Riordan Manufacturing BSA310

Riordan Manufacturing: 

Riordan Manufacturing Systems Analysis & Recommendations By Learning Team B Jasmin Friedl , Sandra Petersen , Joshua Sherman, Dominic Simard , Kirk Smith and Edward Stoner

Slide 2: 

Corporate Offices in San Jose, CA Research & Development in San Jose, CA Three Manufacturing Plants Pontiac MI – customized plastic parts Albany, GA – fabrication of plastic bottles Hangzhou, China – manufacturer of plastic fans Annual earnings of $46 million Fortune 1000 company Industry leader in using polymer materials to provide solutions to our customers Introduction

Slide 3: 

Systems Sales & Marketing Finance & Accounting Human Resources Operations Quality Supply Chain Information Technology & Security

SALES & marketing: 

SALES & marketing Archaic Database is inconsistently utilized and not accessible by all Historical records consists of paper, microfiche, spreadsheets and databases Implement CRM system Integrate with ERP system(NetSuite®): Improve Customer Service Increase ability to Forecast Needs Marketing automation As-is To-be Sales & Marketing

Finance & Accounting: 

Finance & Accounting Three operating entities that each have individual systems Each system operates separately and submits info to Corporate to produce consolidated financials With any of the current systems, Riordan doesn’t include access to the application source code. Complete Overhaul Needed State of the art ERP system Insure that with purchase of the new system that Riordan has application source code rights to customize software to their growing needs Improved flow of financial information throughout corporation As-is To-be Finance

Human Resources: 

Human Resources Human Resources As-is To-be Effectively manage global demands Become a desired manufacturer to work for…“People make it Happen” (Apollo Group, 2004) ERP system to include a corporate wide system to incorporating a centralized system to keep all employee files Current HR Information System was implemented in 1992 as part of the financial system at the corporate offices in San Jose, CA System is not usable by all facilities Employee Files are kept at multiple locations, with different managers using hard copy, various Excel spreadsheets and databases.

Operations - Quality: 

Operations - Quality ISO 9000 certified Material sample process creates waste disposal issues High scrap issues in Hangzhou Implement Six Sigma process documentation and improvement Implement Six Sigma training program Implement Green program As-is To-be Quality

Operations – Supply Chain: 

Operations – Supply Chain Different systems across all plants. Inventory levels modified by manual entry by inventory clerk Implementation of ERP system at all plants Use of RFID to manage inventory Automate the information flow between Purchasing, Inventory, Receiving, and Operations As-is To-be Supply Chain

Information technology: 

Information technology Current systems are archaic and outdated. Each plant has its own system that does not integrate with the corporate system. Manual files stored in many different locations State of the art ERP System Establish a web-based training system to train personnel for the ERP system Security As-is To-be I nformation Technology

Slide 10: 

Operational View

Slide 11: 

Technical View

Return on Investment: 

Return on Investment ROI is: 37% = 50,000,000/1,350,000 (Before CRM investment ) ROI is: 61% = 62,500,000/1,020,000 (After CRM Investment) Return on Investment

Conclusion: 

Conclusion

References: 

References Apollo Group, Inc.. (2004). Riordan Manufacturing Intranet . Retrieved from https:// ecampus.phoenix.edu/secure/aapd/cist/vop/Business/Riordan/HR/RioHRHRIS001.htm