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Riordan manufacturing is the industry leader in the field of plastic injection molding, with facilities in California, Georgia, Michigan and China. Riordan manufacturing must determine new ways to increase their production of electric fans. This paper will discuss the proposal pan for Riordan which handles each step of electric fans from setting up to production. Although, Riordan has positioned itself for success in the plastics market, the company is still looking for opportunities to improve products while increase their profits. Riordan Manufacturing facility in China is in close proximity to the Qiantang River, this site handles the shipping needs. Therefore, Riordan Manufacturing made a decision to have the electric fan process design supply chain in China. For the Hangzhau location to be profitable, Riordan manufacturing will need to provide an approach for determining the overall capacity level of capital intensive resources, facilities, equipment, and overall labor force size, that best supports the company’s long-range competitive strategy (Chase, Jacob, &Aquilano, 2005) The capacity level has a critical impact on the Hangzhou location. If capacity is inadequate, Riordan may lose clients through slow service or by allowing competitors to enter the market (Chase, Jacob, & Aquilano, 2005) If capacity is excessive, they may have to reduce prices to stimulate demand; underutilize its workforce; carry excess inventory; or seek additional, less profitable products to stay in business (Chase, Jacobs, & Aquilano, 2005) Riordan’s strength exist within its Chinese Partners who are able to manufacture and assemble electric fans. Therefore, Riordan must continue to maximize their international relationship. Riordan manufacturing’s aim is to use the Just-in-Time (JIT) lean production technique for the electric fan facility in China is to help reduce the amount of resources used throughout the production process. In accomplishing this, the JIT lean production process will minimize use of facility space, materials and supplies, labor, stocks, time and capital. Reducing cost by increasing production efficiency and output. The lean production technique involves using a range of “practices designed to reduce waste and improve productivity and quality” (Chase, Jacobs, & Aquilano, 2005) These JIT principles use tools, and techniques that allow Riordan manufacturing “to produce and deliver products in small quantities, with short lead times, to meet specific customer need” (Chase, Jacobs, & Aquilano, 2005) Currently, the supply chain for Riordan manufacturing and its production line in China consist of many different areas. Although the facilities are located in China, the nearest transportation location is the Qiantang River which leads to Hangzhou Bay. The river will be the first part of the distribution. When the parts reach the Hangzhou bay this location is responsible for shipping the items to the shanghai Ports. From the Port the materials are distributed to the Riordan manufacturing plants, this is where the products will be shipped to fill the orders. Implementing the JIT lean production method, Riordan manufacturing will cut fees of shipping and production. Keeping the cost of materials and production low will allow the consumers to purchase the product(s) at an inexpensive price, this adjustment will create profit for the both the company and the consumer. The plant’s production forecast is based on the theory of moving averages. China’s manufacturing unit handles electric motors and plastic polymers required for the production of the fans. The demands for upcoming year’s production are calculated on the basis of average sales for the last three years which is projected for the coming year (Riordan, 2010). In addition, this plant handles customized version of electric fans for individual customer on a smaller scale. The estimation of cost for planning, scheduling, production and delivery is based on the order requirement of yearly production rather than forecasted early to meet the demands in effective manner. (Riordan, 2010). The possible bottleneck to the Riordan manufacturing process at the facility in China could include the following: ➢ Communication barriers ➢ Adverse weather in the Hangzhou Bay Region ➢ High Shipping cost between Hangzhou Port and Shanghai Port (wait times at the ports). A possible solution to the communication barrier issue would be to implement a part-time, contract position for the facility in China. When the weather is rough, truck routes may be used as an alternative to shipping my sea, and perhaps will save time and money by avoiding longer wait times at each shipping port. In conclusion Riordan Manufacturing success of continuing to be the leader in the field of plastic will be accomplished through implementation of the Lean Production Technique and continuous evaluation for improvement. By evaluating potential bottlenecks prior to them occurring while keeping the supply chain on track the company will obtain its objectives domestically and internationally in this industry. Reference(s) Chase, R.B., Jacobs, F. R., & Aquilano, N. J. (2006) Operations Management for Competitive Advantage (11th ed.0. New York, NY; McGraw Hill University of Phoenix, Riordan Simulation