Essay Riordan Manufacturing

Riordan Manufacturing has grown from a small plastics research and development firm to a multinational plastics manufacturing power in the brief span of 14 years. This growth has seen Riordan expand their operation to multiple manufacturing and distribution points across North America and China. Riordan now services over 32 customers of varying size, including automotive parts manufacturers, aircraft manufacturers, the Department of Defense, appliance manufacturers, and beverage bottlers. This rapid growth, enabled through a series of acquisitions, an excellent product line, and aggressive sales, has enabled Riordan to increase market share while maintaining excellent customer relations and competitive pricing. However, this growth has

Retaining employees is one way the turnover rate can decrease, Branham (2000), focuses on retaining valuable employees by incorporating four key elements. The first key elements is, “be a company that people want to work for”. There are many companies that have been labeled as, “employers of choice”. These employers all have something in common, which is how they value their employers (Branham, 2000). They treat their employees with respect and like family. With being an “employer of choice,” people are the most valuable asset; not just customers but employees too. Many companies go above and beyond for their customers, but not for their employees, yet they wonder why they are losing valuable talent.

The focus of this paper is to analysis the regulatory measures of Riordan Manufacturing. Riordan Manufacturing, Inc. is an industry leader in the field of plastic injection molding. With state-of-the art design capabilities, creating innovative plastic designs that have earned international acclaim. Attention to detail, extreme precision and enthusiastic quality control are the hallmarks of Riordan Manufacturing. With facilities in San Jose, California, Albany, Georgia, Pontiac, Michigan and

As a Fortune 1000 enterprise, and an industry leader in the field of plastic injection molding, Riordan Manufacturing, offers state-of-the art plastics design capabilities through its facilities in San Jose, California; Albany, Georgia; Pontiac, Michigan; and Hang Zhou, China. Currently, Riordan's COO, Hugh McCauley, and the executive team have requested changes to the current information system used to maintain inventory and manufacturing processes. Evaluation of current Sales, Inventory, and Manufacturing processes will be required as well as the evaluation of

Riordan Manufacturing is a mid-size American company that was founded in 1991, employs 550 people and has projected annual earnings of $46 million. Riordan has three manufacturing locations, two in the United States and one in China. Riordan understands the importance of strategic planning and will lay out their reasoning in this paper. Competitive advantages, sustainability, innovation and ethical and social responsibilities will be addressed, as well as cultural and structural leadership and assessment and feedback controls.

Riordan Manufacturing is in need of a new process for its manufacturing of electric fans. With potential bottlenecks from the current process, both time management and expenses have been suffering. Many factors have been taken into consideration with the new innovative process. With the utilization of the new process it is not only going to be time saving but also will illustrate overall revenue growth. The proposal will include many implementation ideas that are going to contribute to the future success of Riordan Manufacturing:

Riordan Manufacturing's network configuration consists of infrastructure within four locations. The headquarters is in San Jose, CA and the other three are in remote in Albany GA, Pontiac MI, and Hangzhou, China. The investigation and detail required to demonstrate transition of WAN from Legacy to current design shows sources for which any problems may exist. Contributing information about the WAN includes the VoIP data router, satellite between headquarters and China, and T-1 connections

Riordan Manufacturing is a global plastics manufacturer employing 550 people with projected annual earnings of $46 million. The company is wholly owned by Riordan Industries, a Fortune 1000 enterprise with revenues in excess of $1 billion. Its products include plastic beverage containers produced at its plant in Albany, Georgia, custom plastic parts produced at its plant in Pontiac, Michigan, and plastic fan parts produced at its facilities in Hangzhou, China. The company's research and development is done at the corporate headquarters in San Jose. Riordan's major customers are automotive parts manufacturers, aircraft manufacturers, the

Riordan is an Industry leader in Manufacturing Injection Molded plastics. Some of their products include Medical Stents, Heart Valves, Plastic bottles and Fans. Riordan is based in the United States, with an expansion manufacturing plant in China. The Chinese plant produces fans. Team A will review the manufacturing process of the fans in China, and discuss a more efficient plan for a new Inventory management system, Mass customization, Lean Production and methods for Strategic planning.

