New User Special Price Expires in

Let's log you in.

Sign in with Facebook


Don't have a StudySoup account? Create one here!


Create a StudySoup account

Be part of our community, it's free to join!

Sign up with Facebook


Create your account
By creating an account you agree to StudySoup's terms and conditions and privacy policy

Already have a StudySoup account? Login here

CIS 319 Riordan Manufacturing Service Request SR-rm-001


CIS 319 Riordan Manufacturing Service Request SR-rm-001 fin571

Marketplace > Kaplan University > fin571 > CIS 319 Riordan Manufacturing Service Request SR rm 001

Preview These Notes for FREE

Get a free preview of these Notes, just enter your email below.

Unlock Preview
Unlock Preview

Preview these materials now for free

Why put in your email? Get access to more of this material and other relevant free materials for your school

View Preview

About this Document

CIS 319 Riordan Manufacturing Service Request SR-rm-001
Study Guide
50 ?




Popular in

Popular in Department

This 14 page Study Guide was uploaded by an elite notetaker on Tuesday November 10, 2015. The Study Guide belongs to fin571 at Kaplan University taught by in Fall 2015. Since its upload, it has received 28 views.

Similar to fin571 at Kaplan University


Reviews for CIS 319 Riordan Manufacturing Service Request SR-rm-001


Report this Material


What is Karma?


Karma is the currency of StudySoup.

You can buy or earn more Karma at anytime and redeem it for class notes, study guides, flashcards, and more!

