...below: Successful IT transformation including accomplishment of key milestones including ERP, Non ERP and MES (Manufacturing execution system) through an IT Master plan Enable KRL in enhancing the competitive advantage through operational excellence. Implementation of an Integrated Refinery information system Determine the IT requirements for supporting the envisaged systems and formulating of a road map for the implementation of the initiatives specified over time Implementing Business management system and manufacturing execution system Enhancement of IT infrastructure by integrating best in class packages and providing users and applications common set of accurate data in complex decision making Critical success factors are illustrated through the following: Setting of benchmark for benefits received as a result of this implementation through three benefit categories being benefits that can be measured and audited, benefits that can be measured and not audited and benefits which are difficult to measure They are also illustrated through how KRL implemented the two main strategic projects in BMS from SAP and MES from Aspentech 2. Do we have any risks in product implementations like ERP? If so what were the major risks during the implementation of SAP and how it was mitigated? There are some common risks associated with with the overall success of a systems project Some of which are application complexity, lack of user experience, and lack of role clarity of role...
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...large scale. Borderless is without boundary. So the borderless manufacturing is to make or product goods globally. In the modern industry the supply chain management (SCM) makes it possible. It is also beneficial for company to sell its product everywhere. In order to become a borderless manufacturing, a company needs to be able to • Oversight of materials, information, and finances as they move in a process from supplier to manufacturer to wholesaler to retailer to consumer. • Encompasses the planning and management of all activities involved in sourcing and procurement, conversion, and all logistics management activities. • Includes coordination and collaboration with channel partners, which can be suppliers, intermediaries, third party services providers, and customers. • Integrates supply and demand management within and across companies. All of above variations need to be strategically, tactically and operationally integrated together. It is impossible to execute borderless manufacturing without information technology, which plays very important role to enable the followings globally: • Customer service management • Procurement management • Product development and commercialization • Manufacturing flow management/support • Physical distribution • Outsourcing/partnerships • Performance measurement • Warehousing management Now these days any major companies that implemented borderless manufacturing, such Li & Fung Group have to watch out for their IT resources...
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...Making it in America In the article Making it in America Adam Davidson takes time to interview different employees at Standard Motor Products to determine how it is treating them and how factories are changing in time. Adam is receiving a tour of the plant by manager Tony Scalzitti where he sees many factory workers in blue lab coats, hair nets, and protective eyewear. This is where Adam first runs into Madelyn Parlier. Madelyn Parlier was a 22-year-old woman working in the assembly line at the factory. Her occupation was seemed to be an unskilled job and didn’t require much education or experience. It was all about quickness and effectiveness for Madelyn and that was something she was great at. Madelyn grew up in Greenville, SC and was attending high school and planning on going to college when she got pregnant her senior year. Because of this she couldn’t go to college so like most people there she got a job working at the local Standard factory. Madelyn’s job was to run the laser-wielding machine. All she did was place the parts in the machine and press a button for them to be wielded and if correct a green light appears and she passes the part to the next line in process. With this being such an unskilled job there is always that chance of Madelyn being replaced by a robotic arm or machinery that can do this job for her and in turn create less wages for the company to pay for. Over the last 30 years employment of people in factories have gone down 1/3 because of machinery...
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...Riordan Manufacturing Team A University of Phoenix Strategic Management MGT\498 William Etherton July 17, 2013 Riordan Manufacturing Riordan Manufacturing is a worldwide plastics manufacturer employing 550 persons with projected yearly earnings of $46 million. The company is entirely owned by Riordan Manufacturing Industries, a Fortune 1000 enterprise with revenues in excess of $1 billion. Riordan is well established locally and nation-wide, although they are based out of San Jose Riordan has a manufacturing plants in China, Georgia and Michigan. Every company no matter how well it is doing professionally as well as financially always has room to grow and better themselves. Riordan has thought of different ways to remain competitive in an ever-dynamic environment, Riordan Manufacturing must stay current with the latest technology, recent developments in the industry, and attend to the needs of its customers. After telecommunications and data networking systems require an upgrade to a better support of the company’s recent and future growth needs, long-term relationships will be required by maintaining rigorous quality controls, innovative solutions, reasonable pricing, and a responsive business attitude. (B, 2009) Riordan Manufacturing will strive to be a solution provider for their customers and not be a part of theirs customer’s challenges. Future is must be focused in maintaining and achieving reasonable profitability to assure that the human capital and financial...
