Case Study: Riordan Manufacturing
EMS Recommendations
Learning Team B
Kristina Aiello, Cristal Carranza, Jared Mathison, Jennifer Valentine, Michelle VestalMGT/360November 3rd, 2014Vicki BauerExecutive Summary
In a profit-driven market, executive decisions are based on capital gain instead of long-term sustainability of the planet. Too many pollutions have killed the sea life in the oceans, the streams, the ground soil, the ozone, and all of these practices have poisoned the planet. Business leaders need to change their philosophy of sustainment through capital gain to sustainment through environmental sustainability and be a socially responsible company to stay competitive in today 's market
Riordan Manufacturing Inc. is a part of the Fortune 1000 enterprises and exceeds ISO 9000 standards giving them the ability to stay a competitor within the plastic manufacturing industry. Currently, Riordan employs 550 employees throughout their four plants in Michigan, California, Georgia and one in China making them a global company. Riordan supports key customers in the automotive parts industry and aircraft manufacturers fields and can customize their product to meet their customers ' needs. They emphasize six sigma because they understand the importance of asset utilization and the elimination of waste that slows …show more content…
operations.
Top leadership requested internal audits on all four operations to identify the top three area needing sustainability process implementation.
The first area of concern is the current process of disposing of waste from excess materials. The second area of concern is the label maker omitting high level of hazardous gases into the air. The third area identified is the internal audit is the wasted energy throughout the company. Looking into future sustainability efforts, Riordan Manufacturing will continue to identify ways to improve their long-term sustainability efforts by conducting business with environmental sustainability their determining factor to ensure their continued
success.
Introduction
This assignment is the continuation of the EMS recommendations from week four. This assignment will address any anticipated barriers during the implantation phase, what implementation strategies used to put plan into action. The last step in the EMS process is determining what systematic monitoring of sustainability methods used to monitor the progress and address issues not identified under the anticipated barriers phase.
Anticipated barriers
Implementing new technologies and practices will be difficult to achieve without some resistance. Creating a sustainable and energy efficient environment will difficult to streamline effectively without the support of the employees, as well as the shareholders. Reducing energy consumption may be the most difficult of the anticipated barriers. Utilizing more energy materials is necessary, but relying on employees to turn of tools, lights, and machinery between uses, will be a constant pursuit. (Shyi-Min Lu, Yih-Shiaw Huang, & Jhy-Ming Lu, 2008)
Other sustainable and environmental changes, such as the management of waste disposal and clean air efforts, may present some difficulty; however, installing proper ventilation systems, enforcing the use of chemical spillage traps, reusing chemicals when possible will improve the effort greatly. Reducing materials during the manufacturing process is another barrier that may be difficult to overcome. Enforcing new practices regarding the use of materials and monitoring the usage will be necessary (Acien, Molina, Fernandez, & Magan, 2012).
Implementation Strategies
A strategic implementation is a process that puts plans and strategies into action to reach certain goals. The strategic plan is usually a written document that clearly lays out the plans for the business to their reach goals or objectives. The implementation is what makes the company 's plans happen. A successful implementation plan will have a very visible leader; this leader can be anyone such as the Unit manager, SVP, VP, CFO, or even the CEO. It is their job to communicate the vision, excitement and behaviors necessary for the achievement. It is vital that the implementation have a strategic map, and this map will identify: finances, market, work environment, operations, sustainability, people and partners. The most common mistake in strategic implementation is not developing ownership of the process, lack of communication, and a plan that involves too much, and no way of tracking its progress are the common pitfalls. According to "Wharton University Of Pennsylvania” (2014), the five best implementation strategies are:
Strategy Implementation Model: Equip your organization to adapt to execution success and change by developing a model of appropriate structures, objectives, controls, integration mechanisms, and incentives for implementing your strategy.
Strategic Change: Understand the stages of implementation, forces for and against change, and ways to overcome resistance to change, and develop structures and tactics to implement change.
Human Resources and Strategy Implementation: Integrate HR policies and talent management with strategy implementation needs.
Strategy and Structure: Understand how strategy affects structure and how the choice of structure affects efficiency and effectiveness and the achievement of execution-related goals.
Incentives and Controls: Discuss ways to motivate and control performance, including methods to achieve effective coordination.
