National Cranberry Cooperative Case

The trucks will continue unloading up to 4,600/600 minutes after 7 pm and until 02.40 am and the processing will continue until 8 am. At the same time, to empty the next slot of berries, the remaining quantity of berries will be arrived. The total amount of berries that will be processed is 7200 bbls (600 x 12).

* Will have to buy new dryers to account for increase in wet berries processed through dechaffing

The capacity of the Dechaffers for the dry berries was also given as 1500 bbl/hr and once again the implied and actual utilization will be 1.0. Switching to the Wet Berries, we see that there are two Dechaffers that can each store up to 1500bbl/hr, which will add up to a capacity of 3000bbl/hr. We can calculate the implied utilization of the wet berry Dechaffer by dividing the input rate (1500bbl/hr) by the capacity (3000bbl/hr) and the actual utilization by dividing the Flow Rate (600bbl/hr) by the capacity (3000bbl/hr). The Dryers set the standard for the wet berries because they are the bottleneck of the operation. There are three dryers that can process 200bbl/hr, giving us a total capacity of 600bbl/hr. The implied utilization is not very realistic because it takes the 1500bbl/hr input rate and divides it by the 600bbl/hr capacity. The actual utilization of a bottleneck is always 1.0 because it is operating at maximum capacity. Lastly, there are three separators that have a capacity of 400bbl/hr each, giving us a total of 1200bbl/hr. The implied utilization will be discovered as 1.25 because you are taking the 1500bbl/hr input rate and dividing it by 1200bbl/hr capacity. The actual utilization can be found by 600bbl/hr (wet berries) plus 375bbl/hr (dry berries) and using them as your input rate. So you will divide the 975bbl/hr by 1200bbl/hr capacity and get .8125.

2. At a steady state we'd be able to produce 6 (process capacity) x 4 (hours) = 24 dozen per night. At a starting state, assuming that 1st dozen takes 26 minutes, and we move into a steady state of production, we

This paper will be focused specifically on the production of Driscoll’s red raspberries. I will be looking at their supplier Reiter Affiliated Companies, the labor conditions, wages, and difference between the conventional and organic raspberries. There has also been a movement to change the definition of organic and alternative foods so that it also includes the labor conditions. Therefore, there will be clearer difference between organic foods and nonorganic other than just environmental and sustainable differences between the two. The goal is to describe the production and process of distributing raspberries from the time they are planted until they are pick and then distributed in stores.

2. It can be determined that it will take approximately 20,126 hours at a cost of $20,121.71, with the given labor rate of $1.08 per hour, for the 4 month production run, with the breakdown of each month as below:

Most stores have been in existence for 10 or more years, and were indirectly managed by either Emerson or Wood when they were first established. Because of this stability, the estimate for the coming year‟s labor requirements is identical to the current year. So, for example, they currently have 1,200 individuals working as shift leader, and expect to need 1,200 individuals to work as shift leaders for the coming year as well.

Addition of two new dryers implies the increased capacity for the drying station. They add an additional capacity of 2*200bbls wet berries per hour.

Heavy lifting is sometimes required. Also the team might deal with damaged product, so their clothing can often become soiled. The other half of the truck is then sent to the back-stock locations. Team members scan each and every product or box into specific Waco-cardboard locations. The backroom lighting is significantly dimmer than the salesfloor. Not to mention usually this is all happening after hours when the store is closed so the building lighting is decreased by 50%. The air conditioner or heaters are also running at 50% power than normal business hours. So not only is the logistics team working physically harder, but they are also working under less than desirable working conditions.

At receiving plant no. 1 (RP1), trucks would arrive randomly throughout the day, with a random amount of berries, anywhere from 20 to 400 bbls. In order to utilize transport vehicles more effectively, there should be crews scheduled differently on peak days. It only takes 5 to 10 minutes to unload a

With the bottleneck occurring so early in the process, it is critical that the early steps become more efficient. Hiring more personnel for this step would help ease the back up here but more staff would also increase expenses at a time when the company is trying to reduce costs. An alternative fix would be schedule regular pick ups and deliveries to reduce the uncertainty and efficiency of the way drop offs are occurring. Additionally, if pickups were scheduled, costs could be reduced as LAA could rely on their six trucks to make 4 scheduled pick up/deliveries and could eliminate the need to outsource to a private company. Another thought to address this step is to completely outsource the pick ups, thereby eliminating the cost of truck fuel, maintenance and other expenses. The major problem with the current delivery system in place is that drop offs can occur at any time during a 16-hour work day.

: Total capacity of 5 dumpers = 450 (barrel/hr) * 5 (dupms) = 2250 barrels/hr

Linda Metzler the production planning manager is the main responder in this case, she has to come up with another optimal alternative that will have to be submitted to the plant’s General Manager. The plan has to be approved by the general manager for roll out starting next year.

When considering the new process technology option, several factors discussed earlier must be considered. The addition of one unit of extra capacity provides BCF the ability

Fyffes procures its products worldwide and is one of the leading distributors of southern hemisphere fresh produce in Europe, in particular fresh produce sourced from South Africa and South America. The most common themes arising from the top managers so far involved the need to foster relationships among the SBUs and work with each other to reduce costs (Geoff Percival, 2012). It is critical for the relationship between the suppliers (Other region markets) and the distributors (UK, Ireland and EU). The four SBUs work together for the fresh fruits supplying and selling, the company launched its worldoffruit.com web site and subsidiary, offering Internet-based business-to-business fruits and vegetables sourcing and information supporting the company's operations are its network of 100 storage, distribution, ripening, and other facilities, a fleet of 17 company-owned or leased temperature-controlled ships, and its own land-based transportation fleet, it can share and reduce the transport cost. The synergy management of the four SBUs also helps Fyffes add more value to the supply chain and make the delivery more efficient.