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Strategic Planning for Riordan Manufacturing, 2005.
A discussion of effective strategic planning for Riordan Manufacturing.
1,080 words (approx. 4.3 pages), 4 sources, APA, AU$ 60.95
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Abstract
This paper examines the issue of strategic planning for a company specializing in plastic injection molding and design, Riordan Manufacturing. The paper points out that strategic planning is the very essence of long-term survival for a business. Since publicly-owned corporations like Riordan Manufacturing have the primary goal of maximizing shareholder wealth, strategic planning centers on the long-term growth in a company's financial position. Also, Riordan Manufacturing must constantly keep abreast of local, state, federal, and international laws, since a simple legislative act could affect them in any number of ways. Another primary concern is that of competition. The paper also suggests that Riordan Manufacturing should construct much of its budget based upon its economic forecast. The paper concludes that Riordan Manufacturing seems well-poised to continue its growth in the plastic injection molding industry, and appears to adhere to sound financial planning strategies, leaving little doubt that its shareholders are being appropriately represented.
Outline:
Strategic Planning
Economic Forecast
Master Budgeting Process
Assumptions
Conclusion
From the Paper
"The formulation of any projected financial data must naturally include some assumptions. In the case of cash budgets, one important assumption of that of sales compared to collections from sales. Riordan quite clearly expects to collect revenue from sales during the month following the actual sale. For example, projected sales for July total $5,350,200 whereas projected collections from those sales are expected to be received in August under the cash budget.
"Another assumption appears evident in interest income. Given that collections from sales occurs up to a month--and possibly later--after the actual sale, Riordan has anticipated the interest income to be a fairly steady amount; as the figure does not change at any point throughout the fiscal year."
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Continuity Plan for Riordan Manufacturing, 2005.
An analysis of Riordan Manufacturing and a continuity plan presented by ab HR Consulting Firm.
900 words (approx. 3.6 pages), 4 sources, AU$ 56.95
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Abstract
The following paper provides a broad overview of a continuity plan geared towards enabling Riordan Manufacturing to comfortably overcome the loss of many employees as a result of the baby boomer exodus from the workforce. The paper examines the prospects of single point failure at Riordan Manufacturing and the methods of recruitment and selection by which the company can in an expeditious and cost effective manner find capable employees both full time and part time or supplemental. The paper then concludes with a brief review of what the company has done wrong and what it still may do right.
From the Paper
"HR Consulting Firm and a Continuity Plan for Riordan Manufacturing The imminent departure of the baby-boomers from the workforce has forced all companies, Riordan Manufacturing among them, to seek out the expertise of human resources consultants so that they can devise a strategy by which an apocalyptic labor shortage may be avoided. The following paper will offer a tentative "continuity plan" which will take into account the following workforce issues: "single-point failure" or critical skills the dearth of which can severely (even fatally) debilitate Riordan Manufacturing; methods the company may wish to employ in order to recruit/select desirable full-time employees; methods the company can utilize to recruit part-time and supplemental employees; and what rationale exists for the use of these supplemental employees and - no less importantly - what risks and advantages accrue to a company employing such individuals."
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Riordan Manufacturing, 2005.
A comprehensive human resources strategic plan for Riordan Manufacturing.
675 words (approx. 2.7 pages), 3 sources, AU$ 42.95
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Abstract
This paper examines components of a comprehensive human resources strategic plan that will delineate what Riordan Manufacturing needs to do as it prepares to address the upcoming departure of a large number of baby boomer employees. In particular, the paper examines in brief what resources can be utilized and what measures can be taken to ensure that the company culture is not vitiated. In the final analysis, a judicious use of resources and techniques can see to it that Riordan replaces departing individuals with the right people.
From the Paper
T"he following paper will briefly review a hypothetical human resources strategic plan for Riordan Manufacturing as it prepares for the inevitability of a large number of baby boomers leaving its employ in the next decade or less. In particular, the paper will examine the direction the economy is taking as well as the sort of employee that will both thrive in that new economy and also perpetuate the company's cultural ethos. As will become apparent, Riordan Manufacturing faces a major challenge, but it is by no means an insuperable challenge. To understand Riordan's human resources challenge, it is necessary to understand, at least a little, Riordan itself. To begin with, the company is an industry leader in plastic injection molding, with anticipated sales for 2005 reaching approximately $46 million."
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Riordan Manufacturing in China, 2007.