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...maintain its leadership in the market as a manufacturer of jeans and also is to increase firm’s profitability and growth. The goals of the company are different from the company’s marketing organization goals and the company’s 25 managers of manufacturing plants goals. The reason so, is because the marketing department is treated as a “Revenue Centers”, while the firm’s 25 plants are treated as “Expense Centers”. The goals of “Revenue Center” are to sell manufactured goods and to maximize revenue. Furthermore, marketing department is responsible for making product demand forecasts which are used to set sales unit and sales dollar targets. Whereas, the goals of “Expense Centers”, manufacturing plant, are to meet the budget, achieve cost efficiency, achieve good product quality, and reach the quota that is assigned to each plant. In Grand Jean’s case, the “Expense Centers” would be considered as an Engineered Expense Centers because their input for the most part can be measured in monetary terms and the $ amount of input required to produce one unit of output can be determined. Some of the weaknesses of the current management planning and control system for the manufacturing plants and the marketing departments include: o The reward system is not fair. Personnel located at corporate headquarters are awarded...
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...exhibit worksheets, and Power- Points for quick review. 56 I What Would You DoP Gap, lnc. Headquarters, San Francisco, California.r When you a decent standard of living and allow workers to organize unions to improve decided to join Gap as its new CEO (Gap, lnc. runs Gap, Banana Republic, their conditions in factories." ls Gap the only company that relies and Old Navy clothing stores), your teenage daughter immediately asked, on such suppliers? No, it isn't. According to Kirk Douglass of pivot lnterna- "Doesn't Gap use sweatshops?"you stockholders, suppliers, overseas weren't surprised by her question, as the company has received intense negative news coverage regarding the tional, a manufacturing company that owns factories in the Philippines and workers, or protesters-take precedence? Furthermore, is Gap really does work with Chinese companies,,,lf you go into almost any plant in the treatment of workers in the overseas factories from which it buys its clothes. responsible for the terrible treatment of overseas workers? ln other words, nondeveloped countries of the Far East, you're going to see things that is this your problem, or a problem that the managers and owners of the overseas factories need to address? For example, a worker for a Gap OSHA fOccupational Safety and may lower sales and reduce profits. how do you decide whose interests- supplier in Lesotho, Africa, complained, "The...
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...An economic revival is here according to an article in The Atlantic titled “America’s Coming Manufacturing Revolution”. In the author’s own words, “The combination of lower energy prices, innovative information technologies, and advances in robotics and materials science are powering a manufacturing revolution that will reinvigorate the U.S. economy,” (Naím, Apr. 21, 2014). Bold words considering the recent financial crisis and drama in the geopolitical arena, but is there enough evidence to back his claims of this so called “manufacturing revolution”? Several news outlets are reporting gains in manufacturing operations such as increases in labor and use of factory space. Using this information, I hope to describe the elements used to determine manufacturing output and their overall effect on the manufacturing sector from the viewpoint of an accountant. In cost accounting for manufacturing companies, direct labor, direct materials, and manufacturing overhead are typically on the top of the spreadsheet and correlate with the amount of goods being produced. In regards to labor, the ADP research institute reported an additional 28,000 workers hired by US manufacturers in March of this year. (Woellert, Apr. 2, 2014) Although the ratio of direct laborers to indirect laborers is not stated, variable costs in US manufacturing certainly have risen, which is almost always associated with a rise in activity levels. Unfortunately, the ADP’s assessment did not include information...
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...abroad. She begins by stating that there are two approaches to manufacturing and a factory’s importance to the company is based on the approach the manager of the factory takes. She also exclaims how she thinks the gap between companies that treat their foreign factories as a source of competitive advantage and those that do not is widening. Next, Ferdows discusses the three current realities of global business. She follows by illustrating the six categories that foreign factories fall into and the strategic matrix, which is used to help manager’s move factories along the matrix. Then she describes the managerial approaches used to upgrade the strategic roles of factories. She exclaims how choosing the right type of manager at each kind of factory is extremely important to the growth of that factory. She ends her article by describing the obstacles and temptations that stand in the way of a factories proper growth. Ferdows begins her article by arguing that companies take two approaches when handling their foreign factories. The company either views manufacturing as a competitive advantage or they do not. She begins by stating that most companies do not utilize the full potential of their factories in other countries. These factories were constructed mainly to help the companies benefit from tariff and trade concessions, cheap labor, capital subsidies, and reduced logistics costs. Because of this many manufacturing managers ignore these factories and do not take the necessary...
