Important definitions to the case study: v
Important definitions to the case study: v
One option available to Guillermo is to make no adjustments to the company’s current operations. This option supports the top concerns of acquisition from a larger firm and spending a large amount of cash on high-tech equipment investments, it does not solve the problem of a shrinking profit margin because of a rise in labor costs. Supporting the option to maintain current operations overlooks potential opportunities that are identified to allow the company to move away from its primary manufacturing role and act as a distributor for the Norwegian competitor. According to the assets, liabilities, and equity information provided by the University of Phoenix, sales growth is slowing to 1% from previous periods. These low profit margins willnot sustain Guillermo in the long-term;they will not improve if there is not a choicemade to adjust to the financial situation.…
Parts are purchased by buyers in the China Plant’s purchasing department from a local Chinese company. While this company attempts to maintain adequate quantities of electric motors in stock to meet all its order requirements, its on-time deliveries over the past year have averaged only 93%.…
Present sales incentives are structured for individual salespersons ' as an alternative for a team approach. "The new philosophy is to initiate changes in business practices that will result in revisions to current sales methodologies of individual sales representatives account management to that incorporates a salesperson, a product-engineering specialist and a customer service representative with support from R& D" (UOP Scenario, 2008). Though Riordan 's Sales Department sales department processes have changed, the current incentive/bonus programs are lagging and are not strategically aligned with the new and revised programs that Riordan is attempting to implement.…
Strategic managers have responsibility to both the employees and stakeholders of the organization. Engaging in strategic management decisions should include ethics and social responsibilities. The expectation of such responsibilities from stakeholders is to fulfill legal and ethical economic decisions.…
Riordan Manufacturing is a company that produces plastic from beverage containers to the automotive and aircraft industries. In order for Riordan to continue to be the leader in the polymer materials industries, they must improve there system.…
a) In machining, material is removed from the workpart so that the remaining material is the desired part geometry.…
Riordan Manufacturing is a plastic manufacturing company founded in 1991, employing 550 people and has projected annual earnings of $46 million. They are a global company with three total manufacturing locations, two being in the United States and one in China. Riordan Manufacturing recognizes the importance of strategic planning as part of long term success of the business, which will be outlined in this paper. In order for a company to become and remain successful, they must take strategic risks. Strategic management involves creating new ideas and making changes to shape a company for long term success. “It includes environmental scanning (both internal and external), strategy…
consistent identity (Ketchen, Boyd and Bergh, 2008). It is no doubt that there are still many…
Riordan Manufacturing, Inc is an industry leader in the field of plastic injection molding employing 550 individuals throughout its plants in the USA and China. Products produced at Riordan include plastic beverage containers produced at its plant in Albany, Georgia, custom plastic parts produced at its plant in Pontiac, Michigan, and plastic fan parts produced at its facilities in Hangzhou, China. Research and development is conducted at the corporate headquarters in San Jose. The success of the company speaks for itself with projected annual earnings of $46 million (Apollo, 2004). While studying Riordan, one can see the success on the company’s website by browsing the balance sheet and income statements. Although successful and turning a profit the company could improve its efficiency and effectiveness in many areas including, but not limited to human resources, legal areas, and logistics and operations. These three topics will be discussed in further detail in the following pages.…
It’s a mystifying time to be in the manufacturing industry. After a severe global financial crisis hasten merchandise prices and flounce to the side a year detonation, a promising revival give the industry reason to hope. But the global economy has degenerated into another less severe downturn in 2011, hindering global demand and forcing down merchandise prices once again. The move of the industry focusing on all over the risk based on current economic and industry concerns. Many industry leaders consider that current decline is a predicament of composure added in a catastrophe of basics. Economics and goods prices may be beyond the control of the industry, but an assortment be able to be achieved through good administration have spectator the initial economic predicament. The major risks that management is likely to face in 2012 are cost escalation, government involvement in the industry, access to new projects, ability to raise capital…
