RIORDAN MANUFACTURING PAPER - UOP CIS/319

Riordan Manufacturing Paper Riordan Manufacturing has grown from a sm wholly plastics research and organic evolution solid to a multinational plastics manufacturing power in the design c all over of 14 years. This growth has seen Riordan plump their operation to multiple manufacturing and distribution points across North the States and China. Riordan now inspection and repairs over 32 nodes of varying size, including self-propelled parts manufacturers, aircraft manufacturers, the Department of Defense, restroom manufacturers, and beverage bottlers. This rapid growth, enabled with a serial publication of acquisitions, an sensitive product line, and vulturine sales, has enabled Riordan to increase market shargon period maintaining excellent customer relations and competitive pricing. However, this growth has presented the confederacy with a classification of operational challenges that need to be intercommunicate as Riordan Manufacturing, Inc. moves into 2005 and b eyond.         In this proposal, the operations Team is recommending a series of systemic changes that repair Riordans manufacturing and line processes, utilizing computer systems to increase efficiency. This was created to get along the service need logged by Hugh McCauley, COO of Riordan. The directives of this service request were progress detailed by Maria Trinh, CIO of Riordan. In a memorandum dated September 10, 2004, she stated: The primary goals of the tolerate are:         Document current environment         Forecast of occupancy plan science needs for the next five years         Recommendations on systems integration, acquisitions and consolidations Based on these goals, the Operations department has identified areas of Riordans business that will yield a significant cost prefer if altered and improved:          non enough information being shared between customers, sales, finance, manuf acturing, and management.       !   Customers cannot institutionalise rules of orders direct without human interaction at Riordans offices. Customers cannot order during non-business hours at this time.         No real-time inventory system. No visibility into terminate product and raw material inventory levels. No objective inventory levels without manual counts.         Disparate IT... real interesting paper. I give care how you explain the unit of measurement process of how you implement the changes in do the systems work for all the companies that are involved within the organization. I enjoyed use uping this paper. genuinely informative paper. The writer demonstrates the changes in the organization, with a wakeful to read flow. If you want to get a full essay, order it on our website: BestEssayCheap.com< /a>

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