National Cranberry
The case is due 5 pm on September 27 (Tuesday). Please submit only one document per group. Please E-MAIL your report to ismail.civelek@wku.edu.
1. Mark the capacity and utilization of each resource in the process flow diagram at the end of this document. Briefly describe how you calculate the capacity and utilization here. [20 points] The capacity for each process was listed in the case study document, and we found utilization by dividing the demand by the capacity. The respective capacity and utilization calculations are listed in the process diagram attached to this document in .pdf form. The wet berry drying process had a utilization percentage of 250%, which exceeds 100%, making it the bottleneck in this scenario. Even though National Cranberry has three dryers to be used during the drying process, each only has a capacity of 200 bbl, which means the three dryers can only collectively dry 600bbl of cranberries in one hour. This leaves 525bbl of wet berries in inventory each hour.
2. Enter your answer and supporting arguments for question 2 here. [10 points] On a busy day, the maximum throughput rate for RP1 is 975 bbl/hr (375 of these are dry berries, and 600 are wet berries). RP1 could increase its maximum throughput rate by increasing the number of wet berries dried per hour.
3. Enter your answer and supporting arguments for question 3 here. [30 points] On a busy day if RP1 starts at 7 am the inventory will meet maximum capacity by about 2:40 pm because it will take almost 8 hours to fill the inventory, at an increasing inventory rate of 575bbl/hr. We found this by dividing the total inventory by the time take about 7.61 hours. Then on that same busy day it will take just about the same time to unload the inventory, meaning that all of the inventory would be cleared out by 2:40 am for the trucks to be loaded for the following day. The reason it would take almost 8 hours is because of the bottleneck and how long each truck takes to load and unload
1. Mark the capacity and utilization of each resource in the process flow diagram at the end of this document. Briefly describe how you calculate the capacity and utilization here. [20 points] The capacity for each process was listed in the case study document, and we found utilization by dividing the demand by the capacity. The respective capacity and utilization calculations are listed in the process diagram attached to this document in .pdf form. The wet berry drying process had a utilization percentage of 250%, which exceeds 100%, making it the bottleneck in this scenario. Even though National Cranberry has three dryers to be used during the drying process, each only has a capacity of 200 bbl, which means the three dryers can only collectively dry 600bbl of cranberries in one hour. This leaves 525bbl of wet berries in inventory each hour.
2. Enter your answer and supporting arguments for question 2 here. [10 points] On a busy day, the maximum throughput rate for RP1 is 975 bbl/hr (375 of these are dry berries, and 600 are wet berries). RP1 could increase its maximum throughput rate by increasing the number of wet berries dried per hour.
3. Enter your answer and supporting arguments for question 3 here. [30 points] On a busy day if RP1 starts at 7 am the inventory will meet maximum capacity by about 2:40 pm because it will take almost 8 hours to fill the inventory, at an increasing inventory rate of 575bbl/hr. We found this by dividing the total inventory by the time take about 7.61 hours. Then on that same busy day it will take just about the same time to unload the inventory, meaning that all of the inventory would be cleared out by 2:40 am for the trucks to be loaded for the following day. The reason it would take almost 8 hours is because of the bottleneck and how long each truck takes to load and unload