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
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National Cranberry Cooperative Fill in your name in the header. Please read the Course Syllabus for guidelines on collaboration in assignments: Below‚ write your answers to Guiding Questions 1-4. The case is due at the beginning of class on January 29 (Wednesday). Please submit only one document per group. We will discuss the answers in class. You may want to print out your answers and charts for your reference during the class discussion. Some additional information about National Cranberry follows
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National Cranberry Cooperative (NCC) Case Analysis NCC Issues at Receiving Plant No.1 (RP1): Hugo Schaeffer‚ vice president of operations at NCC has currently identified three problems at the core of RP1. These three problems are: - Idle time: under the current process trucks are spending too much time waiting to unload cranberries at RP1 - Resource Utilization: the current allocation of full time and part time workers has resulted in increased costs as a result of both over time and absenteeism
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Here’s the problem‚ gang… We now that the bottleneck in the process is the Drying unit. Using the diagram‚ we can assess: 1. TPT is 19‚000*.7 wet barrels/12 work hrs in work day = 1108 wet bbls per day 2. The dryer unit can process 600 bbls wet cranberries per day Looking at the process we know that there is a bottleneck at Drying unit: I. The capacity of the drying unit is 600 bbl /hr which is much lower than the required 1108 wet bbl/day we need. II. On an average day a total
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maximize utilization of every stage of the process from inventory control to shipping. With the negotiated contracts available in order to maximize profits Littlefield has little room for inefficiencies and must meet all delivery requirements. At the time of change over‚ Littlefield was not maximizing the capacity of the plant. It was not effectively processing items through station 2 and was exceeding the utilization of all stations in the production process. In addition‚ it did not have a delivery
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yChapter 3. Polymer Processing Polymer Process Techniques Fig. 3.1. Procedure for casting sheets of polymer. Polymer Materials Page 2 Polymer Process Techniques HEMA = hydroxyethyl methacrylate EGDMA = ethylene glycol dimethacrylate Fig. 3.2. Centrifugal mold for poly(hydroxyethyl methacrylate) contact lenses Solvent casting of films Fig. 3.3. Laboratory spreading device for the solution casting of films. Polymer Materials Page 3 Polymer Process Techniques Roll
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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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generates reports for its clients by 15th of each month. It looks up all the monthly reports from previous years and after processing the claims and other information‚ generates monthly reports. It advises its clients on their budget plan based on the client history‚ health of its employees and expenditure capacity. CURRENT SCENARIO Currently‚ the finance team has to collect and process vast information coming from internal and external sources. This information has to be manually entered by the team
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2.3 Ishikawa diagram In 1960s‚ Professor Kaoru Ishikawa has introduced Ishikawa diagram. This diagram also called fishbone diagram or cause and effect diagram (Ishikawa 1976). Since this diagram is inception‚ it has gained tremendous of popularity to identify the root cause of the variety of problems (Hossen et al. 2017). Besides that‚ Ishikawa diagram often called as fishbone diagram is because it can help in the brainstorming to determine the possible cause of a problem and also sort the ideas
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PART I Introduction “Living in a semi – urban is indeed difficult where prices of the goods are too high especially when you don’t have money” said Mrs. Rosanie S. Surban‚ 33 years old‚ married with two children‚ currently working as secretary in LGU‚ Barangay 5‚ San Francisco Agusan del Surand whose husband is Mr. Ariel S. Surban‚ a plain househusband. Mrs. Surban has salary of at least P8‚000 per month and her husband is earning nothing. Her salary cannot suffice their household expenses
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