Riordan Manufacturing Executive Summary

Riordan Manufacturing is an international plastics manufacturer that currently employs 550 people with projected annual earnings totaling approximately $46 million. The company is completely owned by Riordan Industries which is a Fortune 1000 enterprise with revenues of up to $1 billion. The company’s merchandises consists of plastic beverage containers that are produced at its plant in Albany, Georgia; custom plastic parts are manufactured at its plant in Pontiac, Michigan; and plastic fan parts are created at its facilities in Hangzhou, China ("Riordan Manufacturing", 2013).

Riordan Manufacturing is a multi location multi million dollar company that is looking to take advantage of a piece of software that is a state of the art sophisticated information system. Riordan would like to integrate its old information and use it to implement the new system and just have one system take care of everything. Since the corporation already has a similar system in place, this technology should be easily done with the new system. This new system should be very cost efficient and the process

Riordan Manufacturing is a global plastics manufacturer with facilities located in: Albany Georgia, Pontiac Michigan, Hangzhou China, with a research and development department located in San Jose California. This establishment has produced an annual earning of forty-six million dollars. Riordan Industries, which is the sole owner of Riordan Manufacturing, is a Fortune 1000 enterprise with revenues in excess of one-billion dollars.

Subsequently Riordan Manufacturing proposes to have higher levels of inventory that allows them in effectively forecasting models for inventory control, production, planning, improving supply chain, and guaranteeing deliveries of Riordan products. Creating a new process design essentially caters for the new supply and demand of Riordan products. Using lean production can help Riordan Manufacturing minimize waste from raw material toward the finished product. Because of the elevated demand for the product, production needs increase (Chase, Jacobs, & Aquilano 2006).

Riordan Manufacturing is a worldwide fortune 1000 enterprise manufacturer of plastics with sole ownership by Riordan Manufacturing Industries. Custom plastic product parts akin to beverage containers and fan parts help generate company revenue of one billion. Riordan development and research carries out at the company’s R&D headquarters location in San Jose, California. Three additional Riordan production plants include locations in Pontiac, Michigan and Albany, Georgia with an international joint venture in Hang Zhou, China. Riordan employs a mere approximate of 550 people with company projections at $46 million a

Riordan Manufacturing 's current process is not very efficient. It calls for multiple suppliers to ship parts to Riordan 's raw material storage area at regular intervals. These intervals have been set up in advance using production history as a guideline. This process causes a huge inventory spike during slow production times thus requiring a large amount of storage space and upfront costs. There is not a standardized method for the individual assembly areas to communicate parts shortages back to the raw material storage area. Also, as indicated during our analysis, the network infrastructure and current systems at the plant are very outdated causing system slowdowns and reducing plant efficiency.

Team B has obtained information for SR-rm-002 asking for an assessment for the development of an MRP system that would trace and run raw materials and give a finished product inventory. This evaluation is to help Riordan Manufacturing lessen the raw materials received at each plant, and manage and reduce the completed good inventory costs, at all its plants. This is a high level complete analysis, which will result in projected changes to the system; though it does not include an all-inclusive schedule for completion nor thorough scope by department. This paper will illustrate the system development life cycle process

This assignment will center on Riordan Manufacturing, how they increase productivity, and efficiency. Through the next few paragraphs, it will show how improvements are made to Riordan Manufacturing’s current supply chain. It also touches on how Riordan Manufacturing’s supply chain process extends globally. It will also evaluate the different factors that guide strategic capacity planning at Riordan Manufacturing. Finally, it will analyze Riordan Manufacturing’s current application process to making its current production system lean.

One of the biggest improvements to be made that would assist the manufacturing, delivery and shipping systems are changes to the inventory management system. The inventory management system needs to be upgraded to a less manual, more automated system utilizing barcode technology. Barcodes would be placed on every product built and/or raw materials received by Riordan. Inventory would be scanned when picked from the shelves, would be scanned when placed on transit, and would be scanned upon arrival and departure at any Riordan facility. This would be put into place for both raw materials arriving as well as products that are post-production and ready for distribution. With accurate inventory counts, the company could better forecast low inventory levels and drive manufacturing based on the available inventory and projected orders from our customers. The system will have reorder quantities established and will auto-reorder when inventory levels get

After careful assessment of the infrastructure and inventory systems used at Riordan Manufacturing, our team has identified these systems are outdated and unable to effectively manage the day to day processing. As a global leader in the manufacturing of plastic products, the performance and reliability of the infrastructure is crucial to the continued success and growth of your company’s operations. Therefore, our solution to uplift the infrastructure and launch of the Riordan Global Operations System (R.G.O) a new platform for supporting inventory and managing customer orders . Our system will enable your employees and customers see

Riordan Manufacturing is a Fortune 1000 enterprise, which requires a large information technology Department (IT) with experts in many areas of IT. Riordan uses technology in their individual departments to communicate and allow the departments to work together as much as possible. However, there is room for improvements.

Since Riordan Manufacturing is a Fortune 1000 company they have the money to expand and or upgrade its business systems. The current system being used has is slow and very outdated. Therefore Dr. Riordan has approved the upgrades of all business systems for its legal department for any hardware and software needed for his business to continue to be successful, remain competitive, and maintain its Fortune 1000 status.

Complete Section 3 of the Service Request SR-rm-022 paper for Riordan Manufacturing.. This section incorporates the transition from design to implementation. Consider revising Sections 1 and 2 based on faculty feedback.

Riordan Manufacturing is a global manufacturing company of custom plastic products. Riordan has headquarters located in San Jose, California and additional plant locations in Albany, Georgia; Pontiac, Michigan and Hangzhou, China. Each of the company locations consist of aging and disparate computer system infrastructure. The company’s Chief Information Officer, Maria Trinh, has submitted Service Request SR-rm-006 in an effort to recommend a potential upgrade of the Windows

I know you looked into reusing one of the older systems we installed. I need to know what became of that effort. How do you think our customers will view this situation and what do you think is the best way to proceed? Character #2: Lucas Moore - Vice President of Manufacturing We are still using outdated technology for our scheduling. The industry has passed us by in computer use for manufacturing and we are in danger of losing our reputation as a world-class manufacturer. My education and my experience with Don's new inventory system have convinced me that computer systems can significantly enhance our efficiency and improve our customer service. We cannot wait two years for a home grown system that will probably have to be upgraded before it is completed. I have had extensive discussions with EMS manufacturing specialists, read their literature, and seen the proposed systems demonstrated. I am convinced the system will do everything we will ever want to do. EMS assures me there will be no problem integrating their manufacturing system with our financial system and we can be up and running in six months. Purchasing from EMS provides many benefits including: 1. Six months to install an advanced system versus two years to develop our own basic system. 2. The upfront cost for EMS is $220,000 firm against an estimated $400,000 cost for in-house. 3. We will get a proven,