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Operations Process Upgrades

Running head: OPERATIONS PROCESS UPGRADES

Operations Process Upgrades
Paul Dobranic, Glinda Parker, Aldo Torre, and Jason P. Walters
University of Phoenix
December 6, 2006.


Operations Process Upgrades
Currently as of 2006, Riordan Manufacturing expanded its manufacturing base with three additional plants and recently acquired an overseas location in Hangzhou, China. Riordan Industries is advancing in the Fortune 1000 companies by reaching $1 billion in revenues with sales of $46 million. Although, the expansion and target of sales increase, problems are arising. The Albany department's present inventor system is hindering potential large sales and ineffectively making use of storage facilities. The existing business system is working but savings could be achieved through automation (e.g. reduce redundancy and help forecast accurately). Georgia department's current processes are inadequate to meet the company's objectives of higher revenues. As a whole, the existing business system has insufficient structure, high degree of waste, loss of useful data, human error and incomplete connectivity.
Areas to Improve
In particular, Albany's Georgia facilities have to deal with many manual checks and balances consisting of multiple forms and handling time slowing down the system. Individual records are maintained by various tools (some paper based); therefore, the proposed system will aim at significantly eliminating the paper trail. Consolidating historical production figures should be managed efficiently and accurately for production forecasts. In order to accomplish this, files which are scattered among many databases, in rooms full of paper files, and thousands of microfiche containing past information have to be digitized. Other room for improvement includes the storage for short orders and raw material emergency stock. Also, corrected would be the expense of last-minute freight charges. The VMI application can exactly calculate maximum...