Ncc Case Essay

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15.760: National Cranberry Case 1. Admin: Webvan case; UHS case 2. What are the sources of variability in the NCC case? 3. What are the problems NCC is experiencing that should be addressed? 4. Describe the Process Flow Diagram. 5. Assess possible options for relieving truck waiting. 6. How would you assess converting some dry bins to wet? 7. How would you assess whether you can begin at 8 am? 8. How would you assess labor cost impacts? 9. How would you deal with the distribution of wet/dry and volume over the days of the season? 10. Can you eliminate/reduce demand peaks? National Cranberry Process Flow Diagram weighed/ graded Unload 5-10 min/truck tested/ sampled Freeze 1500 bbls/hr dry 1-16 250 bbls =4000 bbls both 17-24 250 bbls =2000 bbls 1500 bbls/hr destone dechaff Bulk Bins 800 bbl/hr 3 x 400 bbls/hr dry 2 x 1500 bbls/hr destone wet wet 25-27 3x400 bbls = 1200 bbls separate dry dechaff 2 x 1500 bbls/hr 3 x 200 bbls/hr Bulk Truck 2000 bbl/hr Bag 667 bbl/hr Freeze Wet Cranberry Inventory Buildup Assume: buildup 18000 x 70% wet =12600 bbl/day 12600/12=1050 bbls/hr; Plant begins operations at 11:00; Drying bottleneck @ 600 bbl/hr Truck waiting = 7800 16.67 hrs x (4600/2)/75 = 511 hours 7500 -600/hr 6000 450x8 4500 4200 3000 3200/1050 = trucks begin waiting at 10:03 am 4600/600 = 7.67hrs = 2:40 am No more trucks 1050x4 1500 7:00 9:00 11:00 13:00 15:00 17:00 19:00 21:00 23:00 1:00 3:00 Plant is empty after 7800/600 = 13 hours after 19:00 or 8 am the next morning Total run time = 12600/600 = 21 hours Wet Cranberry Inventory Buildup Assume: buildup 18000 x 70% wet =12600 bbl/day 12600/12=1050 bbls/hr; Plant begins operations at 7:00; Drying

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