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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Executive Summary Operations Management 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
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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
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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
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eliminate the backlog. The cost benefit of adding the additional drying unit and advancing the shift start time are higher than the cost benefit of other options considered. THE COMPANY The Receiving Plant I (RPI) of National Cranberry Cooperative (NCC) processes both wet and dry cranberries in a highly mechanized process involving 400 workers during peak season. The processed berries are sold in bulk and bags. PROBLEM STATEMENT NCC is currently wrestling with both
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National Cranberry is a cooperative of berry growers around North America that share common production facilities and for the last several years have been experiencing capacity bottlenecks among other issues. After initial analysis‚ two main factors that contributed to a decrease in production were found. The first issue in the business is that the supply trucks and drivers delivering the harvest were not properly organized and there was not enough space and organization to allow for smooth offloading
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Spring 2015 Student name: Ha Thu Tran Class: Operation Management 63.671. Case Study: National Cranberry Cooperative Date: Feb 19 2015 I. Background /Summary National Cranberry case is an interesting operational case study. The organization of National Cranberry was established and owned by growers of cranberries to process and market their own berries. It is a large corporation‚ which has operation in all primary growing areas of North America:
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problem‚ gang… We now that the bottleneck in the process is the Drying unit. Using the diagram‚ we can assess: 1. TPT is 19‚000*.7 wet barrels/12 work hrs in work day = 1108 wet bbls per day 2. The dryer unit can process 600 bbls wet cranberries per day Looking at the process we know that there is a bottleneck at Drying unit: I. The capacity of the drying unit is 600 bbl /hr which is much lower than the required 1108 wet bbl/day we need. II. On an average day a total of 10‚000
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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
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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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