An analysis of the information technology continuity plan for Riordan Manufacturing in Shanghai.
795 words (approx. 3.2 pages), 2 sources, MLA, AU$ 46.95
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Abstract
This paper presents an information technology (IT) continuity plan for Riordan Manufacturing during the company's move from Hangzhou to Shanghai. The paper discusses the company's choice in using IBM Global Services in Shanghai and the advantages of using them. It then gives a one, three and five year plan for the IT continuity milestones for Riordan Manufacturing.
Table of Contents:
IT Continuity Plan
Supporting the Move at the Departmental Level
IT Continuity Milestones for Year One
IT Continuity Milestones for Year Three
IT Continuity Milestones for Year Five
From the Paper
"What is most critical is that the core business processes are not interrupted. These include the daily collaboration of managers with the manufacturing, purchasing, engineering, and logistics staffs, and the critical tasks of integrating enterprise resource planning with accounting, pricing, and finance. The software platforms and applications relied on to support these processes include collaboration tools including e-mail, the website, intranet portals and content management systems, manufacturing-related processes including inbound and outbound logistics, time and materials scheduling and accounting, job cost accounting, supplier management and procurement. To ensure these processes are not interrupted the systems and databases that contain these records need to be first replicated and then moved to a interim hosting center with IBM Global Services in Shanghai. IBM is the leader in hosting services in the region and has the best possible Service Level Agreements (SLAs) for Riordan's specific needs of keeping manufacturing up and running during the transition."
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Case Study: Riordan Manufacturing, Inc., 2008.
This paper is a case study that creates a systems development plan for Riordan Manufacturing, Inc., an international plastics producer.
2,635 words (approx. 10.5 pages), 4 sources, APA, AU$ 127.95
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Abstract
This paper describes a case study in which there has been a drop in productivity and efficiency at Riordan Manufacturing, leading quality management to analyze the current process of inventory management and control. The author points out that Riordan found that the outdated inventory computer system has been causing delays in receiving raw materials, in manufacturing, including inventory problems, and in the shipping of final products to consumers. The paper related that this Riordan decided to upgrade the computer system to improve overall production and management. The author demonstrates that the use of a "Service Request SR-rm-003, Development of an ERP System" form to guide the system development life cycle (SDLC), a decision-making process that an organization uses to modify existing business information systems. The paper uses this SDLC to proceed with the plan to revamp the current IT system.
Table of Contents:
Executive Summary
Service Request
Business Requirements for SDLC: Riordan
From the Paper
"The investigation stage of the SDLC cycle is used to determine the need for improvement and to examine if the improvements are worth implementing. Riordan has already answered the question of the need of improvements. The company's investigations have determined that the company needs to implement an ERP system. Riordan also examined the financial aspects of the project and found that the company does have enough capital to finance this project. The development team also determined that it would be more cost effective to use an external organization to provide the necessary components of the new ERP system."
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Riordan Manufacturing, 2005.
An analysis of Riordan Manufacturing and its technical infrastructure and its plans for the future.
900 words (approx. 3.6 pages), 4 sources, AU$ 56.95
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Abstract
This paper offers suggestions vis-a-vis the improvement of Riordan Manufacturing's technical infrastructure. Specifically, the paper cites the exploitation of shared desktop technology as well as the implementation of HRIS and HRIC capabilities as being positive first steps towards harnessing the energies of new employees and bringing them into the fold. Ultimately, the paper concludes that Riordan Manufacturing cannot afford to wait in this matter if it is genuinely desirous of building upon its present business momentum.
From the Paper
"Riordan Manufacturing and Technical Infrastructure There can scarcely be any doubt that technical infrastructure adjustments are necessary if Riordan is to maintain its present level of success. The next several pages will outline how Riordan can use a shared corporate desktop, HRIS technology, HRIC innovations and a company-wide intranet to bring members of the Riordan "family" together while fostering creativity and innovation. Ultimately, what should soon become apparent is that a revised technical infrastructure can work effectively as a unifying tool. More so now than ever before, an effective technical infrastructure is needed at Riordan manufacturing as it grapples with the departure of a large number of its employees. In the first of the two strategic positioning papers authored by this consulting agency, a number of important points were raised."
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Riordan Manufacturing: Benchmarking, 2008.
This paper is a team project, which applies benchmarking to the human resource problem at Riordan Manufacturing.
