Introduction Hugo Schaeffer‚ vice president of operations at receiving plant 1 (RP1)‚ runs a large cranberry processing plant. He is faced with many issues; the industry is changing dramatically and Hugo needs to make some key changes in his plant to keep up with new trends. In order to do this‚ Hugo has asked us to examine the cranberry processing method at RP1. The following are our findings and recommendations to Hugo. Hugo has informed us of the following problems and asked us to identify
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expectations of 2 scans per hour. As a result‚ productivity is declining and they losing the referral of many of their colleagues. The process is creating a lot of variability and uncertainties that Quinte MRI are dealing with. Solving the issue of the “bottleneck” will make the operation more effective and manageable. By assuming the role of David Wright and Kevin Saskiw‚ I will recommend a course of action that should be followed by the new Quinte MRI clinic that will reduce a long waiting list for its
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Spray Cranberries‚ Inc is an agricultural co-op owned by over 750 growers in the US and Canada. They produce everything from bottled juice to food products and have 4 distribution centers in the United States. During their upcoming holiday season‚ Ocean Spray Cranberries has a particular challenging time pumping up the volume to meet the surge. Ocean Spray realized that in order to maintain their leadership they needed to focus on its core competency and look for outside sources to help them reduce
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Case study 4-2 1)What rationale is offered by Ocean Spray in support of the idea of using a 3PL? Do you agree with the reasons cited for the interest in 3PL? Ocean Spray Cranberries‚ Inc. offered several reasons for using a 3PL for their transportation and logistics area. They looked at the transportation within the logistics chain and realized there was a lot of variability in this area. The company decided that it wants to centralize and bring all of it’s transportation logistics into uniformity
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expansion of infrastructure‚ which increase the requirement of crushing machinery and improve the development of crusher industry. While in the decades of years of the crusher industry development‚ there are still many development bottlenecks‚ the increasingly highlight bottleneck is gradually bringing some negative influence to the development of China crusher industry. First of all‚ the domestic crushers comprehensive manufacturing experience is not enough‚ our state-owned enterprises lack the spirit
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Case Report: National Cranberry Cooperative Fill in your name in the header. Please read the Assignment Collaboration Guidelines in Course Syllabus: Collaboration between groups is not allowed. Below‚ write your answers to Questions 1-4 (on Syllabus). Your analysis should be based on the assumptions listed in the Syllabus. If you need to make additional assumptions to answer a question‚ clearly state them‚ logically defend them‚ and then proceed to answer the question accordingly. The idea is
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It has been shown that there is very low genetic diversity in the European bison‚ which is a distinct contrast to the American bison. They have undergone a recent and severe genetic bottle-neck‚ meaning that there is close to no diversity in the current populations. After a great loss in numbers‚ there were only 54 captive specimens left to restore the Bison population. Much of the genetic diversity was lost as well‚ resulting in the now present‚ low‚ genetic diversity. This lack of diversity negatively
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inventory depletes at rate: Capacity – Demand rate Throughput rate = Capacity rate Throughput rate is what actually happened. Investment Analysis( National Cranberry) Capacity investment should focus on the bottleneck Can also invest in buffer/storage space. Diminishing marginal returns on investment. Capacity=1/cycle time‚ bottleneck determines the capacity output rate=throughput rate. Input rate= demand rate Little’s Law:Inventory(use of working capital)=Throughput rate (rate of revenue
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3 600 450 1‚050 Separation Units bbl/unit/hr Total bbl p/hr 3 400 1‚200 2. The maximum long-term achievable throughput rate of Receiving Plant #1 is 23‚100 bbl. per day. The main factor affecting this throughput rate was the bottleneck for drying berries to be loaded into bulk trucks or bagged. The processing rate of the three separator lines also affected the throughput rate as processing declined as the percentage of bad fruit increased. 1‚050 bbl x 22 hours = 23‚100 bbl
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4/3/2012 Operations Management National Cranberry Cooperative Case Objectives: Process P A Analysis l i &C Capacity it Planning ~ Flow Diagram ~ Bottleneck Analysis ~ Little’s Law ~ Utilization Profile ~ Inventory Build-Up diagram ~ Analysis of Possible Investments 1 Dry berries bbl/hr Trucks in Queue Wet berries bbl/hr Kiwanee Dumpers C= U= Bins 1-16 storage = C= Bins 17-27 storage = Destoners U= Dechaffers C= U= Dryers C= U= Separators C= U= Bulk and Bag 2 1 4/3/2012 Operations
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