though National Cranberry has three dryers to be used during the drying process‚ each only has a capacity of 200 bbl‚ which means the three dryers can only collectively dry 600bbl of cranberries in one hour. This leaves 525bbl of wet berries in inventory each hour. 2. Enter your answer and supporting arguments for question 2 here. [10 points] On a busy day‚ the maximum throughput rate for RP1 is 975 bbl/hr (375 of these are dry berries‚ and 600 are wet berries). RP1 could increase its maximum throughput
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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 - Vice President at NCC (National Cranberry
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Assignment – National Cranberry Cooperation | | | |National Cranberry Cooperative | |1/27/2013 | 1. Develop a process flow diagram for processing cranberries (both
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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 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
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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
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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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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 trucks‚ hence‚ enabling the plant operate at more
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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 berries at the RP1 and 2) too
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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
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