Marketing 101
Process for Riordan Manufacturing
OPS/571
August 30, 2011
Process Design for Riordan Manufacturing As acting consultants for Riordan Manufacturing, our goal is to assist the company in streamlining its design process. To achieve this goal an analysis of the production process for electric fan product and determine with stages are vital and which are not value adding and eliminate the latter. Riordan has the need to minimize the waste generated by each business unit to reduce the production cost of the fan. The factory in Hangzhou, China uses these pieces to create customized products. The company focuses on the optimization strategy to improve the mutual recognition procedure based on the volatility of the processes involved in the supply and demand. The local company must provide the necessary supply of production-based engines. The assembly plant after receiving the goods must be sent packing to proper treatment. Finally, the transport unit refers to the distribution of electric fans. Riordan is concerned about the loss of their respective units. Therefore, reduce the level of residues of each unit, could reduce the cost of producing each unit. An initiative started using factory parts as Hangzhou additional products. However, the factory has a concern about the periodic applications to provide its fans. Therefore, is difficult to properly assess the requirements of these materials. Riordan focused on inventory management of raw materials to achieve the final product. “Supply chain must be connected to the identification of suitable materials for the production of electric motors, and sales forecasts for future production,” (Chase, 2006). This will increase the competitiveness of production facilities and delivery schedule delays. Other options can increase the cost of inventory. Important issues are the polymer plastics used in electric fans are full of supplies, low stocks of plastic polymers capable of balancing the costs of reducing the
OPS/571
August 30, 2011
Process Design for Riordan Manufacturing As acting consultants for Riordan Manufacturing, our goal is to assist the company in streamlining its design process. To achieve this goal an analysis of the production process for electric fan product and determine with stages are vital and which are not value adding and eliminate the latter. Riordan has the need to minimize the waste generated by each business unit to reduce the production cost of the fan. The factory in Hangzhou, China uses these pieces to create customized products. The company focuses on the optimization strategy to improve the mutual recognition procedure based on the volatility of the processes involved in the supply and demand. The local company must provide the necessary supply of production-based engines. The assembly plant after receiving the goods must be sent packing to proper treatment. Finally, the transport unit refers to the distribution of electric fans. Riordan is concerned about the loss of their respective units. Therefore, reduce the level of residues of each unit, could reduce the cost of producing each unit. An initiative started using factory parts as Hangzhou additional products. However, the factory has a concern about the periodic applications to provide its fans. Therefore, is difficult to properly assess the requirements of these materials. Riordan focused on inventory management of raw materials to achieve the final product. “Supply chain must be connected to the identification of suitable materials for the production of electric motors, and sales forecasts for future production,” (Chase, 2006). This will increase the competitiveness of production facilities and delivery schedule delays. Other options can increase the cost of inventory. Important issues are the polymer plastics used in electric fans are full of supplies, low stocks of plastic polymers capable of balancing the costs of reducing the
References: Chase, R. B., Jacobs, F. R., & Aquilano, N. J. (2006). Operations management for competitive advantage (11th ed.). Boston: McGraw Hill/Irwin. Deresky, H. (2008). International management: Managing across borders and cultures (6th ed.). New Jersey: Prentice Hall.