Improving Business Systems and Subsystems: Riordan Manufacturing Case Study
Improving Business Systems and Subsystems: Riordan Manufacturing Case Study
Jamie Franklin, Justin Perrine, Eric Kambestad and Kayode Tomoloju
Business Systems/BSA 310
University of Phoenix
Instructor: Tom Swanson PhD, PMP.
November 8, 2009
Introduction The Chief Executive Officer of Riordan Manufacturing in a service Request SR-rm-012 requested a summary evaluation that will lead to improvement on all level of Business systems and Subsystems that is currently in place at Riordan Manufacturing. This paper shall review existing Business Systems and Subsystems and proffer necessary suggestions that will lead to improvement and will help to streamline and consolidate business operation in the company. First there is need to provide some insight and preamble of Riordan Manufacturing business structure, the nature of the company’s business and the type s of operating business systems and subsystems in use across all departments of the company. Riordan is a fortune 1000 and a current leader in the manufacturing of plastic injection molding. The company has three location facilities in USA and one in Peoples Republic of China. The company is noted manufacturing products, which includes medical stent, customs plastics parts, heart valves and plastic bottles. The greatest business Systems challenges Riordan is facing is that the various entities of the company currently operate on different information systems and subsystems, which tend to create bottleneck in data management process of the entire company. An overview of the current business systems used in Riordan Manufacturing are as follows: At the Corporate office in San Jose, the company have in place a fully integrated window based enterprise resource planning (ERP) software for manufacturing, distribution and financial, the Georgia facility operate on a AS4000’s with UNIX operating system on PC’S (Windows) as workstations with RPG400 capability. In addition, Michigan plant is run
Jamie Franklin, Justin Perrine, Eric Kambestad and Kayode Tomoloju
Business Systems/BSA 310
University of Phoenix
Instructor: Tom Swanson PhD, PMP.
November 8, 2009
Introduction The Chief Executive Officer of Riordan Manufacturing in a service Request SR-rm-012 requested a summary evaluation that will lead to improvement on all level of Business systems and Subsystems that is currently in place at Riordan Manufacturing. This paper shall review existing Business Systems and Subsystems and proffer necessary suggestions that will lead to improvement and will help to streamline and consolidate business operation in the company. First there is need to provide some insight and preamble of Riordan Manufacturing business structure, the nature of the company’s business and the type s of operating business systems and subsystems in use across all departments of the company. Riordan is a fortune 1000 and a current leader in the manufacturing of plastic injection molding. The company has three location facilities in USA and one in Peoples Republic of China. The company is noted manufacturing products, which includes medical stent, customs plastics parts, heart valves and plastic bottles. The greatest business Systems challenges Riordan is facing is that the various entities of the company currently operate on different information systems and subsystems, which tend to create bottleneck in data management process of the entire company. An overview of the current business systems used in Riordan Manufacturing are as follows: At the Corporate office in San Jose, the company have in place a fully integrated window based enterprise resource planning (ERP) software for manufacturing, distribution and financial, the Georgia facility operate on a AS4000’s with UNIX operating system on PC’S (Windows) as workstations with RPG400 capability. In addition, Michigan plant is run
References: Riordan Manufacturing. Service Request SR-rm-012. Business Systems. Retrieved on November 7, 2009 from https://ecampus.phoenix.edu/secure/aapd/cist/VOP/Business/portBus.htm Tharkur, R., Summey, J.H., & Balasubramanian, S.K. (2006). CRM as a Strategy: Avoiding the Pitfall of Tactics. The Marketing Management Journal. 16(2), p.147-154. .