Implementation, Assessment and Feedback Controls Any organization’s strategic plan is useless without proper implementation, assessment, and feedback controls put in place to execute and monitor the successfulness or failures of those plans. Strategy implementation is defined as the sum total of the activities and choices required for the execution of a strategic plan (Wheeler, T.L., Hunger, J.D., p 272, 2010). It is the where all the planning and strategies are put into action Implementation
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Strategic Plan: Riordan Manufacturing MGT/498 October 2013 Riordan Manufacturing Strategic Plan Why is strategic management necessary? Strategic management, and business policies are essential for organizations to gain competitive advantage within their respective markets. Organizations like Riordan Manufacturing implement policies, and procedures to provide structure, and standardize operations in efforts to maintain proper control of production, inventory, and logistics. Developing a strategic
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Riordan Strategies to Succeed Riordan Manufacturing Inc. is a leader in the field of plastic injection molding (Riordan, 2004). The company has facilities in San Jose, California, Albany, Georgia, Pontiac, Michigan and Hangzhou, China. Riordan's major customers are automotive parts manufacturers, aircraft manufacturers, the Department of Defense, beverage makers and bottlers, and appliance manufacturers (2004). Riordan Manufacturing Inc. is a privately held organization that wants to expand its
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customer by building long-term and sustainable relationships by executing the idea to treat different customers differently. Riordan Manufacturing had taken this philosophy and incorporated it into their mission as a company. Their mission reads as follows: Our Focus Six Sigma, leading edge R&D and exceeding ISO 9000 standards define the attitude and abilities of Riordan Manufacturing. We are industry leaders in using polymer materials to provide solutions to our customers challenges. Our R&D
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and Communication Plan University of Phoenix May 7, 2012 Riordan Manufacturing has a mechanistic organizational structure (Robbins & Judge, 2011). This formal power and political structure dictates the chain of command and flow of power (2011). This top down flow for both chain of command and power creates a need for respect and adherence from the “base level” of the structure. Tasks that require delegation and re-delegation find their end with the production workers. Management
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Process Design for Riordan Manufacturing Joshua Kas-Osoka OPS571 July 6, 2010 Introduction Riordan Manufacturing’s owns three plants: Albany, GA where plastic bottles are produced; Pontiac, MI where it handles the company’s custom plastic fabrication, and Hangzhou, China that currently operates a decentralized unit of the organization producing electric fans. When creating a process design for Riordan’s fan production operation, it is important to create a holistic production system that addresses
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Abstract Riordan Manufacturing is located in Georgia, Michigan and California with an additional site in the People’s Republic of China. Each location manages his or her individual Finance & Accounting Systems. All sites provide their information which is consolidated at Corporate Headquarters in San Jose, California. Riordan Manufacturing is a global plastics manufacturer employing 550 people with projected annual earnings of $46 million. There will always be areas of improvement when a company
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Corporate Compliance Plan For Riordan Manufacturing Denise Tucci LAW531 -Business Law July 27, 2009 University of Phoenix Abstract Included in this plan are the ways to effectively and simply reduce and avoid risks of liability and legal actions from exploding into a large lawsuits. Using these simple steps to avoid negative events from erupting into a large issue, can help reduce time and money for any company. Having the ability to capitalize on a risk or an event and then turning it into
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Riordan Manufacturing System Proposal October 10, 2013 Riordan Manufacturing System Proposal Executive Summary Team C’s goal is to facilitate Riordan Manufacturing in improving profitability by reducing employee time on actions and processes that are automatable and avoidable. Team C’s objective is to reduce costs and inefficiencies while adding the ability to improve inventory tracking from raw material beginnings to product sales throughout Riordan Manufacturing’s plants and facilities.
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MANAGEMENT AND COMMUNICATION PLAN Change Management and Communication Plan Organizational Development MGT/311 January 11, 2012 Change Management and Communication Plan Riordan Manufacturing has decided to implement a formal customer management system, which will be used company wide. Our job as consultants is to assist Riordan in planning and implementing the change so that it goes as smoothly as possible. Current Formal and Informal Structure Riordan Manufacturing functions with
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