weakness that can be found with in Riodran Manufacturing’s system is the current inventory system that is in place for the manufacturing facilities. In order to run as a more efficient system and provide the best support and care to its customers Riodran Manufacturing’s inventory systems needs to be altered from the very start, i.e. raw materials receiving. In the current system Riodran Manufacturing plants around the country use outdated computer systems to run orders and inventory control for the entire facility. In order to improve the efficiency of the receiving area of these plants this system needs to be altered. The first thing that can be done is to add industrial scales that the supply trucks carrying raw materials to pass over when entering the receiving area of the plants. The scale will be calibrated and connected to a computer system that will give exact weight and amount of the raw material that is being delivered from the supplier. This will allow for a more accurate count of the amount of raw material in the inventory. Once that information is in the computer the delivery will be marked as complete on the schedule and a report will be automatically generated and linked to the supervisor and the inventory clerk for review. Once the...
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...Gordon The Expansion of Riordan Manufacturing Riordan Manufacturing has been in business for over 30 years. The company first opened their doors in 1991 as a research and development company. Over the last 30 years it has acquired a fan manufacturing company and a plastic bottle manufacturing plant. The company also made a big leap when it decided to move part of the company to China in 2000. It has been a while since the company has made any moves, and they have decided to expand the company once again. Riordan can expand the business in one of three ways: an IPO, acquire another organization, or merge with another organization. Strengths of Expansion Options Riordan must decide how to continue building their company. The first choice is an Initial Public Offering (IPO). This is “… basically the first time a company decides to sell stock to the public” (Marquit, 2012, Para. 2). This is a good idea because it allows the company to gain funds without the commitment of paying interest on a loan. The second option Riordan has is to acquire another. Because of its successful experience with acquisitions in the past, Riordan knows how to proceed. Purchasing another company Riordan can expand the product base while absorbing the competition. The final option is to merge with another company. This choice allows Riordan the ability to manufacture new products without full accountability for the financial aspect. If the products do poorly, Riordan will not have full financial...
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...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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...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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...New System Proposal Part 4 MRP Proposal – Overview and Scope of Work Riordan has 500 employees with a projected annual earnings of $46 million and a fortune of 1000 enterprises with revenues of $1 billion. Riordan Manufacturing has 4 worldwide locations Albany Georgia, Pontiac Michigan, Hangzhou China, and the company headquarters in San Jose. Riordan is seeking a solution to improve the tracking and management of its raw materials and finished product inventory across all its plants. The receiving, manufacturing, and shipping process throughout all Riordan plants is predominantly manual and batch oriented. These manual processes are slow, prone to error, labor intensive, and the information transfer is slow. In addition, the annual physical inventory process is very costly across all of Riordan's facilities. The annual process of inventory is not reflective of inventory on a quarterly or monthly basis. Losses to inventory of finished product, raw materials, and supplies cannot be adequately explained on an annual basis. The company’s internal stakeholders are the receiving, shipping, and sales departments, inventory clerks, and technical staff. The external stakeholders are manufacturers, suppliers, and clients. Riordan strives to continue to be an industry leader in polymer materials manufacturing and distribution. While we are only addresses some of these stakeholders with our system, the company’s overall objective is to have an ERP that wraps around their ERP, CRM...
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...Riordan’s Manufacturing Strategy According to "PWC" (2008), “today, business strategy and talent management are linked as an integrated talent management framework combining organization, business process and technology. Riordan’s Manufacturing manages their human capital and talent as strategic assets. They achieved by aligning the workforce with business objectives and by use performance metrics to drive decisions, monitor and improve results. This strategy shows how Riordan Manufacturing can successfully align their talent management strategy with technology to effectively manage their workforce needs in order to be a marketplace leader of the future” (Creating an agile workforce). Riordan’s Manufacturing has adapted the mixed manufacturing strategy which combines the Stable Workforce—variable work hours and the Level strategy that is most widely applied in many industries. The mix strategy is a planning strategy that uses two or more controllable variables to set a feasible production plan. With two strategies combined Riordan Manufacturing can take advantage of a well-trained workforce because the production rates never changes, lower turnover, lower absenteeism and more experienced workers (Jacobs & Chase, 2011). The Michael (n.d.) website manufacturing performance efficiency is the level to which quality of a product is exercised. This performance efficiency should be exercised in all manufacturing processes in order for a Riordan Manufacturing to avoid wasting of...
