Also, because of the increase in water harvesting of the cranberries, new schedules for operations had to be drawn up. Another issue was the grade selection of the berries. Half the grade 3 berries were actually grade 2B resulting in revenue and time loss. Daily maintenance activities prevented round the clock operations within the facility and lead to a production loss of 2 hours/day. 2) Draw a process flow diagram of the cranberry process beginning with receiving and ending with the Bailey
holding bins so that they can store either water-harvested or dry berries. NCC was an organization formed and owned by growers of cranberries to process and market their berries. A trend of cranberry harvest was the growing surplus of cranberries produced over those utilized. Another important trend was the increasing mechanization of cranberry harvesting and could result in yields up to 20% greater than those obtained via dry harvesting. However, water-harvested berries should be
The national Cranberry Cooperative (NCC) is one of the larger organizations, formed and owned by growers of cranberries to process and markets their berries. Two major issues has been highlighted by its vice president, Hugo Schaeffer, to his assistant, Mel O’Brien, to address and suggest proper solutions related to process fruit operation. First issue was related to the high cost incurred as overtime costs paid to the worker in addition to the $200,000 spent on developing 5th Kiwanee dumper. The
13 National Cranberries Corporative Case Write-Ups Ngan Nguyen, Vedurmudi Chandrika, Sumita Govil, Justin Fisher Present to: Professor Uday Rao 13 National Cranberries Corporative Case Write-Ups Ngan Nguyen, Vedurmudi Chandrika, Sumita Govil, Justin Fisher Present to: Professor Uday Rao Topic | Page Number | 1. Problem Statement | 2 | 2. Process Flow Analysis | 2 | 3. Data Analysis and Suggestions | 2 | 4.1 Process capacity and bottleneck 4.2 Truck unload
Case #1: National Cranberry Cooperative Problem Set Due on March 3, 2014 1. Analyze the current process. [Using the process flow map, attached at the end of the case text, of the current process at Receiving Plant #1, mark the capacity and utilization of each of the operations. Show the flows of wet and dry berries separately.] 2. On a busy day, what is RP#1’s current maximum throughput rate? 3. Assuming that processing starts at 7 am on a “busy” day, present the situation during such a day, by
average effective capacity was probably slightly less than 400 bbls per hour for each line. The maximum throughput rate = 9/3*400 bbls/hr= 200 bbls/hr The National Cranberry Cooperative has to change the operational format of receiving plant # 1 to meet production requirements during the high volume period of the cranberry harvest while reducing the costs of trucks waiting, overtime and inaccuracy of the grading process. The two types of harvesting techniques are water(wet) and dry which
Introduction National Cranberry Cooperative (NCC) is one of the largest cooperatives formed and owned by cranberry growers to process and market their berries. During the harvest season it has been experiencing problems of employee overtime costs, waiting time for trucks to unload the fruit, and half of the berries graded top quality are actually not top quality. Hugo Schaeffer, VP of operations, realizes the need for a change in the operations strategy to improve efficiency and reduce costs.
Case Report: National Cranberry Cooperative 1. Mark the capacity and utilization of each resource in the process flow diagram at the end of this document. Briefly describe how you calculate the capacity and utilization here. Finding Numbers for Process Flow Diagram Capacities Used in Diagrams Dumpers: (60min/7.5min)*75bbl=600bbl/dumper, 600*5=3000bbl/hr Storage: Bins 1-16 hold 250bbl each=16*250=4000bbl/hr Bins 17-24 hold 250 bbl each and bins 25-27 hold 400 bbl each=(8*250)+(3*400)=3200bbl/hr
National Cranberry Cooperative Background NCC is one of the largest cooperative and is found in all the major growth areas of cranberry in North America. It was put into place as a common facility by a group of farmers wanting to produce and market the berries. The cranberry harvest was very fruitful however there was a growing amount of surplus compared to what was actually used. An act then came into place to allow farmers to control the size of the crops. The crops were harvested in two
National Cranberry Cooperative: 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 at the RP1 and 2) too much overtime costs. There is also a secondary problem regarding grading of process berries. Half of the berries graded as top quality are actually not top quality and do not deserve extra