Table of Contents 1.) Introduction 2 2.) Process Analysis 2 3.) Process Flow at National Cranberry Cooperative 4 4.) Installing a Light Grading System 5 5.) Decreasing the truck waiting time 6 6.) Bag pack or Bulk Pack 8 7.) Conclusions 9 1.) Introduction This case analysis looks at the two primary problems at the receiving plant no. 1 (RP 1) faced by National Cranberry Cooperative during the cranberry harvesting period, viz. 1) too much waiting period for trucks before they unload
Table of Contents 1.) Introduction 2 2.) Process Analysis 2 3.) Process Flow at National Cranberry Cooperative 4 4.) Installing a Light Grading System 5 5.) Decreasing the truck waiting time 6 6.) Bag pack or Bulk Pack 8 7.) Conclusions 9 1.) Introduction This case analysis looks at the two primary problems at the receiving plant no. 1 (RP 1) faced by National Cranberry Cooperative during the cranberry harvesting period, viz. 1) too much waiting period for trucks before they unload berries
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
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
The National Cranberry Cooperative (NCC) is facing a list of production dilemmas. The production facilities are strained to process the amount of product being delivered. The owner/growers are upset with the time and cost required to deliver product for processing. Management is disheartened with the over payment for raw materials based on an inaccurate and inconsistent manual grading process for incoming fruit. Mel O’Brien has been tasked by his vice-president of operations, Hugo Schaeffer, to
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
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
2. There are two limitations on throughput for Receiving Plant 1. For wet cranberries, throughput is limited by the Dryer capacity to 600 bbl/hr. In terms of total throughput of RP1, the limitation is on separating capacity at 1200 bbl/hr. At the drying unit, the total processing rate of wet berries falls short of the arrival rate
EXECUTIVE SUMMARY In the current scenario, the major bottlenecks in the system are the drying units for wet berries and the berry separation lines. While the drying units’ capacity can be increased by purchasing additional units, the throughput of the system will still be limited by the limitation of the separation lines. If the average rate of inflow of berries is 1500bbl/hr, then with the effective separation capacity of 1200bbl/hr, the plant will incur a backlog of 300bbl/hr. If the shift start
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