...bogs, using machines to shake the bushes, and collecting the berries that float to the top; and 2) dry harvesting which requires hand picking. Water harvesting typically results in a yield of 20% more berries than dry harvesting, however, it causes more damage and reduces the time between harvest and long-term storage. Cranberries are processed for one of two purposes: 1) preparing raw berries for sale; and 2) preparing berries for use in juice, canning, freezing, and other processes. The process for preparing berries to be processed at Receiving Plant 1 (RP1) is as follows: 1) Bulk trucks arrive at random with an average delivery of 75 barrels (bbl: which weighs ~100 pounds). 2) The truck is weighed, the full and empty truck weight is recorded and a sample(s) of 30 pounds is taken for initial berry grading (Lowest grade and price 1, 2A, 2B, 3 Highest grade and price). 3) The truck backs into 1 of 5 dumpers 4) A conveyor belt takes the berries to the second level to one of 27 holding bins (takes 7-8 minutes): 1-24 Holds 250 bbls of wet or dry berries (6,000 bbls total) 25-27 Holds 400 bbls of wet berries (1,200 bbls total) 5) Dry berries are emptied onto a conveyor that leads to 1 of 3 destoning units that process 1500 bbls per hour per unit 6) Wet berries are emptied from the holding bins, and dry berries are emptied from the destining unit...
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...December 8th, 2010 THE DARK KNIGHT: 180 DEGREE TRUCK FLIP The seventh highest-grossing film of all time was released in 2008 in which Christopher Nolen directed a masterpiece which was nominated for eight academy awards. In the city of Gotham, the Joker is the most prominent antagonist which must be stopped by Batman in the most recently released movie about the superhero, The Dark Knight. This movie was a sequel to Batman Begins which was released in 2005. This research paper applies a broad range of physics topics to a single scene; namely the different forces in effect in this scene, action and reaction and their effects in collisions, acceleration and its role in assessing the overall plausibility of the scene, as well as different forms of energy illustrated within the scene such as kinetic and potential energy. The particular scene that will be used in order to convey all of the above ideas is just over half way into the movie (1 hour and 18 minutes in). Filmed in downtown Chicago, Batman latches a cable onto the front of a semi truck being driven by the Joker. Batman then rides his bike swerving through numerous light posts. When the cable inevitably runs out and is knotted through numerous light posts as well as other things, the truck has nowhere to go which then causes the cab end of the truck to stop, while the trailer of the truck flips up and over the cab. This scene can be found by searching “Batman truck flip” on Youtube.com. Einstein's Theory of Relativity...
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...Americans seems to have fallen under the spell over another fad trend. No longer do people see the lone garage bin by the curb of neighborhood households without seeing the recycling bin within arms reach. All over the United States, when it's time to take out the garbage, millions of people take out carefully sorted bundles of newspapers and cardboard, bags of aluminum and steel cans, and plastic containers--all destined for recycling. It has become a routine of our daily lifestyle, for most, to throw away empty soda bottles or cardboard cereal boxes directly into the recycling bin instead of the garbage pale. While it may seem to some that recycling is beneficial to the environment, it is actually true that recycling does exactly the opposite in cleansing the world of unwanted debris. One cannot disregard that recycling has made incredible innovations in disposing and reusing recyclable materials all over the world. But, today’s recycling is not effective and efficient enough to be given “garbage” and to come out with recycled materials without negative effects to the environment or rise in cost to the general tax payers. The general public should be aware of the environmental effects of recycling, and to challenge the image, shared by the public, industry, media and government, of recycling as the “good guy”; in turn distracting people from the truth of environmental protection and reduced consumption. The health of the environment cannot be seen as a whole, but as in parts...
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...ZARA | OTHERS | The company designs, produces, and delivers new garments and put on display in stores worldwide in a mere 15 days. | Spend months in planning for the next season | Collection of 85% of the full ticket price | Industry average 60% to 70% | 2001- Profit margin 10.5% | Benetton 7%H&M 9.5%Gap 0% | Keep half of production in-house | Rush to outsource | The company leaves extra capacity,Manufacture and distribution in small batches, no economies of scale | Economies of scalePushing factories to maximize the output | Design, warehousing, distribution, and logistics functions itself | Relying on outside partners | Rigid timetable to place orders and received stock retail stores | | Price tags before shipping | Price tags in each store | 1) Close communication loop * Transfer information from shoppers to designers and production staff. * Track materials and products in real time * Inventory on display in the stores | | 2) Stick to a rhythm across the entire chain * Spend money on anything that increases and reinforces the speed and responsiveness of the chain as a whole | | 3) Leverage your capital assets to increase supply chain flexibility * Major capital investments in production and distribution facilities and * To offer same products in the high-fashion industry but made with less expensive fabric and lower price * 300,000 SKUs every year * Production of complicated products in house and outsource the simple...
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...process. Please see the Excel file. 2. On a busy day, what is RP#1’s current maximum throughput rate? The separator line could process up to 450 bbls/hr. instead of 400 bbls/hr. The other bottleneck for this question is dryer process. So the maximum throughput rate should be: 600+450=1050 bbls/hr. 3. Assuming that processing starts at 7 am on a “busy” day, present the situation during such a day, by constructing an inventory build-up diagram for bins and trucks. Demand rate=18000 bbls/12hr.=1500bbls/hr. 7:00 p.m. trucks stop coming TOTAL INVENTORY = (450*12) bbls =5400 bbls EMPTY=5400/600=9 hr. 9+7:00P.M. =4:00A.M. BIN INVENTORY=3200 bbls (12-7)= 5 (450/75)=6 5*6=30trucks TRUCK INVENTORY=30*75=2250 bbls 4. What are the possible capital investments considered by NCC? One of the possible capital investments considered by NCC was to buy some new equipment. NCC’s overtime costs were out of control and the growers were upset that their trucks and drivers had to spend so much time waiting to unload process fruit into the receiving plant. Will Walliston, the superintendent, thought that the way to avoid these problems was to increase their capacity by buying new equipment. However, in order to buy new equipment it was very important to move quickly since the purchasing and installation lead times are in excess of six months. Another possible capital investment considered was the installation of a light meter system...
