RUHLING MANUFACTURING COMPANY

Ruhling Manufacturing Company



Ruhling Manufacturing Company

Section - A

Ruhling Manufacturing Company has grown from a small plastics research and development firm to a multinational plastics manufacturing power in the brief span of 14 years. This growth has seen Ruhlingexpand their operation to multiple manufacturing and distribution points across North America and China. Ruhlingnow services over 32 customers of varying size, including automotive parts manufacturers, aircraft manufacturers, the Department of Defense, appliance manufacturers, and beverage bottlers. This rapid growth, enabled through a series of acquisitions, an excellent product line, and aggressive sales, has enabled Ruhlingto increase market share while maintaining excellent customer relations and competitive pricing. However, this growth has presented the company with a variety of operational challenges that need to be addressed as Ruhling Manufacturing Company, Inc. moves into 2005 and beyond.

In this suggestion, the procedures Team is suggesting a series of systemic alterations that improve Riordan's constructing and inventory processes, utilizing computer schemes to increase efficiency. This was conceived to answer the service demand logged by Hugh McCauley, COO of Riordan. The directives of this service demand were farther comprehensive by Maria Trinh, CIO of Riordan. In a memo dated September 10, 2004, she stated:

The primary goals of the task are:

Document current environment

Forecast of enterprise expertise desires for the next five years

Recommendations on schemes integration, acquisitions and consolidations

Based on these goals, the Operations department has identified areas of Riordan's business that will yield a important cost advantage if altered and improved:

Not sufficient data being distributed between customers, sales, investment, manufacturing, and management.

Customers will not location instructions direct without human interaction at Riordan's agencys. Customers cannot alignment throughout non-business hours at this time.

No real-time inventory system. No visibility into completed merchandise and raw material inventory levels. No verifiable inventory grades without manual counts.

Disparate IT environment. Servers not centralized conceiving additional management time and journey expense.

Expensive IT costs. Workstations are full systems and vary by OS and system type

Connectivity between positions no longer fit business needs. Satellite link is expensive.

The economic allotment for this task is $150,000, which has currently been earmarked in the FY05 budget. This plan has been constructed and will be implemented as per the directives of the Ruhlingmission statements.

The RuhlingCorporation has a very strong company mission statement. The operation encompasses aim, clientele connections, the employees, and future aims. Without these operation statements, the company would not have a solid ground to construct upon for powerful company business.

Section - B

One of the large-scale improvements to be made that would assist the constructing, delivery and boats schemes are alterations to the inventory administration system. The inventory management system desires to be upgraded to a less manual, more automated system utilizing barcode technology. Barcodes would be placed on every merchandise constructed and/or raw components obtained by Riordan. Inventory would be scanned when picked from the shelves, would be scanned when placed on transit, and would be scanned upon arrival and departure at any Ruhlingfacility. This would be put into place for both raw materials reaching as well as goods ...