“Riordan Manufacturing is a global plastics manufacturer 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”. (University of Phoenix, pg.1, 2013) Riordan corporate headquarters is in San Jose, California. The company’s research and development is conducted here. A chemistry professor Dr. Riordan founded the company in 1991. Since then it has grown to an international company “with plastic beverage containers produced at its plant in Albany, Georgia, custom plastic parts produced at its plant in Pontiac, Michigan, and plastic fan parts produced at its facilities in Hangzhou, China”. (University of Phoenix, pg.1, 2013) In 1992 Dr. Riordan obtained venture capital and purchased a fan manufacturing plant in Pontiac, Michigan, the company received its name of Riordan Manufacturing during this. In 2000 the company expanded and moved its entire fan manufacturing operations from Michigan to China.…
Like many companies facing similar problems Guillermo decided to look at his competition and how they operate for insight into how he would be able to save his furniture business. Guillermo needed to establish a competitive advantage, this change needed to ensure an increase in value or economic efficiency for the company. Guillermo’s first found out that many smaller companies were consolidating with larger companies through mergers or acquisitions. Being a part of a larger organization typically leads to an increase in efficiency by consolidating costs as well as manufacturing. This option was undesirable to Guillermo; he was not interested in purchasing smaller locations as well as did not like the ideas of being acquired by a larger company.…
Operationally, the Detroit plants is manufacturing products at low-volume and with significant diversity in regards to product type. This increased complexity and variability equates to a ‘job shop’ environment, as opposed to a ‘flow shop’; which is the manner in which most counterpart plants are operating. The Detroit plant is unique in that it is not only manufacturing all three product lines, making it very complex, but the lack of corporate support has led to significant demoralization of human resources, which is having a tangible impact and strain on ongoing production. Due to the diverse product range, but inversely beneficial low production quantity, Detroit is unable to leverage economies of scale; also contributing to large overhead costs. Unpredictability and erraticism in production-need do not appear conducive to the innovation and streamlining initiatives consistent with corporate strategy. The lack of support, financial and operational, appears to have diminished capital investment, resulting in the retention of longstanding and…
On Sept 12, 2007, members of Congress, their staff, reporters, and the general public were all gathered in a U.S. Senate hearing room to discuss the issue of toy safety, how to make it better and improve it (Anne T Lawrence, 2008). What brought about the hearing was the Mattel Company, who is known as one of the “world’s premier toy companies” and was the Global leader in the design, manufacture, and marketing of toys along with other family products had ordered a series of recalls of toys and other children’s playthings. Mattel manufactures over 800 million toys annually. They began their business in Southern California in a garage workshop manufacturing picture frames and eventually the company started selling dollhouse furniture made from their picture frame scraps and when they realized the market potential they switched their business over to manufacturing toys. In 1959 Mattel created their most famous and popular toy, the Barbie Doll. The toy was considered a doll with which little girls could play out their dreams. Throughout the history of the company Mattel has continued to create and market popular toys such as Hot Wheels and Match Box. They have also merged with successful manufacturers (Fisher Price and Tyco), they also became partners with children’s program companies (Disney, Sesame Street, and Nickelodeon), obtained rights to manufacture popular product lines (Cabbage Patch, American Girl Dolls, Fisher Price and Harry Potter merchandise) and expanded their business by acquiring other companies like (The Pleasant Company).…
Miltiadis A. Boboulos Manufacturing Processes and Materials: Exercises Download free ebooks at bookboon.com 2 Manufacturing Processes and Materials: Exercises © 2010 Miltiadis A. Boboulos & Ventus Publishing ApS ISBN 978-87-7681-695-7 Download free ebooks at bookboon.com 3 Contents Manufacturing Processes and Materials: Exercises Contents Summary 6 Question 1: Non-conventional manufacturing processes 7 Question 2: The Electro-discharge Machining (EDM) process 14 Question 3: Factors causing tool wear 20 Question 4: Acceptance sampling 33 Question 5: Principles of the Resin Transfer Moulding (RTM) 45 Question 6: Fibre reinforced plastic composites 50 Question 7: A cutting test on a steel bar 55 Question 8: Electro-discharge machining (EDM) requirements & properties 58 Question 9: Hard and soft automation 62 Question 10: Surface integrity of manufactured surfaces: properties & applications 65 Question 11: Bored holes - plug and gap gauges 68 Please click the advert Fast-track your career Masters in Management Stand out from the crowd Designed for graduates with less than one year of full-time postgraduate work experience, London Business School’s Masters in Management will expand your thinking and provide you with the foundations for a successful career in business.…