6,530 words (approx. 26.1 pages), 18 sources, APA, AU$ 241.95
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Abstract
This paper explains that in the case of Riordan Manufacturing, a global Fortune 1000 plastics producer employing 550 people, there are three groups of employees having radically different perspectives on rewards and motivation, valuing everything from interesting work to bigger paychecks. The team analyzes organizational leadership at Best Buy, the Federal Bureau of Investigation, J.D. Irving Ltd and Baptist Health Care. The paper deduces, from this benchmarking, that upper management must focus less on themselves individually and more on what is best for their employees. The team questions the value of "Six Sigma" as a methodology versus simply getting the best people in the company together with a top priority to solve major problems. The paper expresses that Riordan Manufacturing's compensation plan appears to be somewhat lacking in areas of pay structure and the reward system as compared to General Electric, the Gallup Corporation and Motorola.
Table of Contents:
Situation Background
Problem Definition
Benchmarking Solutions
Organizational Leadership
Best Buy
FBI
J.D. Irving Ltd
Baptist Health Care
Motivation and Performance
Six Sigma
Morale, Just Compensation, Direction, Job Satisfaction
The Good News
Employee Satisfaction
Financial Strength
Corporate Strategy and Goals
Getting Back the Spirit
ERP as a Strategic Enterprise Initiative Challenge
Environmentally Friendly Products
ERP Implementation
Six Sigma versus Just Getting Good People Together
Let My People Go Surfing
Compensation and Pay Structure
General Electric
Gallup Corporation
Motorola
Employee Rewards
Performance Evaluation
Job Descriptions
Salary Administration
Employee Benefits
Flexible Spending Accounts
Flight Centre, Ltd.
Conclusion
From the Paper
"Riordan Manufacturing has a motivation problem. Even though Riordan is profitable and ostensibly well run by looking at the general satisfaction indicators, employees are displeased and demoralized regarding a few key areas of corporate direction and employee compensation and reward systems. This has created a minor crisis for the company. However, the fundamentals of the business remain strong, and this situation should not be blown out of proportion. In fact, that seems to be part of the problem. Whatever problems Riordan is suffering from seem to be magnified under a lens of distortion."
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Riordan Manufacturing, 2007.
This paper examines the expansion project at Riordan Manufacturing.
1,079 words (approx. 4.3 pages), 3 sources, APA, AU$ 60.95
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Abstract
The paper examines an expansion project that would benefit Riordan Manufacturing and provides the rationale as to why this expansion project was selected. The paper provides a regional analysis of areas in which the expansion can occur. The paper shows how British Columbia is ideal for use as the principle site for expansion initiatives undertaken by Riordan Manufacturing while Mali, the second potential site, has too many limitations to be a viable choice.
Outline:
Introduction
Expansion within Riordan Manufacturing
Identification of Regions
Conclusion
From the Paper
"Currently, the majority of management initiatives within Riordan Manufacturing have been isolated to Human Resources and through cultivating strong relationships with customers. The company developed and implemented a two-year plan that would significantly increase its earning revenue through sales by 2006, with an end goal of reaching the $50 million revenue mark. As the fiscal year has not yet concluded, there is still time to reach this goal; however, despite economic slowdown in the second and third quarters, the company remains positioned to meet this mark."
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Case Study: Riordan Manufacturing, 2007.
This paper is a case study about the management of human resource practices during changes at Riordan Manufacturing, a global plastics company.
2,310 words (approx. 9.2 pages), 15 sources, APA, AU$ 114.95
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Abstract
This paper explains that Riordan Manufacturing has implemented changes, such as a customer relationship management (CRM) system, servicing customers by a team rather than individual salespeople and a Six Sigma approach to quality, which have resulted in a decline in employee satisfaction, morale and an increase in employee attrition. The author states that the optimal solution for Riordan Manufacturing to attract and retain employees is to offer a variety of compensation and reward benefits to its employees, which will help increase motivation among its radically different employee groups. The paper stresses that, to manage the human side of change and the resistance to this change, leaders must have a clear sense of what the new company vision and goals are and what behaviors employees must exhibit to achieve these goals. The paper includes several tables that present summaries of the paper contents.