Riordan is comparable to many other manufacturing firms in that they have grown through a product-centric approach to selling. The Intranet site illustrates how companies grow when they compete on product features, price and availability, which over time can drive a company into having commodity-like business models. This needs to be avoided, as selling on benefits and value will ensure higher gross margins over time and a high chance of being relevant to customers as they also change. One of the most effective strategies Riordan can immediately do is implement a CRM system that captures customer preferences, including what they like most and least about the products that are being sold. Having insights into the most and leas

Riordan Manufacturing, Inc. a global corporation in the plastics industry was quick enough to acknowledge the issue. However, change without proper planning will have consequences and Riordan is no exception. Main consequences include employee turnover, low moral due to uncertainty, and declining sales. Declining sales and unstable profits in the past two years have forced the organization to change its sales processes, as well as to adapt a customer-relationship management (CRM) system and six sigma concepts. Customers are now serviced using a team-based approach, rather than by a single salesperson. The changes have been made in an effort to improve sales. However, Management seems to be segmented and not united in a way to address the company’s challenges. Employees are not motivated to perform and their compensation structures are not competitive nor do they reward employees for their performance. Employees do not feel like they are valued and there is a large gap in the employee promotion process causing employee dissatisfaction and low morale. Annual employee surveys indicate that employees are

Background- Riordan Manufacturing, an industry leader in the field of plastic injection molding, employs 600 people and has annual earning approaching $50 million. They are a subsidiary of Riordan Industries, which has sales in access of $1 billion. At the present time, Riordan focuses their marketing and sales efforts in the United States but, due to demand, has decided to open up their international marketing efforts with sales to Australia. There were several reasons for this decision: less language barriers, strong economic growth, and, with global shipping improvements, easier access than in the past. As a corporation, Riordan has a Corporate Compliance Plan that is specific for plastic designs. Ethical standards are in place to focus business practices and stakeholder and employee expectations. Using this set of standards, Riordan's executives are expected to lead with integrity and to ensure that the company complies with ethical business practices that show corporate social responsibility (riordan-manufacturing.com).

Riordan Manufacturing is a global plastics manufacturer employing 550 people with projected annual earnings of $46 million. The company is a closely held Delaware corporation with its headquarters in San Jose, California.

Workforce turnover is a complex and important issue amongst today's organisations. It is perhaps one of the most often cited cause of increased cost and decreased productivity. No wonder people management has become an important frontier to extract and create more value from company assets. On comprehending the articles, it has become evident that organisations have moved beyond the traditional approach of only investing in core business activities, to invest in employee retention strategies. Many organisations, for example St. George Bank

In today’s competitive workforce, compensation and benefit packages plays a crucial role on recruitment and retention for both the organization and the employee. Bumpbie finds itself in a situation where it could positively affect its employee’s morale, turnover rate and longevity; by making a strategic decision to implement compensation and benefit packages that will encourage current workers to stay and entice new applicants. Money is not always the inherent reason businesses experience high turnover rate, the constant shifting in the job market will always be a contributing factor as well as employee’s moral. Mayhew, R. (2016), explains that an “employee compensation plan” refers to all the components offered as well as the way in which they are paid, and the reason behind the employees getting the compensation case bonuses, salary increases and incentives. The fact that there are voluntary and mandatory benefits that organization provides to their employees give employees the freedom of choice, as well as the option to make the whether to stay with or leave an organization based on the benefits it provides. Variable Pay is also an option that some employers offer their employee which is performance based or results oriented. Whether it is profit sharing, merit based programs or incentive bonuses; it all comes down to which organization can provide employees with the compensation or benefits packages that best satisfy their needs.