Riordan Manufacturing Case Study

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.

This way the IT department can understand what the higher level and lower level employees need for system stability and a better graphical interface. Another plan of action would include the method of Systems Development Life Cycle or SDLC. The phases of this method are planning, analysis, system design, implementation and operation. First we must plan on what exactly we are trying to accomplish. We know we need to upgrade the Riordan Manufacturing system. Next we must analyze the system and look for problematic errors. A project proposal can be essential to launching a system analysis (Farah, 2013). These are things to keep in mind: understand the business situation or problem, understand the significance to the problem in the organization, think of alternate solutions, the use of computer information systems for solutions, find people interested in the solving the problem (Farah, 2013). This plan is used to decrease redundancies, errors, and increase security. Finding all the weak spots in the company will help in the improvement of integrating an updated efficiently functioning system. Feasibility is important to account for when upgrading the system. Integrating a CRM will help to work with customers and understand their needs and wants to benefit the company and the relationship with their customers. Designing the system will involve knowing what kind of software is needed to store and

Subsequently Riordan Manufacturing proposes to have higher levels of inventory that allows them in effectively forecasting models for inventory control, production, planning, improving supply chain, and guaranteeing deliveries of Riordan products. Creating a new process design essentially caters for the new supply and demand of Riordan products. Using lean production can help Riordan Manufacturing minimize waste from raw material toward the finished product. Because of the elevated demand for the product, production needs increase (Chase, Jacobs, & Aquilano 2006).

Team B has obtained information for SR-rm-002 asking for an assessment for the development of an MRP system that would trace and run raw materials and give a finished product inventory. This evaluation is to help Riordan Manufacturing lessen the raw materials received at each plant, and manage and reduce the completed good inventory costs, at all its plants. This is a high level complete analysis, which will result in projected changes to the system; though it does not include an all-inclusive schedule for completion nor thorough scope by department. This paper will illustrate the system development life cycle process

Riordan Manufacturing has a large problem when it comes to inventory and customer orders. Because Riordan has offices both in the United States and in China, it faces a number of obstacles both in the logistics of inventory control and the need for accurate customer order management.

Riordan Manufacturing has been on a steady growth pattern since it began in 1991. Riordan currently has multiple databases handling separate aspects of the company. Each branch of Riordan Manufacturing has its own databases for human resources, sales, accounting and finance, operations and security. This paper presents the problems this type of system can cause and recommendations of a system that will integrate all locations regardless of city, state or country. These recommendations will integrate Riordan’s business systems by creating a central location for the information resulting in a streamlined,

To maximize the efficiency and effectiveness at Riordan, a make-to-stock process is used. Filling customer orders as received from finished goods inventory and maintaining a small inventory on hand reduces gaps in seasonal fluctuations at Riordan. Forging a strong alliance with Chinese supply chain partners will increase quality and volume of the

Riordan Manufacturing needs to meet the demands of their clients. They will need to work on the safety stock to have inventory on hand and ready to ship for their

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 is a privately held company with plant operations in Albany, Georgia; Pontiac, Michigan; Hangzhou, China. The Corporate Headquarters are located in San Jose, California. Riordan Manufacturing is a subsidiary of Riordan Industries. The Chief Operating Officer (COO) is Hugh McCauley and the Chief Financial Officer (CFO) is Dale Edgel. The Company employs a work force of 550 people throughout the four locations.

The requirements that will be needed to incorporate this system in Riordin will be a database which contains the entire customer information, a barcode scanning system, an online ordering program, and a printer that will print the shipping documents. Also, before the new system goes live, Team B suggests doing a full inventory to be sure that the inventory is accurate. Since the inventory will be automatically controlled in

The Finance and Accounting departments within the three operating entities of Riordan Manufacturing are vastly different. Each is managed independently, not only of each other but of the corporation sector as well. The Georgia, Michigan and California branches operate different business systems for their ledgers, accounts, orders, procurement, sales history, invoicing, payroll and all financial reporting. The process to get this information is unique from branch to branch and time consuming for corporate when it comes to consolidation. None of the systems used are integrated, which causes many hardships for the departments and the company in terms of untimely reporting and

Riordan Manufacturing requires certain systems to create an effective and efficient accounting system. Systems such as sales, accounting, financing and human resources need to have access to the accounting system (Apollo Group, Inc., 2012). Point of sale and cash register systems must continuously, during business hours, be connected to the accounting system. Reason being, sales are tracked and verified instantaneously. Inventory must also be considered within the accounting system to make certain that all inventory levels are monitored and replenish without user input. Monetary needs for inventory replenishing is tracked within the accounting software system. Billable hours must be tracked for cost purposes to make certain