National Cranberry Case Report
EING B333
TEAM : BerriesMangers
COLINET Benoît
GRASSEELS Alexandre
TAILLET Paul
February 2012
1) Memo :
After having read the rapport concerning the NCC and knowing that the current goals are to reduce the cost in order to make more benefit, we have analyzed the strategic points of the process and the opportunity(ies) that the firm can exploit. We saw that some of them were not efficient, that some investments were more or less useful. The main issues the company has to face are that trucks have to wait in a queue and that the whole process is not well defined so investments are done in a bad part of it (Dumpers). Actually, these two points are linked as the trucks are waiting because of the bottlenecks that are in the process.
We also realized that these queues provoke an obligation to work in overtime, which means that employees are more paid. Moreover, the drivers of the trucks are paid too.
Next to that, money is also lost from the bad evaluation of the color of the berries. (Our calculations permit us to see that an investment in a light meter would be profitable).
As far as the useless investments are concerned, we think that the fifth dumper is not profitable at all (This conclusion is relevant for the fourth dumper too, however it can be useful in case of failure, rush hours or extension of the process).
The results of the calculations were generally definitely positive or negative even if we made some assumptions about the wages and the exact number of hours, so the exact result is maybe unknown, but the decision will certainly remain the same.
2) Supporting Analysis (see in annexe 1) :
Firstly, some trucks arrive with a load of berries between 7am and 7pm (a little later if there is a delay). The truck is weighed and in the same time, “the truckload of berries is graded according to color“ (1 is the poorest color and three the best one). The weight of the truck will be compared with... [continues]
EING B333
TEAM : BerriesMangers
COLINET Benoît
GRASSEELS Alexandre
TAILLET Paul
February 2012
1) Memo :
After having read the rapport concerning the NCC and knowing that the current goals are to reduce the cost in order to make more benefit, we have analyzed the strategic points of the process and the opportunity(ies) that the firm can exploit. We saw that some of them were not efficient, that some investments were more or less useful. The main issues the company has to face are that trucks have to wait in a queue and that the whole process is not well defined so investments are done in a bad part of it (Dumpers). Actually, these two points are linked as the trucks are waiting because of the bottlenecks that are in the process.
We also realized that these queues provoke an obligation to work in overtime, which means that employees are more paid. Moreover, the drivers of the trucks are paid too.
Next to that, money is also lost from the bad evaluation of the color of the berries. (Our calculations permit us to see that an investment in a light meter would be profitable).
As far as the useless investments are concerned, we think that the fifth dumper is not profitable at all (This conclusion is relevant for the fourth dumper too, however it can be useful in case of failure, rush hours or extension of the process).
The results of the calculations were generally definitely positive or negative even if we made some assumptions about the wages and the exact number of hours, so the exact result is maybe unknown, but the decision will certainly remain the same.
2) Supporting Analysis (see in annexe 1) :
Firstly, some trucks arrive with a load of berries between 7am and 7pm (a little later if there is a delay). The truck is weighed and in the same time, “the truckload of berries is graded according to color“ (1 is the poorest color and three the best one). The weight of the truck will be compared with... [continues]
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