National Cranberry Cooperative In early 1981‚ at the National Cranberry Cooperative’s receiving plant number 1 (RP1)‚ overtime costs are too high and delivery trucks and their drivers have to wait several hours to unload. The trucks have to wait because the plant’s holding bins fill up and there is not temporary storage. The holding bins fill up because within the cranberry operating system there is a bottleneck‚ a place in the production process where production slows down because of a slow or
Premium
backlog caused by processing will exhaust the bin storage capacity. The wait times for the truckers can be reduced by converting some of the dry bins to wet bins. However‚ this measure will not completely eliminate the trucker wait times. The best solution is to acquire one additional drying unit and advancing the processing shift from 11AM to 8AM. The backlog per hour of 300bbl/hr (due to the separation unit)‚ will be manageable by the available storage capacity in the bins‚ even without converting
Premium Cost-benefit analysis 5th millennium Cost
Assignment – National Cranberry Cooperation | | | |National Cranberry Cooperative | |1/27/2013 | 1. Develop a process flow diagram for processing cranberries (both
Premium Time Costs 1996 albums
Executive Summary Operations Management Introduction As a leader in the fruit industry‚ National Cranberry Cooperative (NCC) is ready to take on some changes in order to increase efficiency in its operation. The entire process flow by which cranberries enter‚ move‚ and exit Receiving Plant No. 1 (RP1) can be improved by tweaking certain stages of the overall operation. Such improvements will reduce the expensive overtime costs that have been incurred and reduce the waiting time for inbound delivery
Premium Flowchart
National Cranberry Cooperative Summary When Hugo Schaeffer‚ vice president of operation at the National Cranberry Cooperative (NCC) went through last fall’s process fruit operation at receiving plant No. 1(RP1) with the superintendent Will Walliston‚ he found that overtime costs and the time waiting to unload were still two big problems. Walliston gave two options to avoid these problems next fall is to buy and install two new dryers‚ and to convert dry berry holding bins so that they can store
Premium Fruit Bottleneck Season
NATIONAL CRANBERRY COOPERATIVE National Cranberry Cooperative Question 1 The receiving plant No. 1 is facing 3 problems: 1) Too much waiting time for trucks before they can unload their berries; 2) The overtime costs are too high; 3) The grading process of the berries is inadequate. Question 2 Question 3 Process Flow Diagram for wet and dry cranberries Working Note: Arrival of berries- In the process fruit‚ first berries are arrived on receiving plant
Premium Cranberry Fruit Time
Team Case C. National Cranberry Cooperative Please read the course pack item “National Cranberry Cooperative”. The assignment is composed by two parts‚ which are due on different day. The following are the common assumptions for both Part I and Part II A. All the processes (including Destone‚ 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
Premium Investment Time Truck
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; however‚ if you hear something from some other group‚ please give a reference. Below‚ write your answers to Questions 1-4 (on BB/Cases). 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
Premium Network performance Question Bottleneck
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
Premium Flowchart Cranberry Overtime
Table of Contents 1.) Introduction 2 2.) Process Analysis 2 3.) Process Flow at National Cranberry Cooperative 4 4.) Installing a Light Grading System 5 5.) Decreasing the truck waiting time 6 6.) Bag pack or Bulk Pack 8 7.) Conclusions 9 1.) Introduction This case analysis looks at the two primary problems at the receiving plant no. 1 (RP 1) faced by National Cranberry Cooperative during the cranberry harvesting period‚ viz. 1) too much waiting period for trucks before they unload
Premium Cooperative Time Truck