Table of Contents:
Introduction
Situation Analysis
Issue and Opportunity Identification
Stakeholder Perspectives/Ethical Dilemmas
Problem Statement
End-State Vision
Alternative Solutions and Results of Benchmarking Study
Career Development Planning Models
Compensation and Motivation Practices
Impact of Ethics
Elements of an Effective Employee Relations Program
Risk Assessment and Mitigation Techniques
Optimal Solution
Implementation Plan
Evaluation of Results
Conclusion
Table: Issue and Opportunity Identification
Table: Stakeholder Perspectives
Table: Analysis of Alternative Solutions
Table: Risk Assessment and Mitigation Techniques
Table: Optimal Solution Implementation Plan
Table: Evaluation of Results
From the Paper
"Competing stakeholder values, interests, and rights impact decisions made by the Riordan management team. Shareholders are concerned with protecting the value of their stock and seek a higher return. With company sales lagging projected quotas for several years, shareholders are concerned about the worth of their investments. They do not see value in investing funds for employee rewards to improve retention and morale. Employees are more concerned with job satisfaction, personal opportunity, and compensation."
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Riordan Manufacturing Expansion, 2008.
An analysis of the social, political and legal issues in Canada and Mali that may impact Riordan Manufacturing's successful expansion there.
2,088 words (approx. 8.4 pages), 15 sources, APA, AU$ 105.95
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Abstract
This paper outlines the expansion aspirations of Riordan Manufacturing and discusses how the company's proposed penetration into Canada and Mali is complicated by the social, political and legal characteristics of each country. In particular, the paper looks at the opportunities and risks each country offers, as well as how these respective opportunities and risks may impact Riordan's prospects for success. Finally, the paper looks at how some companies have prospered when moving into either Canada or Mali and what lessons Riordan can derive from their examples.
Table of Contents:
Abstract
Country Analysis: Canada, Mali and Riordan Manufacturing's Expansion Plans
From the Paper
"In closing, the last several pages have offered a brief profile of Canada and of Mali. In so doing, what has become apparent is that Canada is a much more attractive expansion choice for Riordan Manufacturing and one which must be pursued aggressively. While Mali is not without opportunity - the country is teeming with people and undoubtedly wants to tap into specialized manufacturing technology from the West anyway it can - the reality is that the country simply offers too many challenges politically, socially and legally. Ultimately, Riordan Manufacturing should look to Vancouver, BC, as its best chance for optimal profitability and success."
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Gap Analysis: Riordan Manufacturing, 2008.
A situation and gap analysis of the problems that Riordan Manufacturing is facing.
1,756 words (approx. 7.0 pages), 8 sources, APA, AU$ 90.95
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Abstract
This paper analyzes the fact that declining sales and uneven profits for the past two years encouraged Riordan Manufacturing to make several strategic changes to the way in which the organization does business. It also looks at the fact that despite the recent changes, overall job satisfaction is steadily decreasing along with morale. It discusses the increasing turnover rate that the company is experiencing. It then presents a gap analysis for the company.
Table of Contents:
Situation Analysis
Issue and Opportunity Identification
Stakeholder Perspectives/Ethical Dilemmas
End-State Vision
Gap Analysis
Conclusion
From the Paper
"Another important component to realizing long-term viability for Riordan Manufacturing is the integration of Human Resource Management (HRM) into its business strategy and organizational design. In doing so, Riordan can ensure that they are providing an effective ROI on the human capital asset as well as foster an environment that reflects value, appreciation, integrity, and respect for its employees. HR can facilitate the changes that need to take place, properly train management on how to implement the changes, and ensure employee comprehension of the organizational goals and how their role impacts those goals (Incentive, 2005), all the while maintaining productivity, trust, and morale (Schuster & Zingheim, 1995)."
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Riordan Manufacturing, 2008.
This paper evaluates the suitability of Canada and Mali as the location for Riordan Manufacturing's overseas expansion.
1,936 words (approx. 7.7 pages), 9 sources, APA, AU$ 98.95
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Abstract
The paper reviews the relative technological sophistication, infrastructural status and demographics of Mali and Canada in order to determine which nation offers the greatest prospect of success for Riordan Manufacturing's expansion goals. The paper shows how Canada offers a far more literate pool of workers, greater technological capacity and innovation, a more predictable work culture and an older, more affluent consumer base which has the need and the accumulated wealth to purchase Riordan's products in large numbers.
