Essay on Ops 571 Week 4 Team

Local procurement of materials provides an ease in production at the plant in Hangzhou. Costs are one area that attention is paid so that they can be kept within reason ensuring an affordable product. Throughout the process careful negotiations must be done to ensure there are adequate materials as well as manpower to fulfill the orders that have been placed by customers. The plant has the ability to produce a large amount of stock fans as well as special order merchandise. With specialty orders the process for procurement shift slightly because of the unique nature of the order and the variety of materials that may be used as well. With the procurement of the polymer done locally this also expedites the production process simply because logistics will not be an issue. The necessary machinery for manufacturing is onsite for quick manufacturing times that can quickly move into the production lines for assembly. Assembly leads way into storage for sales. Orders can be filled at the plant as well as shipped directly to the buyer both within China and internationally. Depending on the final destination of the merchandise there are multiple companies that are used to ensure the fastest shipping time to the buyer.

Riordan Manufacturing is a large company with facilities in several locations around the world. Riordan Manufacturing is an international plastics manufacturer that currently employs 550 people and operates at around $46 million in sales("Riordan Manufacturing", 2013). As a result of its size, Riordan must have a system that is able to keep track of important information such as employee names and other confidential data. This information should be able to be accessed from other locations as well as the home office. There are other functions that a new and improved HR system could benefit such as inventory tracking or the shipping or reception of products. These

Riordan manufacturing is a very large company with facilities in many locations around the World. With any company with this size Riordan must have a system in place that is able to keep track of significant amounts of information. Such as Employee names, time sheets and a variety of other important information. This system should be able to have a central location so that stores all of this information and can be accessed not only by the corporate office but at each location as well. There are many functions that a new and improved system should provide. Such as inventory control, tracking of shipments into and out of the warehouses, and the receiving of such items to our costumers. These requirements are essential to the growth of Riordan Manufacturing.

Riordan’s goals are to reduce costs by 10% and cycle time by 15%. This is increasingly difficult because Riordan has multiple products with varying demands, multiple prices, and capacity requirements. Riordan will use its forecasted sales figures to build a materials and production schedule for 2007 and beyond if needed. This plan must take into consideration existing inventory and resources as well as planned changes. For this plan to be effective, it must be followed closely and clear checkpoints must be defined to provide the flexibility needed to hit cost reduction and cycle time improvement goals.

Riordan manufacturing has requested its information technology areas of telecommunication and network s he focus is on security and efficiency that Riordan manufacturing has encountered. The System Development Life Cycle (SDLC) method includes analysis needs and availability of

• Review the intranet site for Riordan Manufacturing including Human Resources – Organizational Charts, Employee Files, etc., and Sales & Marketing –

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

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

Write a paper of at least 1,050 words discussing strategic capacity planning and lean production for the new process design and supply chain process for the electric fans at Riordan.

Riordan currently operates four manufacturing plants; three located in the United States (San Jose, California; Pontiac, Michigan; and Albany, Georgia) and one overseas (Hang Zhou, China). Each plant contains the same basic departments, to include Sales and Marketing, Operations, Finance and Accounting, Information Technology (IT), Legal, and Human Resources. There are a few things we

Riordan Manufacturing is a global plastics producer 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. Recently, Riordan made several strategic changes in the way it manufactures and markets its products. Because of declining sales and uneven profits over the past two years, Riordan adopted a customer-relationship management (CRM) system. Primarily sales teams instead of single salespeople, with each team focusing on a particular customer segment, now service customers. Teams typically include a sales person, product engineering specialist and customer

Riordan Manufacturing has three manufacturing plants located in Georgia, California, and Michigan plus a joint venture in the People’s Republic of China. Currently, each has a separate finance and accounting system. Their information is sent to the Corporate Office in San Jose where is combined. Basic components of each finance and accounting system include:

At the request of the Chief Operations Officer and the Vice President Operations, Riordan Manufacturing, an evaluation was requested for the development of a Material Requirements Planning (MRP) system. The system is to track and manage raw materials as well as finished product inventory throughout Riordan Manufacturing. Overall, the objective of implementing an MRP is to reduce on hand raw materials and finished goods inventory costs. The intent of this paper is to provide summary information to upper management by demonstrating the business requirements

Capacity planning is a necessary function of an organization to ensure that the highest rate of output is reached through the current processes taking place within an organization. These strategically defined processes must have the ability to provide flexibility to meet future capacity demand, whether due to opportunity growth or adjustments to make decreases to maximize profits. “Capacity decisions related to a process need to be made in light of the role the process plays within the organization and the supply chain as a whole, because changing the capacity of a

Inventory is important to the supply chain, yet it is not universally well understood. It is considered as an economic asset to a non-income-producing use of capital funds. It is characterized, both positively and negatively in the aforesaid sentence. Only when considered in light of all quality, client service and economic factors—from the viewpoints of purchasing, manufacturing, sales and finance—does the whole picture of inventory become clear. Effective inventory management is essential to supply chain competitiveness.