Riordan Manufacturing Paper

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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 presented the company with a variety of operational challenges that need to be addressed as Riordan Manufacturing, Inc. moves into 2005 and beyond. In this proposal, the Operations Team is recommending a series of systemic changes that improve Riordan's manufacturing and inventory processes, utilizing computer systems to increase efficiency. This was created to answer the service request logged by Hugh McCauley, COO of Riordan. The directives of this service request were further detailed by Maria Trinh, CIO of Riordan. In a memo dated September 10, 2004, she stated: The primary goals of the project are:

Document current environment
Forecast of business technology needs for the next five years Recommendations on systems integration, acquisitions and consolidations Based on these goals, the Operations department has identified areas of Riordan's business that will yield a significant cost advantage if altered and improved: Not enough information being shared between customers, sales, finance, manufacturing, and management. Customers cannot place orders direct without human interaction at Riordan's offices. Customers cannot order during non-business hours at this time. No real-time inventory system. No visibility into finished product and raw material inventory levels. No verifiable inventory levels without manual counts. Disparate IT environment. Servers not centralized creating extra administration time and travel expense. Expensive IT costs. Workstations are full systems and vary by OS and system type Connectivity between locations no longer fit business needs. Satellite link is expensive. The financial allotment for this project is $150,000, which has already been earmarked in the FY05 budget. This plan has been constructed and will be implemented as per the directives of the Riordan mission statements. The Riordan Corporation has a very strong company mission statement. The mission includes focus, customer relationships, the employees, and future goals. Without these mission statements, the company would not have a solid ground to build upon for strong company business. The areas of focus include:

Six Sigma, leading edge R&D and exceeding ISO 9000 standards define the attitude and abilities of Riordan Manufacturing We are industry leaders in using polymer materials to provide solutions to our customers challenges Our R&D is, and will remain, the industry leader in identifying industry trends. Customer Relationships:

We will strive to be a solution provider for our customers and not be a part of our customer's challenges. Long-term relationships will be sought by maintaining rigorous quality controls, innovative solutions, a responsive business attitude, and reasonable pricing. Our Employees

We will maintain an innovative and team oriented working environment. By assuring that our employees are well informed and properly supported, we will provide a climate focused on the long-term viability of our company. Our Future

We must be focused in achieving and maintaining reasonable profitability to assure that the financial and human capital...
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