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...we are here to stay. A Cebu-based manufacturing conglomerate founded in the 1950’s, Treasure Island is an established manufacturing company providing construction chemicals and paints. Globally competitive and trusted in the way we do business, Treasure Island exists with this goal in mind: To provide customers with exceptional service and quality products that have the best value for money. Commercial buildings and homes proudly stand stamped with the quality only Treasure Island can bring. From 30 sq. meter studios to breathtaking skyscrapers, Treasure Island has long been a passionately committed partner in this dynamic construction industry and has become a household name in construction needs across the country. Fulfilling the demands of this ever-growing industry, Treasure Island went into the production of quality house and automotive paints aptly named Island Paints. Thinking and acting one step ahead of the competition, we are also the recognized partner of international label, Transocean Marine Paints, distributing specially-formulated paints for ocean-faring ships and other marine craft. Treasure Island ventured into manufacturing another growing market need: styrofoam boxes. Hence, together with an industrial partner, Treasure Island created Styropack Industrial Corp, a subsidiary existing solely for manufacturing styrofoam products. Thus, Styropack Industrial Corp completed the Treasure Island packaging division. Manufacturing tin cans, cap seals and shrinkable...
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...HCF Background of HCF * established in 1974 * started as a family-owned business, grew into a public listed company * contract manufacturing * high quality clothes for European and American fashion houses * under clients’ own labels * owns 3 factories – Butterworth, Jitra and Chiangmai; Penang factory was shutdown during financial crisis in 1998, but not sold Issues/Problems Falling margins and profits, increase in current liabilities (not healthy signs) * 2008 revenue decreased by 7.7% (RM10mil) but COGS increased by 6.5% * 2008 operating profit decreased by 73% * Trade payables increased by 92% and overdraft increased by 86% resulting in overall increase of current liabilities by 45% The need to lower manufacturing costs – move production to China * Opening own factory in China * involves high investments – RM15mil * takes at least 18 months to be up and running * HCF does not have sufficient funds, bank overdrafts * need alternative source of funds – more investments from owners, bank loans, issuance of shares * Joint venture with reputable manufacturer in China * lower investment cost – RM2.4mil for 70/30 profit share, HCF 30% * takes 6 months to startup * higher risk – high chances of JV failures * risk of currency fluctuations * need close monitoring to uphold quality and reputation Existing factories – Butterworth, Jitra and Chiangmai * to shutdown and sell-off one or all...
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...OPS 571 WEEK 6 RIORDAN MANUFACTURING A+ Graded Tutorial Available At: http://hwsoloutions.com/?product=ops-571-week-6-riordan-manufacturing Visit Our website: http://hwsoloutions.com/ Product Description OPS 571 Week 6 Riordan Manufacturing, 1991: Founding of Riordan Plastics 1992: Dr. Riordan purchased a fan manufacturing plant in Pontiac, MI and the company became Riordan Manufacturing, Inc. 1993: Acquired plant in Albany, GA and began to produce plastic beverage bottles 2000: Riordan opened a plant in Hangzhou, China and moved all fan manufacturing here. – Using quality control measures to constantly track progress and monitor the qualities will maintain high standards and reach the goal of zero defects. Riordan’s post project review process the eight quality management principles. 1)Customer Focus 2)Leadership 3)Involvement of people 4)Process approach 5)System approach to management 6)Continual improvement 7)Factual approach 8)Mutually beneficial supplier relationships Following the environmental standards help control the environmental impact on the communities surrounding the manufacturing plants Securing raw materials locally helps Energy efficient facilities Reduce, Reuse, Recycle, Replenish, Restore are the guiding principles to living up to the ISO 1400 standards D= Production moves material to manufacture and on to assembly and out to distribution material stockpiling and delivery are put off at the point of manufacture...
