($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
Premium Investment Truck Cranberry
in .pdf form. The wet berry drying process had a utilization percentage of 250%‚ which exceeds 100%‚ making it the bottleneck in this scenario. Even 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
Premium Flowchart Network performance Drying
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
Premium Fruit Bottleneck Choke point
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
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
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
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
Free Question Answer Mathematics
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
Premium Network performance Cranberry Costs
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
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