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...Lean Production at Riordan Manufacturing Lean Production at Riordan Manufacturing OPS 571 Lean Production According to Chase, Jacobs, & Aquilano (2006), “Lean production is an integrated set of activities designed to achieve high-volume production using minimal inventories of raw materials, work-in-process, and finished goods” (p. 471). According to lean philosophy, parts move quickly through the manufacturing process in a “just in time” method. The logic behind lean is that nothing is produced until it is sold and needed. Currently Riordan’s entire supply chain methodology is responsive and flexible to their customer’s needs, but they are not practicing lean techniques. Riordan assembles and stores finished fans in a finished goods stockroom awaiting sale. In order to improve quality and productivity and focus more on lean production, Riordan must focus on eliminating waste. One way to eliminate waste is through mass customization. “The key to mass-customizing effectively is postponing the task of differentiating a product for a specific customer until the latest possible point in the supply network… By adopting such a comprehensive approach, companies can operate at maximum efficiency and quickly meet customers’ orders with a minimum amount of inventory” (Chase, Jacobs, & Aquilano, 2006, p. 419). By designing their fans so the customization is done at the very end of the manufacturing process, Riordan can still achieve a high level of production...
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...Lean Production at Riordan Manufacturing OPS 571 Lean Production According to Chase, Jacobs, & Aquilano (2006), “Lean production is an integrated set of activities designed to achieve high-volume production using minimal inventories of raw materials, work-in-process, and finished goods” (p. 471). According to lean philosophy, parts move quickly through the manufacturing process in a “just in time” method. The logic behind lean is that nothing is produced until it is sold and needed. Currently Riordan’s entire supply chain methodology is responsive and flexible to their customer’s needs, but they are not practicing lean techniques. Riordan assembles and stores finished fans in a finished goods stockroom awaiting sale. In order to improve quality and productivity and focus more on lean production, Riordan must focus on eliminating waste. One way to eliminate waste is through mass customization. “The key to mass-customizing effectively is postponing the task of differentiating a product for a specific customer until the latest possible point in the supply network… By adopting such a comprehensive approach, companies can operate at maximum efficiency and quickly meet customers’ orders with a minimum amount of inventory” (Chase, Jacobs, & Aquilano, 2006, p. 419). By designing their fans so the customization is done at the very end of the manufacturing process, Riordan can still achieve a high level of production while reducing safety stocks and finished goods...
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...Production Plan for Riordan Manufacturing Falon McCoy, Jennifer Smith, and Maria Utting OPS/571 July 31, 2012 Robin Aoks Production Plan for Riordan Manufacturing Riordan Manufacturing is a global company that uses plastics injection moldings for the production of plastic fan parts, and plastic beverage containers. Headquartered in San Jose, California, Riordan factories also exist in Georgia, Michigan, and Hangzhou, China. The fortune 500 company has approximately 550 employees and projected $46 million in earnings. The company strives to be a leader in using polymer materials to satisfy customers’ needs. The company strives to achieve increase profitability and financial capital for future growth. The company’s goal is to implement a new process for the production of manufacturing electric fans outsourced in Hangzhou, China. Strategic Capacity Planning There is extensive research involved in the strategic capacity planning for the electric fans of Riordan Manufacturing. Strategic capacity planning is a function of planning to achieve an optimum level of output. Supply and demand will affect the optimal level of product and service flow. A product’s life cycle can be difficult to predict; therefore, planning is necessary to estimate future forecasting. A SWOT analysis can determine and identify strengths, weaknesses, opportunities, and threats that commands management’s attention (Adonai, 2003). Management must determine the capacity requirements. Other factors to...
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