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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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
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The case is due 5 pm on September 27 (Tuesday). Please submit only one document per group. Please E-MAIL your report to ismail.civelek@wku.edu. 1. Mark the capacity and utilization of each resource in the process flow diagram at the end of this document. Briefly describe how you calculate the capacity and utilization here. [20 points] The capacity for each process was listed in the case study document‚ and we found utilization by dividing the demand by the capacity. The respective capacity and
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scenario‚ the major bottlenecks in the system are the drying units for wet berries and the berry separation lines. While the drying units’ capacity can be increased by purchasing additional units‚ the throughput of the system will still be limited by the limitation of the separation lines. If the average rate of inflow of berries is 1500bbl/hr‚ then with the effective separation capacity of 1200bbl/hr‚ the plant will incur a backlog of 300bbl/hr. If the shift start times stay as it is‚ and the processing
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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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($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 Cooperative) Mel O’Biren - assistant Spent $75000 - 5th Kiwanee dumper Timeframe - Feb 14‚ 1971 Percentage of water harvested berries this year will increase to 70% of toal process fruit from last year’s 58% Overtime costs were still out
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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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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
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The major trends of the cranberry industry and the problems facing RP#1 There are several major trends that we can observe in the cranberry industry for the period of 1945-1979 (See Table 1 in the Appendix). First‚ there is a steady production increase in each of the five-year periods: from 615‚000 barrels in 1945-1949 to 1‚546‚120 barrels 30 years later. The production growth was caused by the increasing mechanisation of cranberry industry. For example‚ water harvesting could result in a yield
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Case Study: “National Cranberry Cooperative” Question 1: “Draw a Process Flow Diagram of Receiving Plant 1”. For each step in the process indicate the resource pool‚ number of resources in the pool‚ total capacity of the pool. There are actually 27 holding bins‚ some of which can hold either dry or wet cranberries. Total Destoning machine capacity is 4500 bbl/hr Total Dechaffing machine capacity is 1500 bbl/hr dry and 3000 bbl/hr wet cranberries Total Dryer capacity is 600 bbl/hr of wet
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