Systematic Monitoring of Sustainability Methods
Necessary methods Team B recommends for monitoring Riordan sustainability include; a biannual check and post on the company website of financial data related to the sustainability plan. The purpose of this step will be to provide transparency among employees and the community so that any progress or lack of will be relayed company-wide. One month following the posting of these results, two representatives from each factory location, comprising the Riordan EMS committee, will attend an evaluation meeting. The purpose of this meeting is to evaluate the financial and environmental data compiled. The EMS committee will draft a report of real progress made and make suggestions to improve areas that are not performing well. Progress will be measured by financial results and compiled data from decreasing production waste during manufacturing. A final evaluation will examine air quality, and toxicity samples taken at each location, to ensure that improved ventilation and spillage reduction systems are improving the environment. If the system is found not performing to expectations; the committee will investigate why and recommend ways to improve these areas.
Conclusion
In conclusion, the areas covered in this assignment are the anticipated barriers, allowing team leaders to stay ahead of the game. The second step is identifying implementation strategies to put the plan on paper into action. The last step is assigning a systematic monitoring and improvement methods to ensure follow through of the sustainability process improvement.
References
Shyi-Min Lu, , Yih-Shiaw Huang, & Jhy-Ming Lu,. (2008, July). Planning an energy-conserving policy for Taiwan based on international examples of success. Energy Policy, 30(7), 2685–2693. Retrieved from http://www.sciencedirect.com.ezproxy.apollolibrary.com/science/article/pii/S0301421508001560Acien, F., Fernandez, J.M., & Magan, J.J., Molina, E., (2012, February). Production cost of a real microalgae production plant and strategies to reduce it. Biotechnology Advances, 30(6), 1344–1353. Retrieved from http://av4kc7fg4g.search.serialssolutions.com.ezproxy.apollolibrary.comWharton University of Pennsylvania. (2014). Retrieved from http://executiveeducation.wharton.upenn.edu/for-individuals/all-programs/making-strategy-work-leading-effective-execution
Fogelberg, K. (2010). Monitoring of Water and Sanitation Sustainability. International Journal of Social Ecology and Sustainable Development (IJSESD), 3(1), 73-86. doi:10.4018/jsesd.2010070106
Learning Team B
Kristina Aiello, Cristal Carranza, Jared Mathison, Jennifer Valentine, Michelle VestalMGT/360November 3rd, 2014Vicki BauerExecutive Summary
In a profit-driven market, executive decisions are based on capital gain instead of long-term sustainability of the planet. Too many pollutions have killed the sea life in the oceans, the streams, the ground soil, the ozone, and all of these practices have poisoned the planet. Business leaders need to change their philosophy of sustainment through capital gain to sustainment through environmental sustainability and be a socially responsible company to stay competitive in today 's market
Riordan Manufacturing Inc. is a part of the Fortune 1000 enterprises and exceeds ISO 9000 standards giving them the ability to stay a competitor within the plastic manufacturing industry. Currently, Riordan employs 550 employees throughout their four plants in Michigan, California, Georgia and one in China making them a global company. Riordan supports key customers in the automotive parts industry and aircraft manufacturers fields and can customize their product to meet their customers ' needs. They emphasize six sigma because they understand the importance of asset utilization and the elimination of waste that slows …show more content…
operations.
Top leadership requested internal audits on all four operations to identify the top three area needing sustainability process implementation.
The first area of concern is the current process of disposing of waste from excess materials. The second area of concern is the label maker omitting high level of hazardous gases into the air. The third area identified is the internal audit is the wasted energy throughout the company. Looking into future sustainability efforts, Riordan Manufacturing will continue to identify ways to improve their long-term sustainability efforts by conducting business with environmental sustainability their determining factor to ensure their continued
success.
Introduction
This assignment is the continuation of the EMS recommendations from week four. This assignment will address any anticipated barriers during the implantation phase, what implementation strategies used to put plan into action. The last step in the EMS process is determining what systematic monitoring of sustainability methods used to monitor the progress and address issues not identified under the anticipated barriers phase.
