Production Plan for Riordan Manufacturing

Production Plan for Riordan Manufacturing

Dr. Riordan, a professor of chemistry opened his first business in 199l under the name of Riordan. Years later after becoming the leader in plastic Riordan changed the company's name to Riordan Manufacturing Inc. Riordan Manufacturing Inc. ensures that the products have high levels of precision; this has enabled Riordan Manufacturing Inc., to have an extensive pool of customers who (that) includes beverage manufacturers, aircraft manufacturers, and products for the Department of Defense. Riordan Manufacturing, (2009) states [Riordan Manufacturing (2009) states,] that "Riordan Manufacturing focus is industry leaders in using polymer materials to provide solutions to our customer's challenges." [challenges" (para. 1)]

The decision to develop an effective product can require years of planning and testing before releasing to the market. Riordan Manufacturing is no different the (than) other manufacturers when creating and producing successful products. Throughout the course of this paper Team C will exemplify strategic capacity planning, supply chain process and lean production in regard to Riordan Manufacturing production (University of Phoenix, 2012). A detailed production plan will be beneficial for the organization to achieve goals and maintain profits.

Strategic Capacity Planning and Lean Production for the New Process Design

Using Just-In-Time (JIT) lean production is the right concept to optimize the strategic capacity planning; inventory management, production, and introducing products onto the market at the right time and location to increase the revenue of the company (Shields, 1999). The selection of tools for Lean Production, and the quality will provide insight regarding the material requirement planning, and strategy to meet the demands of periodic order besides the current forecasting based on yearly demand. This also assists in eliminating the generation of wasting products and reducing the work-in-process, mainly because lean production does not allow waiting time or gaps in production and supply.

Chase, Jacobs, and Aquilano (2006) states, "The strategic capacity planning provides an approach for determining the capacity level of capital intensive resources" (p. 431). Riordan has three options for capacity planning methods. The first option is long-range, which is greater than one-year requires and (and requires) participation and top management approval.

To acquire or dispose of facilities, equipment, or buildings will not happen in a short time span. Second is intermediate range whether it is monthly or quarterly, requires planning over a six to 18 months'. Capacity could vary because of new tools, minor equipment purchases, hiring, and layoffs. The third option is short-range, which is less than 30 days. There may be adjustments to daily or