1. Identify the bottleneck or bottlenecks in the process. To identify the bottleneck‚ we need to find out the process capacity and flow rate. Process Num of machine Capacity per machine (bbls/hr) Total capacity (bbls/hr) 1 Truck arrive 8 75bbls/truck 600 2 Dumping 5 600 3000 3 Dry berry holding 16 250 4000 4 Dry/wet berry holding 8 250 2000 5 Wet berry holding 3 400 1200 6 Destoning 3 1500 4500 7 Dechaffing 3 1500 4500 8 Drying 3 200 600
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Case Report: National Cranberry Cooperative 1. Analyze the current process. Using the process flow map and the current process at Receiving Plant Number 1‚ mark the capacity and utilization of each of the resources. Show the flows of wet and dry berries separately. The capacity and the utilization of each process in the flow map is calculated and shown below. Utilization is solved by dividing the flow (of either the wet or the dry) and dividing it by the capacity for that particular process. Each
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National Cranberry Cooperative October 29th‚ 2014 OIE 500 – Analyzing And Designing Operation To Create Value; Walter T. Towner 2014 Problems with NCC • Overtime costs • Truck waiting • Wet harvesting becoming more common than dry harvesting • Even more overtime and truck waiting problems in the future OIE 500 – Analyzing And Designing Operation To Create Value; Walter T. Towner 2014 Process flow chart OIE 500 – Analyzing And Designing Operation To Create Value; Walter T
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and identify any issues or bottlenecks. Bottlenecks can occur at any point within the process from preparation to the completion of the process. To steam line a process it is imperative to identify possible issues where bottlenecking occurs. My flow chart for this assignment looked at the time it took me to get ready for work in the morning and getting to work on-time. Bottleneck While collecting the data for my flow chart‚ I found some areas in which bottlenecks occurred. The first occurred
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Process Analysis - CBC Projection of the peak demand during the season Projection of demand for processing of cranberries can be taken as equal to the delivery load at the plant. The two major points that we considered while making the projections for the 1981 season were the fact that Mr. Schaffer had estimated the arrivals of wet berries to be 80% of the total quantity and the Cranberry Marketing Order of 1980. It is assumed that the peak load of 1981 will not exceed that of 1980 by more than 0
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Case: National Cranberry Coop Questions 1. What are the most critical problems facing National Cranberry that Mr. Schaeffer must address? What are some potential causes of these problems? What potential solutions do you suggest? Problems and potential causes: 1. Overtime costs: the root cause of this issue depends on how effectively workers could be scheduled. Workers in this industry tend to have problems with absenteeism. A higher than expected absenteeism would translate to overtime pay
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National Cranberry Cooperative 1. The wait time for trucks to back onto a Kiwanne dumper and empty their contents was up to three hours. Even though $75‚000 was spent on a fifth Kiwanne dumper‚ this did not seem to help overtime costs. This assumes that it is the delay in trucks emptying their contents that caused the overtime to be required. A potential cause is the lack of dryers and the lack of berry appropriate holding bins‚ i.e. not enough wet or dry berry holding bins – these causes
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BOTTLENECK OPERATIONS/FACTORS AFFECTING PRODUCTION (AGRICULTURAL) Definition of Bottleneck 1. Finance Process that holds up others an activity within an organization which has a lower capacity than preceding or subsequent activities‚ thereby limiting throughput. Bottlenecks are often the cause of a buildup of work in progress and of idle time. 2. Operations & Production Somebody or something that slows down process a limiting factor on the rate of an
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5 Bottlenecks 36 mins F Co makes and sells two products‚ A and B‚ each of which passes through the same automated production operations. The following estimated information is available for period 1. Product unit data A B Direct material cost ($) 2 40 Variable production overhead cost ($) 28 4 Overall hours per product unit (hours) 0.25 0.15 ������ Original estimates of production/sales of products A and B are 120‚000 units
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National Cranberry Cooperative‚ 1996 Case Study Analysis IIMA PGPX 20.04.2013 Executive Summary National Cranberry Cooperative‚ a processing and marketing firm of berries‚ is facing challenges related to operational efficiency‚ high overtime cost and lengthy queues of delivery truck. Analyses of the case lead us to the following propositions to alleviate these problems: • Channel restructuring: Current practice of manual grading misclassifies significant
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