Date Created: 11/10/15
Busin     ess     Case Service Request SR­rm­001 Process Evaluation: LBulleng Team C University of Phoenix CIS319                 Prepared by: Team Names Here    Last Updated: 11/24/11 1 Table of Contents 1. EXECUTIVE SUMMARY_____________________________________3 4. PROCESS FLOW____________________________________________9 5. CATALOG OF FEATURES__________________________________12 2    Last Updated: 11/24/11 1.  EXECUTIVE SUMMARY Riordan Manufacturing’s management team has identified a number of different areas of  opportunity to help promote fundamental business improvement.  Team C has been tasked with the duty  of performing consultation work to help firm up some of the various business requirements each  functional area would like to have addressed and put together a recommendation for improvement  coupled with a formal service request that documents each recommendation. While making discoveries  about Riordan Manufacturing’s internal procedures, and through careful analysis of leadership’s  feedback, the team has put together a service request document herein that includes a series of  requirements to help make the improvements to existing or to­be­developed procedures and mechanisms  for conducting business. The overall goal of the project is to make Riordan as profitable as possible by  addressing the business requirements identified in a holistic and concise manner. Among the  improvement areas included, some of the more common themes among the functional leadership team  that have emerged have revolved around the following conceptual improvements:   finance and accounting processes  inventory process  supply chain management   quality assurance  compensation/personnel satisfaction With the feedback provided, the consulting team believes a turn­around in the subject areas above will  greatly increase Riordan Manufacturing’s competitive advantage and yield greater business processes  further increasing efficiency and the company’s ability to satisfy customer expectations. To better identify some specific direction the team will address in the service request, an  executive summary of the specific improvement areas. As the reader progresses through this document,  team C would like to reinforce that the summary identifies purely conceptual areas to be addressed and  the more detailed portions of the request will better address other areas of improvement that also are  inclusive of the proposed improvements.  3    Last Updated: 11/24/11 Finance/Accounting processes will be changed to accommodate a global standard. Such a  standard will improve the overall collaboration and interfacing between regions allowing all of Riordan’s  locations to benefit from the same added value of one standard. This will align the finance and accounting team to a more forward­thinking malleable business unit that has uniformity across the enterprise  allowing disparate business units to operate more efficiently. The existing inventory process has no mechanism for automation. Most of the process consists  of manual entry. Inventory management and automation will be a newly available capability as a result of the proposed changes the team has put together. The automated process will exist in the receiving,  manufacturing, and shipping functional areas. Such a change will improve the turnaround time for  shipments to customers, which has the desired effect of improving customer experiences when doing  business with Riordan Manufacturing.    Quality assurance is fundamental to business success in general, and Riordan Manufacturing is  no exception. Riordan Manufacturing knows that controlling quality is very important. As a result, the  team is going to propose the implementation of Six Sigma and ISO 9000 standards to be the base standard for quality assurance for the overall manufacturing function of the business. Successful implementation  will yield and entire 180 degree turn­around for overall manufacturing within the company and yield  equally nominal positive gains.  Compensation and Personnel Satisfaction has grown to be a key issue for Riordan  Manufacturing as a result of recent changes to the companies’ marketing strategy and sales initiatives.  The changes have thus put many employees in a state of uneasiness and the company has identified the  issue to among the many areas of improvement the company would like to target in the included project. 2.  INTRODUCTION 2.1 Background Riordan Inventory and Manufacturing Process Improvement Business Requirements Service Request SR­rm­001 has been requested by COO Hugh McCauley of Riordan Manufacturing.  McCauley has asked that Team C suggest specific systems changes that would improve their inventory or    Last Updated: 11/24/11 4 manufacturing processes. Over the past two years, the company has been forced to change its sales  processes due to uneven profits and declining sales.  Although Riordan recognizes the importance of innovation, the company has adequately failed to  consider employee motivation as well as rewards. For that reason, a concern has been ongoing as to  whether management will lose its key employees in research and development.  On the other hand,  management believes a change could motivate employees as well as achieve success ultimately resulting  in a positive outcome. 2.2 Scope The Team has been asked to create business requirements for system upgrades and improvements for  either IT or IS consultants use. During review of the Riordan Manufacturing Companies Inventory and  manufacturing processes, we have found areas that are in need of improvement. We will discuss the  present processes and how these can be changed to improve the efficiency. Riordan wants to evolve its  business focus by offering tailor­made service packages to clients. The company has changed the way  they manufacture and market its products, which is causing uneasiness among its staff. Riordan is moving away from a single salesperson to a sales team system that is not making many employees happy because  of compensation issues. Some employees have left the company because of this. The leadership team is in conflict over how to implement changes, if any, to the compensation and reward systems. 2.3 Assumptions and Dependencies Riordan Manufacturing currently processes the receiving of raw materials by manually entering  the receipt of the materials, which could cause inaccurate information due to human error. The receipt of  this material is not updated in the system until the next day, or even within the next week, which causes  discrepancies to the inventory or raw material. This process could cause the unnecessary ordering of  products not needed. With this new system, raw materials will be uploaded with a pre­designated number,    Last Updated: 11/24/11 5 which would allow the loading dock personnel to input the receipt of this material. When the material is  received the employee would input the receipt and quantity. The invoice would then be scanned into the  system for accounting purposes. 2.4 Risks In order to properly access the situation and develop a successful reward system, a proper problem­based  analysis will be needed for an organization to reveal all possible solutions, so that it may implement an  optimal solution that is for the overall good of the organization. This paper will begin with a situation  analysis of Riordan Manufacturing, identifying issues and opportunities relevant to the situation. 3.  BUSINESS REQUIREMENTS Riordan Manufacturing has identified several areas of opportunity within the company’s internal  systems that affect the overall manufacturing process. The task of Learning Team C is to establish a set of recommendations and prepare a business case for changes to company procedures to address some of the  mounting concerns of Riordan Manufacturing upper management.    Several different functional managers for Riordan Manufacturing have identified areas to address  in the operations process that are based on some of the company’s goals. The areas and requestors of each can be found below. Careful attention to detail has been placed to gathering these requirements so that  they may be included in the planning phase of the project.  Name Title Mark Neitzel Vice President of Operations Ronald Nelis Director, Plant Operations (Pontiac) Craig Granbeig Director, Plant Operations (Albany) Charles Williamson Vice President of Int'l Operations Maria Trinh Chief Information Officer Clyde Cousins Vice President of Transportation Kenneth Collins Senior Vice President of Research and Development Charles Lacy Vice President of Sales and Marketing Yvonne McMillan Director, Human Resources Bob Havings Vice President of Product Support    Last Updated: 11/24/11 6 Requirement: Reduce product costs through process improvement. Sponsor(s): Mark Neitzel, Craig Granbeig, Clyde Cousins Requirement: Develop ERP and MRP processes and tools that reduce cost by 10% and cycle time by 15% Sponsor(s): Mark Neitzel, Ronald Nelis, Craig Granbeig, Charles Williamson, Maria Trinh Requirement: Deliver on "time to Market" commitments with improved quality on products Sponsor(s): Mark Neitzel, Kenneth Collins Requirement: Build the "brand" through delivery of designs recognized as "world class" Sponsor(s): Ronald Nelis, Clyde Cousins, Kenneth Collins, Charles Lacy, Bob Havings Requirement: Achieve breakthrough financial results for custom plastic products Sponsor(s): Ronald Nelis Requirement: Define the Pyramid Bottle Strategic marketing plan and implementation plan Sponsor(s): Craig Granbeig, Charles Lacy Requirement: Reduce carrier costs by 5% Sponsor(s): Clyde Cousins Requirement: Develop and deliver quality product roadmap on­time Sponsor(s): Kenneth Collins Requirement: Drive extension of our design and capability through collaborative design Sponsor(s): Kenneth Collins Requirement: Efficiently manage headcount Sponsor(s): Yvonne McMillan    Last Updated: 11/24/11 7 3.1 Business Requirements Context Diagram    Last Updated: 11/24/11 8 4.  PROCESS FLOW Current operational processes have unique variables for each Riordan location.  The processes are  documented but create a labor intensive, manual and inefficient way to process business functions.   4.1 Current Process Flow Description Please refer to the following documents on file for Riordan Incorporated that document these processes.   These documents define the current manual process for the following items.  Section 4.2 summarizes  these processes with work flow diagrams. Inventory Management and Control at Riordan Manufacturing Raw Materials Receiving Manufacturing with Inventory Final Product Shipping    Last Updated: 11/24/11 9 4.2 Current Process Flow Diagram            Last Updated: 11/24/11 10 4.3 Proposed Process Flow Description Implement an Enterprise Resource Planning (ERP) system to:  integrate several systems and processes into one unified system  centralized inventory system  reduce stock levels  minimize material outages  minimize shipping delays  improved forecasting of needs  integrate data  integrate company processes  improve financials  improve marketing  improve accounting  improve human resources  etc    Last Updated: 11/24/11 11 4.4 Proposed Process Flow Diagram 5.  CATALOG OF FEATURES Currently the inventory control and manufacturing processes are manual, labor intensive, error  prone, wasteful and cumbersome.  Management recommendations are included in the story board and will be used to build the BRD requirements for Riordan.   Systems ­ Terms:  ­VMI = Vendor Managed Inventory  ­ERP = Enterprise Resource Planning  ­MRP = Material Requirement Planning     Last Updated: 11/24/11 12 6.  HARDWARE REQUIREMENTS 1. Bar Code Label Printers (Portable) – Qty 5 per site Lightweight mobile printers housed in the receiving area so that workers can enter receiving  information into system, generate a label for the shipment, and move material to storage area.   Data  entered onto label will be simultaneously recorded (electronically) onto Inventory Management  System (IMS).  No manual data entry required and material is logged in real­time. 2. Barcode Scanner & Reader – Qty 5 per site To be used for inventory tracking and logging of raw materials selected by manufacturing  department for use in production.  Inventory levels and reporting will be affected immediately  once an item is selected and removed from raw materials inventory.   3. Mobile Computers – Qty 3 (Supervisor / Management use only) per site To be used for inventory tracking on a quarterly basis or schedule ideal for business.   4. PDA’s – Qty 10 (Sales staff) To be used by Sales staff that is on the road.  Sales force will need ability to check inventory  levels, production turnaround information, customer detail, etc.  PDA’s will also enable sales  force to place orders directly into customer billing & shipping system. 7.  SOFTWARE REQUIREMENTS 1. Inventory Management System (IMS)  Provides inventory controls by receiving data direct from receiving and manufacturing  departments.  Software provides quality control capability, tracks movement of materials,     Last Updated: 11/24/11 13 provides packing/picking confirmation capabilities, productions scheduling, reporting capabilities and more. 2. Asset Tracking Software The asset tracking software keeps logs of assets as they are received, pulled for manufacturing  and shipped to customer.  Also provides warranty and lease tracking on all assets, which is  beneficial for quarterly or annual audits.   3. Order Management Software (OMS) Software enables business to consolidate order processing and tracking.  Also, allows remote  order processing for sales force, customer view via internet so customer can track order, order  confirmation alerts, automated product return feature, product recall feature and reporting. 4. Enterprise Resource Planning (ERP) Software provides financial processing; Customer Relationship Management (CRM) module,  Project Accounting, HR and Payroll, e­business and more.    Last Updated: 11/24/11 14