From the Paper
"Riordan Manufacturing's proposed overseas expansion into Mali and into Canada is one which, because of the scale and cost involved, demands that special attention be granted to a host of factors - technology, infrastructure and demographics being (arguably) chief among them. As mentioned in previous papers, Riordan Manufacturing is a company that specializes in plastic injection molding. Even more specifically, Riordan describes itself as being a company that possesses state-of-the-art capabilities and which produces innovative plastic designs prized the world over (Gobeli 2007). Simply put, this is a company that needs skilled workers in abundance in any overseas location and this is also a company that needs to situate itself in countries that have strong infrastructures, stable political environments, and upper-echelon technology if its international expansion is to be profitable and successful."
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Case Study: Riordan Manufacturing, 2007.
This paper is a case study, which analyzes Riordan Manufacturing's pending move into the Canadian market relative to the existing regional trading blocs.
1,935 words (approx. 7.7 pages), 10 sources, APA, AU$ 98.95
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Abstract
This paper explains that, because Riordan is suffering from revenue erosion and a reduction in margins in its local U.S. market, it is seeking to expand into the Canadian market. The author points out that, as a U.S. company in Canada, the company can benefit from foreign exchange hedging strategies intended to repatriate funds across regions and markets, which is especially true of the North American Free Trade Agreement (NAFTA).The paper relates that one other potential trading bloc consideration for Riordan is possibly the Association of Southeast Nations (ASEAN) regional trading bloc by virtue of a Chinese operation. The paper concludes that association with NAFTA through additional location in Canada is the best trade association for Riordan.
Table of Contents:
Abstract
Overview
Trading Bloc Targets
Compliance Issues
Trade Transactions
Financing Organizations
Venture Capital
Joint Venture
Recommended Action
From the Paper
"Until such antiquated protectionist policies are dismantled in the Canadian market, cultural integration between Riordan's Canadian operations and its U.S. headquarters will be more difficult than compliance with the actual regulations of NAFTA. NAFTA's trade structures are fairly well documented and the market advantages of operating in Canada provide Riordan with some benefits it cannot get by expanding in its home market. Additionally, should Riordan wish to expand in the future into Mexico, compliance with NAFTA regulations virtually assures it will have almost free market access to do so."
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Riordan's Expansion Plan, 2008.
An analysis of Riordan's planned expansion into the Canadian market and the importance of change and change management to the success of the operation.
3,859 words (approx. 15.4 pages), 14 sources, MLA, AU$ 169.95
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Abstract
This paper discusses Riordan's planned expansion into the Canadian market with a new manufacturing facility. It looks at the mid to long-term plans for this expansion project. It also discusses the importance of change and change management and how they are viewed as critical to the success of this operation. Finally, the paper discusses the systems and interaction between systems and how they are critical to Riordan's expansion plan success.
Table of Contents:
Executive Summary
Expansion Project
Overview
Business Requirements
Technology Project Plan
Models and Theories of Change
Application of Change Models
Recommendations for Change
Systems Thinking and Change Management
Conclusion
From the Paper
"Riordan's expansion into the Canadian market should be resoundingly approved by both its board of directors and its shareholders although the latter is not necessary. This strategy is more than just an attempt to gain cost efficiencies across markets but an attempt to enter a new market altogether and provide for long-term, future growth opportunities that would otherwise not be present. In this sense, Riordan's suggested expansion into the Canadian market should not be viewed as a risk inherent endeavor but rather as an opportunity loaded strategy with little downside. Research indicates that break-even is essentially a foregone conclusion between 3-5 years and everything afterwards can be considered profit generation as long as overhead is met."
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Strategic Plans, 2007.
An analysis of the strategic plan of Zellwinger's to move from VCR manufacturing to DVD manufacturing.
2,369 words (approx. 9.5 pages), 1 source, MLA, AU$ 116.95
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Abstract
This paper presents an analysis of the internal and external environments of a company named Zellwinger's, which currently manufactures VCRs. The paper presents the first steps towards implementation of a move from the mature technology of VCRs to new technology in the form of DVD players. It concludes with the importance of thorough planning in order for the change to be successful.
Table of Contents:
External Environment
Production
Human Resources
From the Paper
"The greatest human resource challenge is fear of change. In any corporation, this needs to be dealt with first before any other functional plans can be implemented. It is during the second year of implementation that a general meeting occurs between management and the entire work force. Before this time, Human Resources are charged with determining if there are nay adjustment problems among personnel. Depending on the seriousness of problems at this stage, they are dealt with either by a HR representative, or by management. This should take no longer than one month."
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