The maximum current throughput rate of RP1is 975bbl. Because the maximum throughput rate for wet berries is 600bbl/hr due to the bottleneck/dryers. 375 bbl/hr is the throughput rate for the dry berries. So, 600bbl/hr for wet plus 375bbl/hr for the dry equals a total throughput rate of 975bbl/hr 3. Buildup begins 7 am at a rate of 1125-600=525bbl/hr until 7pm when buildup is reduced at 600bbl/hr Trucks begin to wait at 3200/525=6.1 hrs after 7 am or 1:05 pm Peak is at 7 pm with 6300bbl/hr so (6300-3200)/600=5.16 hrs or 12:09 am there are 0 trucks waiting Total truck wait time is a little over 11 hours 6300/600=10.5 so the factory finishes 10.5 hrs after 7 pm or 5:30 am the next morning Factory run time is 20.5 hours 4.
Wet berries are 70% of all berries. Holding bins 17-24 are dedicated to wet berries. Capacity of the dumpers is 3,000 bbl / hr (it takes on average 7.5 minutes to dump a truck, a truck holds on average 75 bbl so, from Little's Law, each of the five dumpers will take 600 bbl/hr). Drivers are paid $18/hr. Rates for other employees are given in the case.
Draw a flowchart for the current process for handling process fruit at RP1, starting from temporary holding bins and ending at the separators (i.e. ignore the berry dumping, truck weighing and berry grading process before that, and bagging and bulking process after that. These activities are never a bottleneck). Draw one flowchart only which shows the flow for both dry and wet berries. Mark the capacity in barrels per hour of each process activity.
Although a fifth Kiwanee dumper was updated last year with the hope of resolving the problem, it was unable to fix them and the overtime costs of the process are still very high. 2. There is a long waiting time for trucks and drivers in queuing to unload process fruit into the receiving plant. Seriously, when the holding bins were full, the waiting time could be up to several hours. This has upset the growers since the wages of a truck and drives are up to $100 per hour.
Equipment and Effect Kudler fine foods is looking to revamp their marketing campaign in stores by featuring employees and showcasing their fresh products in store displays. The dilemma they are facing with this task is deciding whether it would be beneficial to outsource the photography or do the photography in house. The purpose of this analysis will analyze the equipment requirements and costs incurred, plus the effect of in-house photography on day to day operations. Kudler Foods-In house equipment and associated costs If Kudler decides to bring the photography in-house for their project, they will have to consider the cost of setting up an operation there. First, they will need to consider construction of an area with professional lighting that can be used for the in-house photography; a studio area.
Ordering for three stores is difficult due to the time involved, and as the business grows to new locations, a more efficient manner to order is required. The best the solution to this problem is to use modern technology, and use an automated ordering replenishment system. One company that provides this service is Red Prairie (www.redprairie.com).This type of technology will allow Kathy to generate automated suggested orders based on sales, seasonality, stock plan, and quantities on hand. Food inventory planning will enable Kathy to have individualized ordering plans for each store. Food cost managers will generate sales forecasts to reduce the carrying costs of inventory.
ASSIGNMENT #1 GRAINGER: REENGINEERING THE CHINA/U.S. SUPPLY CHAIN DATE: JUNE 6, 2015 INSTRUCTOR: Amy Vuong Submitted by: S. Jimmy Exec Summary: W. W. Grainger, Inc. is recently thinking of redesigning the supply chain for shipments from China/Taiwan. The reason being as an obvious to reduce costs, lead times and to improve supply chain efficiency. The major issue identified was the lead time and a huge fixed overhead because of small shipments which then were consolidated by the company to make a full 40-feet container load. Through a thorough cost analysis and weightage of pros and cons of three alternatives, the team recommends to use an NVOCC (Non-Vessel operating common carrier) for small shipments which will lead to a lot lesser lead times and will help reduce costs as well.
Willow Company is must reduce its inventory levels and sell inventory at a faster rate to improve the inventory turnover closer to 30 days. Due to the negative cash flow, Willow must explore the opportunity to manage its inventory levels relative to sales. The greater the inventory levels, the higher sales must be, otherwise additional storage and other holding costs will be incurred to cause further deterioration in its cash position. Cash will be invested into unsold inventory that is generating no return while remaining unsold. In addition, there will be the opportunity cost of not having cash available for more useful requirements i.e.
Case: Great Lakes Carriers 1. What marketing data would you want to have available to make the decisión? First of al lis important to know the changes that the demand of cole and iron ore has had during the past few years . Because these have dresead , is important to know the new demand to evaluate two important things: * If its necesary the new ship that Kate sugested , this ship have a maximium carrying capacity but may be not necesary if the demand is low * How are going to be the schedules are also defined by the demand because they need to evaluate the rentability of the transportation in each port , also the frecuency of deliveries because one port can demand more tan another one. With the dates about the demand , GLC can evaluate the ofer that they need to handled the demand , and the way that they are gona do it , if they are going to do some hauls by trucks or by ships , how many workers they need to have , the schedudels that they are going to handled etc.
One of the factors Monsoon would have to consider when deciding at what extent to cut prices would be how much excess supply there is. This is an important factor because if there isn’t that much prices won’t have to be lowered as much because there is less excess supply to get rid of. However if there is a larger amount of surplus stock prices will have to be cut more significantly. In the Monsoon case study there is 5% more surplus clothing which is twice the amount of demand around Christmas time. This means that as there is a substantial amount of excess supply prices should be cut heavily in order to increase the demand for this stock.