Riordan Manufacturing Strategic Plan Essay

Step four in management planning is the selecting of goals believed to be most appropriate and feasible by the managers. Step five implements the goals and plans into action by managers. Goal achievement is likely to be linked to the organization’s reward system to encourage employees to achieve the goals and implement plans properly (Thomas S. Bateman, Scott A. Snell, 2009). Step six is essential in making sure goals and plans are met. If the goals and plans are not monitored and controlled managers would not know if they were ever met successfully.

Robert Trinh Program/Analyst Analyzes requirements and develops computer programs. Network Administrator John Lefever & Bill Mosterd

In order to create a successful business plan, we first conducted a needs analysis and put together a list of recommendations that could be used to help the company. Riordan Manufacturing would like to reduce costs and materials across all plants. The introduction phase involves the evaluation of the current

This paper will speak to the issues and opportunities experienced by Riordan Manufacturing. Riordan Manufacturing management’s has made a decision to implement organizational transformation by “Going Green Initiative”. The decision to take on an external consultant to evaluate assembly processes and to propose a sustainability plan to conform the organization to ISO 14001 principles is easier said than done because of unwilliness and complete contributions of team members.

The planning process begins with a situation analysis of the external and internal forces affecting the organization.  This examination helps identify and diagnose issues and problems and may bring to the surface alternative goals and plans for the firm.  Next, the advantages and disadvantages of these goals and plans should be evaluated against one another.  Once a set of goals and a plan have been selected, implementation involves communicating the plan to employees, allocating resources, and making certain that other systems such as rewards and budgets are supporting the plan.  Finally, planning requires instituting control systems to monitor progress toward the goals.

Riordan Manufacturing is the leading global industry manufacturing company of plastic injection molding. With over 550 employees and their overall annual projected earnings of $46 million dollars, Riordan Manufacturing accredits their success to their focus on sales and marketing to gain additional business and maintain a good relationship with existing clientele. Although the company has been successful thus far, it is always important and essential to continually improve and take the business to the next level in order to stay competitive in today 's world. Who doesn 't want to be the best at what they do, and especially within the industry they represent? In

Every organization should have a strategic plan to achieve its goals in a limited time period, the strategic plan has many variable models. The strategic planning process that we studied needs a collaboration between the organization’s staff, board members, and strategic plan committee. This strategic planning process has ten guide steps.

Complete Section 3 of the Service Request SR-rm-022 paper for Riordan Manufacturing.. This section incorporates the transition from design to implementation. Consider revising Sections 1 and 2 based on faculty feedback.

Riordan Manufacturing is a mid-size American company that was founded in 1991, employs 550 people and has projected annual earnings of $46 million. Riordan has three manufacturing locations, two in the United States and one in China. Riordan understands the importance of strategic planning and will lay out their reasoning in this paper. Competitive advantages, sustainability, innovation and ethical and social responsibilities will be addressed, as well as cultural and structural leadership and assessment and feedback controls.

Q1. Based on the 2004 statement of profit and loss data (Exhibits 1 and 2), do you agree with Water’s decision to keep product 103?

Worthington Industries Inc. is a “global, diversified, metals manufacturing company” (Worthington Industries, Inc., 2016). The business plans to continue growth by implementing more manufacturing plants in different geographic locations. To do this, the business must strategically plan the implementation of the new plants in order to maintain quality while offering affordability to existing and new customers. As part of the implementation plan the objectives, functional tactics, action items, milestones, task ownership, and resource allocation will be discussed. There will be a need in changing management strategies to enhance successful outcome of the new communities. Some key success factors to ensure success is budget and forecasted financials. If indeed the environment factors such as economic hardships arise a contingency plan will be in place.

Planning is the basic duty of the manager as no activity can be done without doing a proper planning. However there are some issues for the managers during the planning processes and setting up the targets of the organization (James, n.d.). The targets for the Lafarge Tarmac are very different from any other construction company in the United Kingdom as unlike Lafarge Tarmac almost 80 percent of the construction companies just do their tasks and do not take the safety and environment as their responsibility at all. During the strategic planning of the Lafarge Tarmac the environment of the operative area is analyzed very thoroughly and plans are made according to the results. Being a construction solution provider it is also a

An effective business strategy and budgeting is very essential in a manufacturing industry. A company without a proper business strategy and master budgeting plan would usually faces tremendous challenges and losses during its business operations. The importance of company’s business strategies and budgeting plans, as well as the challenges and losses in the absence of these items has clearly presented in this case study. (“Wiley,” 2013)

This research paper will detail the development of an organizational plan for a manufacturing business. Many aspects of the organizational plan will be included. The plan will detail a vision statement, a mission statement, and a core values and statement. Other aspects of the plan will be included, such as organizational structure, business model, intellectual capital, legal structure, insurance, financial management, information technology, customer support, and a SWOT analysis. That business will be Jasper Group, a manufacturer of hotel and motel furniture, as well as college dorm furniture. The business also produces furniture for public spaces and business interiors. It is located in the Midwest section of the United States in Indiana. It has sales of approximately 125 million dollars a year.

Organizations need to be aware of what is going on in their environments that might concern them, and more so, during the planning process. Diverse but overlapping environments ought to be monitored; the macro environment, the industrial environment, the competitive environment, and the organization’s internal environment (Ginter, 2013; Pfeiffer, 1986). At Rapha AL, my chosen organization, the environmental scanning will include distinct internal and external factors that would enable Rapha gain excellent understanding of the current and emerging issues that might affect it, and inspire the setting of clear and achievable goals. In this paper, I will analyze and address the strengths, weaknesses, opportunities and threats (SWOT); discuss current and prospective customers and evaluate the impact of environmental factors on the organization’s effectiveness to achieve the established goals within the strategic plan. Furthermore, I will address evolving external issues that could influence the strategic plan, evaluate the benefits of competitive analysis and Rapha’s capacity to achieve the strategic goals and objectives in a 3-year strategic plan.