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
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 1. The wait time for trucks to back onto a Kiwanne dumper and empty their contents was up to three hours. Even though $75‚000 was spent on a fifth Kiwanne dumper‚ this did not seem to help overtime costs. This assumes that it is the delay in trucks emptying their contents that caused the overtime to be required. A potential cause is the lack of dryers and the lack of berry appropriate holding bins‚ i.e. not enough wet or dry berry holding bins – these causes
Premium Cranberry
OPERATIONS TO MEET DEMAND NATIONAL CRANBERRY COOPERATIVE CASE ANALYSIS 25th May 2010 Submission by: Group-B Dhananjay Kumar Kshitij Kulkarni Pankaj Shrivastava Rajesh Premchandran Salil Choudhary Siddharth Sinha Tanushree Datta 1. EXECUTIVE SUMMARY * Hugo Schaeffer‚ VP‚ Operations faces 3 problems during the harvest season at the National Cranberry Cooperative (NCC). a. Drivers and trucks spend up to 3 hours unloading cranberries when it takes around 5-10
Premium Management Time Cranberry
NATIONAL CRANBERRY CO-OPERATIVE CASE STUDY * Nishi Sharma In 1971‚ National Cranberry Cooperative faced recurring operational problems that affected the productivity and relationship of NCC to growers. This analysis will discuss how NCC can improve its operation before the peak-season comes in. The analysis was based from facts cited in the case‚ using tools such as but not limited to process flow diagram‚ cost‚ benefit and utilization analysis‚ and work-force scheduling. The author recommends
Premium Cranberry Material Management
1. Problems facing receiving plant No. 1 (RP1) The problems that The National Cranberry Cooperative is facing with are described in the table below. Mostly they are related to the problem of capacity. Problem | Implications | Presence of bottlenecks in the stages of drying and separating of berries. | Excessive overtime costs. | | Overcapacities in other stages of processing of berries. | 2. Process Flow Diagram From 8-10 min to few hours 400*3= 1200 bbls/h 1500*3 = 4500 bbls/h
Premium Chemical engineering Time Flowchart
Management INSTRUCTOR: Professor Wang Xiayang HOMEWORK: Case Writing –National Cranberry Cooperative NAME: JESSIE ZHOU/KOBE LIU STUDENT ID NO.: 08210359/ CLASS: 09PA STUDENT DECLARATION I declare that this assignment is my own work‚ which all sources of reference are acknowledged in full and it has not been submitted for any other course. Signature: Date: 10/10/30 NATIONAL CRANBERRY COOPERATIVE Contents 1. What are the problems facing receiving
Premium Case study Truck
1. Identify the bottleneck or bottlenecks in the process. To identify the bottleneck‚ we need to find out the process capacity and flow rate. Process Num of machine Capacity per machine (bbls/hr) Total capacity (bbls/hr) 1 Truck arrive 8 75bbls/truck 600 2 Dumping 5 600 3000 3 Dry berry holding 16 250 4000 4 Dry/wet berry holding 8 250 2000 5 Wet berry holding 3 400 1200 6 Destoning 3 1500 4500 7 Dechaffing 3 1500 4500 8 Drying 3 200 600
Premium Bottleneck Working time Choke point
National Cranberry Cooperative (NCC) Case Analysis NCC Issues at Receiving Plant No.1 (RP1): Hugo Schaeffer‚ vice president of operations at NCC has currently identified three problems at the core of RP1. These three problems are: - Idle time: under the current process trucks are spending too much time waiting to unload cranberries at RP1 - Resource Utilization: the current allocation of full time and part time workers has resulted in increased costs as a result of both over time and absenteeism
Premium Cranberry Management Material
a large cranberry processing plant. He is faced with many issues; the industry is changing dramatically and Hugo needs to make some key changes in his plant to keep up with new trends. In order to do this‚ Hugo has asked us to examine the cranberry processing method at RP1. The following are our findings and recommendations to Hugo. Hugo has informed us of the following problems and asked us to identify any other problems we notice in the process: • Trucks queue for far too long (several
Premium