Ridgeway's Interdepartmental Integration

Hugh McCaughley, Chief Operations Officer of Riordan Manufacturing has requested a new system for the Human Resources department of their company which would be implemented and utilized at three plant locations and the company headquarters. To build the new human resources system properly, information must be collected from various areas of Riordan Manufacturing, and the information will be collected in a variety of ways. This information must then be used to determine such items as scope of the project which can allow for feasibility studies to ensure the system should be implemented,

Another aspect of its success is how it functions is in the human resources department. The company has been recognized for being innovative and effective for its stay interviews and manager certification programs (Ruggles, 2011). “"Their turnover rates for both management and hourly employees were among the lowest in their industry segment,? said Joni Doolin, founder of the People Report, a research firm and sponsor of the conference along with Black Box Intelligence, another research firm” (Ruggles, 2011). Instead of performing exit interviews the company utilizes stay interviews designed to improve working conditions to impress upon employees to stay. In order to efficiently monitor sales and inventory the company utilizes a Point of Sale(POS) system as items are rang up in the register providing at real time key spending and income factors.

In our quest to ever better ourselves the IT department, of Riordan Manufacturing, is submitting this Request for Proposal to integrate a more sophisticated, state-of-the art, information systems technology in our Human Resources department. Riordan Manufacturing has always strived to better ourselves by keeping up with technology in all of our operating systems and our manufacturing systems. Our goal is to remain at the forefront of the manufacturing community as we keep leading the way in all of our business systems and, at the same time, keeping the feel of a customer friendly company. We want to make

The new system is going to be heavily focused on inventory control systems. While other systems of Hoosier Burger will be looked at, an improved inventory control system will greatly increase productivity for the Mellankamps.

Another aspect of its success is how it functions is in the human resources department. The company has been recognized for being innovative and effective for its stay interviews and manager certification programs (Ruggles, 2011). “"Their turnover rates for both management and hourly employees were among the lowest in their industry segment,? said Joni Doolin, founder of the People Report, a research firm and sponsor of the conference along with Black Box Intelligence, another research firm” (Ruggles, 2011). Instead of performing exit interviews the company utilizes stay interviews designed to improve working conditions to impress upon employees to stay. In order to efficiently monitor sales and inventory the company utilizes a Point of Sale(POS) system as items are rang up in the register providing at real time key spending and income factors.

Providing Kudler Fine Food employees with access to their own benefits, personnel, and paycheck information is a good way to reduce routine administration. Employee Self-Service (ESS) solutions allow employees and their managers to view, create, and maintain their information using a web browser. Self-service lets employees find answers to questions about paychecks and benefits, as well as update information such as contact information or dependents. ESS reduces the burden of paperwork, while retaining HR’s ability to control and approve processes. Kudler Fine Foods would be able to use ESS technology to create a communications portal that distributes information about company policies and benefits to the entire workforce.

A successful implementation of the recognition system will intrinsically motivate workers as opposed to extrinsically and allow people to set new standards for the company.

When the automated system is up and running we can probably run more spot incentives for the employees to help build morale. We know the associates are not happy right now, so in making these changes, this should make them feel better about us. We also feel that if we show the associates that we care about them, and with these new automated machines in place we will see a huge jump in productivity.

In this report I will be focusing on how to identify, meet and support all stakeholder requirements within my Job role, I will base this report on my role as progress controller at stone

The description of integration approach of Hawkins & Clinton book of A Fresh Biblical &Transformational Approach, would a perfect way to accomplish two things: 1. Assisting someone to interact with them inter feeling to counter act and resolving life problems. Counselors would play a major role with using Hawkins & Clinton, but if the counselors are not familiar with the Word of God than it has not effect on the client. Obviously using the Hawkins & Clinton approach is not something that is accomplish overnight. 2. Hawkins & Clinton approach could be used to help the client receive a closer relationship with God. Richard Foster (1992) said it best, “we all come to prayer with a tangled mass of motives, altruistic and selfish, merciful

Another example displaying the lack of unity between the manufacturing plants is the employee files. They are kept by individual managers who are responsible for tracking FMLA absences and any requests for accommodation under ADA. All this information is provided by Riordan Manufacturing's intranet site and is examples of the need for an integrated system. A new state-of-the-art integrated information system would undoubtedly make operations much more efficient, effective, and money saving.

The core elements of our approach include involvement of key stakeholders, our development process and our dedication to quality and accountability. Fundamental to our approach is our belief that the closer we are to the end user the greater chance of success, particularly when deploying innovation. Searidge works to involve key stakeholders in every aspect of the process, from initial requirements to live deployment. To support this we have adopted a spiral development

The AgileHoya expansion team has prepared a list of possible barriers and the respective recommendations that AgileHoya could encounter within the final review and especially within the lesson-learned sessions:

point of sale system. The POS system is a perpetual inventory counting method that electronically records items immediately upon their point of sale (Stevenson, 2015, pg. 552). In other words, as a cashier scans a customer 's groceries, each scanned item is automatically recorded in the system and deducted from the store’s inventory. Implementing a point of sale would benefit a business’s inventory management function in several ways. First, the POS system will provide managers with a continuous flow of updated information (Stevenson, 2015, pg. 552). As a result, the information will provide more accuracy when used for sales forecasts and analysis, which substantially affect inventory decisions. Continuously, this inventory system would also allow greater flexibility in the sense that it can be wirelessly linked to the main company’s inventory system, creating a network of the company’s inventory systems. The POS system is capable of tracking many operations at once and can be modified according to management’s needs (MacCarthy, n.d.). This flexibility would undoubtedly benefit a large company like Wegman’s with many store locations. Lastly, the system is able to help businesses maintain a high level of customer service. Because the system gives customers a receipt with the price and quantity of each item purchased, the customer is able to see exactly what he or she purchased. This practice

A point-of-sale system captures purchase and payment data at a physical location where goods or services are bought an d sold using com puters, auto­ mated cash registers, scanners, or other digital devices. In 2003, Domino's implemented Pulse in a large porti on of its stores, and those stores reported improved customer service, reduced m istakes, and sho rter training tim es. Since th en, Pulse h as become a staple of all Domino's franc hises. Some of th e func ­ tion s Puls e performs at Domino's franchi ses are tak­ ing and custom izing orde rs using a tou ch-screen interface, maintaining sales figures, and compili ng customer in formation . Domino's prefers n ot to discl ose th e sp ecific dollar amo unts th at it has saved from Pulse, but it's clear from indus try analysts th at th e technology is work ing to cut costs and inc rease customer satisfaction . More recently, Domino's released a n ew hardware and software platform called Pul se Evolution , which is now in use in a m ajority of Domino's m ore th an 5,000 U.S. branches. Pulse Evolution improves on th e older technology in several ways. First, th e older software us ed a 'thick-clie nt' m odel, wh ich re quired all m achines using th e software to be fully equ ippe d personal compute rs running Windows. Pulse Evolution , on th e othe r h and, uses 'th in-clien t' arc hi­ tecture in wh ich n etworked workstat ions with little indep endent