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...as a basis for class discussion. Overview The Accessories Department of the Esco Company produces specialty industrial items which complement the company ' s high volume standard products. The department was originally structured on a product basis, with Accessories having complete control and responsibility over its products from their inception through production, including customer service and customer relations. During 1972 this arrangement was changed and two groups were forme d--pr oduct engineering, and manufacturing engineering. T h e product engineering group maintained responsibility for product inception, production of prototypes, and production start-up. They also handled customer service and relations. T h e manufacturing group handled the products during the production stage. To complicate problems further, in 1973 the company purchased three small manufacturing plants and began phasing the manufacturing process out of the home plant. T h e manufacturing group had responsibility for transferring operations to the newly acquired factories, essentially phasing themselves out of their jobs. During this period a great deal of damage was done to the morale and working efficiency of the original parties involved. In 1971, approximately one year later, the original decision was reversed and the Accessories Department was put back on a product-oriented basis. Unfortunately, before events had a...
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...and the company’s 25 managers of manufacturing plants? Explain. Ans. The main objective of the company is to increase profitability and achieve high growth. The company is striving hard to achieve cost effectiveness and achieve high level of quality. Now, the goals of the company’s marketing organization and company’s 25 managers of manufacturing plant are different. The marketing division is treated as a “Revenue Centre” so the goal of the company’s marketing organization is to maximize revenue and sell what is produced. They are evaluated on the basis of meeting the set sale unit and sales dollar targets. Also, they are responsible for making demand forecasts which are used to decide the production levels of each plant. Whereas, the manufacturing plant have the goal to just meet the budget figure and fulfill the quota allocated to each plant. Since they are considered as an expense center and there is no immediate monetary reward to compensate for increase in responsibilities or requirements, they are not concerned to achieve higher efficiency and thus, want to exceed the targets. 2.Evaluate the current management planning and control system for the manufacturing plants and the marketing departments. What are the strengths and weaknesses? Ans. By 1989, the company was one of the world’s largest cloth manufacturer. Following are the Strengths: a)The company has been profitable for a long time. b)The company has 25 manufacturing units of its own and 20 independent...
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...interstate transfers are very difficult due to stricter regulations and permits and higher excise duty levies. Hence, the manufacturer is forced to enter into an agreement for “tie-up”/ lease arrangement with different manufacturing units in different parts of the Country, since establishing a new manufactory in every state would not be practical and cost-effective solution. In such kind of tie-ups, difficulties arise because though the brands and products belong to the manufacturing units, the license is in the name of the Lessor. Hence, all the licenses and compliances are to be complied by the Lessor. The sales proceeds are also deposited in his name. Hence, in view of such arrangements, many a times the manufacturing company has to bear the brunt of non-compliances on the part of the Lessor. The deposit amounts and the sales proceeds of the manufacturing units also get held up with the Lessor when there arises dispute between both the parties. Hence, avoidable loss is sustained by the manufacturing units when their working capital gets blocked in such a manner, and remains blocked at the mercy of the seemingly endless litigations. Dispute with Distributors – In many cases, promotion and distribution responsibilities are given to the distributors by the manufacturing Companies who by abrogation of the understanding in the agreement resort to raising debit notes on the basis of false or inflated claims which ultimately leads to litigation. Statutory and Labour Disputes – ...
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...Riordan Manufacturing will use a repurposing method by adding a shrink wrap machine in the middle of the assembly line this will increase productivity by eliminating the movement of packaging to other departments. This new process will save time and money by shipping the fans out faster to the buyers. The old process transferred items to different departments that decreased time by stopping the process by moving the items. It required an additional person to move the fans manually the old way that required extra labor. Repurposing will increase the assembly process and make it more efficient and quick. Repurposing will allow labor cost to go down because employees will be reduced by three employees saving the time bringing items needed closer and connecting packaging and assembling in the same line. A full-time inventory stock employee will be needed to make sure all items are available when needed to restock. The restocking will be done when items reach a certain level and in a timely manner. The current process required additional labor to move the items but this process will decrease the labor and hours it takes to get the fans through the assembly line. The packaging department will be eliminate and added to the assembly line. A bar code sprayer will print bar codes on each package after it goes through the shrink wrap machine. These new changes will help the current process with time, labor, and money. The current process transferred fans from the assembly line to packaging...
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