Buy Material

Are you sure you want to buy this material for

50 Karma

Buy Material

BOOM! Enjoy Your Free Notes!

We've added these Notes to your profile, click here to view them now.


You're already Subscribed!

Looks like you've already subscribed to StudySoup, you won't need to purchase another subscription to get this material. To access this material simply click 'View Full Document'

Why people love StudySoup

Jim McGreen Ohio University

"Knowing I can count on the Elite Notetaker in my class allows me to focus on what the professor is saying instead of just scribbling notes the whole time and falling behind."

Anthony Lee UC Santa Barbara

"I bought an awesome study guide, which helped me get an A in my Math 34B class this quarter!"

Bentley McCaw University of Florida

"I was shooting for a perfect 4.0 GPA this semester. Having StudySoup as a study aid was critical to helping me achieve my goal...and I nailed it!"

Parker Thompson 500 Startups

"It's a great way for students to improve their educational experience and it seemed like a product that everybody wants, so all the people participating are winning."

Become an Elite Notetaker and start selling your notes online!

Refund Policy


All subscriptions to StudySoup are paid in full at the time of subscribing. To change your credit card information or to cancel your subscription, go to "Edit Settings". All credit card information will be available there. If you should decide to cancel your subscription, it will continue to be valid until the next payment period, as all payments for the current period were made in advance. For special circumstances, please email


StudySoup has more than 1 million course-specific study resources to help students study smarter. If you’re having trouble finding what you’re looking for, our customer support team can help you find what you need! Feel free to contact them here:

Recurring Subscriptions: If you have canceled your recurring subscription on the day of renewal and have not downloaded any documents, you may request a refund by submitting an email to

Satisfaction Guarantee: If you’re not satisfied with your subscription, you can contact us for further help. Contact must be made within 3 business days of your subscription purchase and your refund request will be subject for review.

Please Note: Refunds can never be provided more than 30 days after the initial purchase date regardless of your activity on the site.