Anticipated barriers
Implementing new technologies and practices will be difficult to achieve without some resistance. Creating a sustainable and energy efficient environment will difficult to streamline effectively without the support of the employees, as well as the shareholders. Reducing energy consumption may be the most difficult of the anticipated barriers. Utilizing more energy materials is necessary, but relying on employees to turn of tools, lights, and machinery between uses, will be a constant pursuit. (Shyi-Min Lu, Yih-Shiaw Huang, & Jhy-Ming Lu, 2008)
Other sustainable and environmental changes, such as the management of waste disposal and clean air efforts, may present some difficulty; however, installing proper ventilation systems, enforcing the use of chemical spillage traps, reusing chemicals when possible will improve the effort greatly. Reducing materials during the manufacturing process is another barrier that may be difficult to overcome. Enforcing new practices regarding the use of materials and monitoring the usage will be necessary (Acien, Molina, Fernandez, & Magan, 2012).
Implementation Strategies
A strategic implementation is a process that puts plans and strategies into action to reach certain goals. The strategic plan is usually a written document that clearly lays out the plans for the business to their reach goals or objectives. The implementation is what makes the company 's plans happen. A successful implementation plan will have a very visible leader; this leader can be anyone such as the Unit manager, SVP, VP, CFO, or even the CEO. It is their job to communicate the vision, excitement and behaviors necessary for the achievement. It is vital that the implementation have a strategic map, and this map will identify: finances, market, work environment, operations, sustainability, people and partners. The most common mistake in strategic implementation is not developing ownership of the process, lack of communication, and a plan that involves too much, and no way of tracking its progress are the common pitfalls. According to "Wharton University Of Pennsylvania” (2014), the five best implementation strategies are:
Strategy Implementation Model: Equip your organization to adapt to execution success and change by developing a model of appropriate structures, objectives, controls, integration mechanisms, and incentives for implementing your strategy.
Strategic Change: Understand the stages of implementation, forces for and against change, and ways to overcome resistance to change, and develop structures and tactics to implement change.
Human Resources and Strategy Implementation: Integrate HR policies and talent management with strategy implementation needs.
Strategy and Structure: Understand how strategy affects structure and how the choice of structure affects efficiency and effectiveness and the achievement of execution-related goals.
Incentives and Controls: Discuss ways to motivate and control performance, including methods to achieve effective coordination.
Systematic Monitoring of Sustainability Methods
Necessary methods Team B recommends for monitoring Riordan sustainability include; a biannual check and post on the company website of financial data related to the sustainability plan. The purpose of this step will be to provide transparency among employees and the community so that any progress or lack of will be relayed company-wide. One month following the posting of these results, two representatives from each factory location, comprising the Riordan EMS committee, will attend an evaluation meeting. The purpose of this meeting is to evaluate the financial and environmental data compiled. The EMS committee will draft a report of real progress made and make suggestions to improve areas that are not performing well. Progress will be measured by financial results and compiled data from decreasing production waste during manufacturing. A final evaluation will examine air quality, and toxicity samples taken at each location, to ensure that improved ventilation and spillage reduction systems are improving the environment. If the system is found not performing to expectations; the committee will investigate why and recommend ways to improve these areas.
Conclusion
In conclusion, the areas covered in this assignment are the anticipated barriers, allowing team leaders to stay ahead of the game. The second step is identifying implementation strategies to put the plan on paper into action. The last step is assigning a systematic monitoring and improvement methods to ensure follow through of the sustainability process improvement.
References
Shyi-Min Lu, , Yih-Shiaw Huang, & Jhy-Ming Lu,. (2008, July). Planning an energy-conserving policy for Taiwan based on international examples of success. Energy Policy, 30(7), 2685–2693. Retrieved from http://www.sciencedirect.com.ezproxy.apollolibrary.com/science/article/pii/S0301421508001560Acien, F., Fernandez, J.M., & Magan, J.J., Molina, E., (2012, February). Production cost of a real microalgae production plant and strategies to reduce it. Biotechnology Advances, 30(6), 1344–1353. Retrieved from http://av4kc7fg4g.search.serialssolutions.com.ezproxy.apollolibrary.comWharton University of Pennsylvania. (2014). Retrieved from http://executiveeducation.wharton.upenn.edu/for-individuals/all-programs/making-strategy-work-leading-effective-execution
Fogelberg, K. (2010). Monitoring of Water and Sanitation Sustainability. International Journal of Social Ecology and Sustainable Development (IJSESD), 3(1), 73-86. doi:10.4018/jsesd.2010070106