National Cranberry is a cooperative of berry growers around North America that share common production facilities and for the last several years have been experiencing capacity bottlenecks among other issues. After initial analysis‚ two main factors that contributed to a decrease in production were found. The first issue in the business is that the supply trucks and drivers delivering the harvest were not properly organized and there was not enough space and organization to allow for smooth offloading
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worker has been taken to be $ 6.50 per hour. • In calculating the payback time‚ the same cost saving will occur every day. It is given in case that wet berries will make 70 % of total berries and that normal running hours for plant is 11 (12-1) hours. Case 1: 10000 bbl/day Wet Berries (WB) ( 7000 bbl/day Dry Berries (DB) ( 3000bbl/day Total Time = 11 Hrs WB feed=7000/11 = 637 bbl/hr DB feed= 3000/11 = 273 bbl/hr Minimum processing rate
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Dechaff‚ and Dry) start from 7am. B. On an average “busy” day‚ there are 18‚000 bbls delivered over 12-hour period (from 7am to 7pm). C. Wet berries are 70% of all berries. D. Holding bins 17-24 are dedicated to wet berries. E. Capacity of each of five dumpers is 600 bbl/hr. F. Capacity for Dechaffers and Separators are not divided for dry and wet berries. G. There are 20 peak days in one year‚ where there is truck waiting happened. H. Truck Drivers are paid by $18/hr Please prepare the answers
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1) too much waiting period for trucks before they unload berries at the RP1 and 2) too much overtime costs. There is also a secondary problem regarding grading of process berries. Half of the berries graded top quality are actually not top quality and do not deserve extra premiums paid on the top quality berries. 2.) Process Analysis We start by making a process flow diagram for the flow of berries at RP1 from the moment berries arrive at the RP1 in trucks to the moment they leave in RP1 after
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truck-waiting time and costs annoying the berry growers Excessive labour costs Poor berry grading system } } Wet Berries 58% System throughput rate : 1200 bbls/hr Wet Berries 70% System throughput rate : 1050 bbls/hr Wet Berries 70%‚ with a Dryer System throughput rate : 1200 bbls/hr 3500 3000 2500 Berries (bbls) 2000 58% Wet Berries‚ 11am Start 70% Wet Berries‚ 11am Start 70% Wet Berries‚ 7am Start 1500 1000 70% Wet Berries‚ 7am Start‚ 1 Dryer 500 7-8 8-9
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Blackberry-Picking Essay The setting of "Blackberry-Picking" is mostly outdoors‚ in a pretty rural place. The boys move from blackberry patch to blackberry patch‚ trekking through cornfields‚ briars‚ and hayfields. They start early and pick all day. It’s summer‚ late August‚ to be exact‚ and it seems as though the poem could span a few days. It seems the poem takes place long ago‚ so now it’s a place in the speaker’s memory‚ though that doesn’t take away from the vividness of the scenery. We’re given
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Bottleneck and overtime hours • On peak days can expect 18‚879 bbls • Wet berries → 0.7*18‚879 = 13‚215 bbls/day • Wet berry process time → total bbls/dryer capacity → 13‚215 bbls/600 bbls/hr = 22 hours • Dry berries process time → 5‚664 bbls/600 bbls/hr =9.44 hours • Buying an extra dryer for $60‚000 increases dryer capacity from 600 to 800 bbls/hr • New wet berries process time → 13‚215/800 =16.5 hours • New dry berries process time → 5‚664/400 = 14.2 hours • Reduces bottleneck by 22-16.5
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most tribes‚ the women gathered the small foods like roots and berries‚ and the men hunted for the meat( also called big game and small game‚ depending on how big the animal was). Some different roots the women collected include camas bulb‚ bitterroot‚ khouse‚ wild carrot‚ and wild potatoes. Some berries that the women gathered include service berries‚ gooseberries‚ hawthorn berries‚ thorn berries‚ huckleberries‚ currants‚ elder berries‚ chokecherries‚ blackberries‚ raspberries‚ and wild strawberries
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effectively? Should crews be scheduled differently on peak days? Would the installation of a berry grader positively impact the farmers’ income or the cooperative’s? What is the impact of installing one new dryer? Two new dryers? Walliston - superintendent at RP1 install 2 new dryers ($25‚000 each) and convert dry berry holding bins so that they can be used to store either water harvested or dry berries ($5000 per bin) Equipment and installation lead times are in excess of 6 months Hugo Schaeffer
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dumper‚ this did not seem to help overtime costs. This assumes that it is the delay in trucks emptying their contents that caused the overtime to be required. A potential cause is the lack of dryers and the lack of berry appropriate holding bins‚ i.e. not enough wet or dry berry holding bins – these causes are inferred from Mel O’Brien’s comments on page one of the case. NCC invested in increasing capacity but not hire adequate full time labor to handle the incremental capacity (hence higher
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