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...the council to purchase two steam fire engines manufactured by the Ahrens Company of Cincinnati. The cost of the engines complete with reel cart and 2,000 feet of hose was estimated to cost $10,800. The name of these engines were Miami and Edinburg. (Genealogy #1) They tested the Miami in the presence of a large crowd of citizens. After about 3 and a half minutes that the match was applied to the engine it was throwing water as high as any house that was built in the city at the time. Fire laddies were the ones who handled the hose for this demonstration. The first fire station named “Miami” was located on Short St....
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...Cylinders should not be transported with the regulator attached to the cylinder. Compressed Gas Cylinders Storage 1. Cylinders should not be allowed to drop nor be struck violently. 2. Cylinders should be properly secured at all times whether attached to a wall, cylinder truck, cylinder rack, or post. 3. Liquefied flammable gas cylinders should be stored in an upright position or such that the pressure relief valve is in direct line with the vapor space of the cylinder. 4. Caps used for valve protection should be kept on the cylinders at all times except when the cylinder is actually being used or charged. 5. Cylinders should not be used for rolling, supports, or any purpose other than the transportation and supply of gas. 6. Cylinders should be stored in a well-ventilated area away from flames, sparks or any source of heat or ignition. Keep cylinders away from electrical circuits. 7. Cylinders should not be exposed to an open flame or to any temperature above 125 degrees F. 8. Oxygen cylinders (empty or full) in storage should be separated from fuel-gas cylinders and combustible materials by a minimum distance of 20 feet or by a barrier at least 5 feet high having a fire-resistance rating of at least one-half...
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...The 21st Century Supply Chain Managing the modern supply chain is a job that involves specialists in manufacturing, purchasing, and distribution, of course. But today it is also vital to the work of chief financial officers, chief information officers, operations and customer service executives, and certainly chief executives. Changes in supply chain management have been truly revolutionary, and the pace of progress shows no sign of moderating. In our increasingly interconnected and interdependent global economy, the process of delivering supplies and finished goods (and information and other business services) from one place to another is accomplished by means of mind-boggling technological innovations, clever new applications of old ideas, seemingly magical mathematics, powerful software, and old-fashioned concrete, steel, and muscle. An end-to-end, top-to-bottom transformation of the twenty-first-century supply chain is shaping the agenda for senior managers now and will continue to do so for years to come. With this special series of articles, Harvard Business Review examines how corporations’ strategies and structures are changing and how those changes are manifest in their supply chains. The Articles The Triple-A Supply Chain by Hau L. Lee October 2004 The best supply chains aren’t just fast and cost-effective. They are also agile and adaptable, and they ensure that all their companies’ interests stay aligned. Reprint R0410F; OnPoint 8096 Leading a Supply Chain...
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...www.hbr.org Spanish clothier Zara turns the rules of supply chain management on their head. The result? A superresponsive network and profit margins that are the envy of the industry. Rapid-Fire Fulfillment by Kasra Ferdows, Michael A. Lewis, and Jose A.D. Machuca Reprint R0411G HBR Spotlight The 21st Century Supply Chain Managing the modern supply chain is a job that involves specialists in manufacturing, purchasing, and distribution, of course. But today it is also vital to the work of chief financial officers, chief information officers, operations and customer service executives, and certainly chief executives. Changes in supply chain management have been truly revolutionary, and the pace of progress shows no sign of moderating. In our increasingly interconnected and interdependent global economy, the process of delivering supplies and finished goods (and information and other business services) from one place to another is accomplished by means of mind-boggling technological innovations, clever new applications of old ideas, seemingly magical mathematics, powerful software, and old-fashioned concrete, steel, and muscle. An end-to-end, top-to-bottom transformation of the twenty-first-century supply chain is shaping the agenda for senior managers now and will continue to do so for years to come. With this special series of articles, Harvard Business Review examines how corporations’ strategies and structures are changing and how those changes are manifest...
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...the border states of the United States to competition from Mexican trucking companies in 1995, and all of the United States to this competition in 2000, the full implementation of these provisions has been delayed due to concerns about the safety of Mexican trucks and drivers. This delay has resulted in much frustration for Mexico, which, in 2009 implemented retaliatory tariffs on products imported from the United States. In March, 2011 the two countries unveiled a deal to resolve this dispute which could help ease tense relations between the two neighbors. This paper discusses the nature and significance of the trucking dispute between Mexico and the United States. Keywords: Transportation, trucking, NAFTA JEL classification: A10, F13, F23 ______________________________________________________________________________ 1. Introduction The economic ties between Mexico and the United States are of importance to policymakers because Mexico borders the United States and because of the significant economic links connecting the two countries. It is also of strategic importance for the United States to have a prosperous, democratic, and friendly Mexico as a neighbor. Mexico is the United States’ third largest trading partner, after Canada and China, while the United States is Mexico’s largest trading partner. Trucks carry about 80 percent of the cargo, by value, from the United States to Mexico, and vice versa. The United States and Mexico have had substantial economic...
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...Chapter 3: Process flow measures 3.3 Solutions to the Chapter Questions Discussion Question 3.1 The opposite of looking at average is looking at a specific flow unit’s flow time, and the inventory status and instantaneous flow rate at a specific point in time. Because flow times change from flow unit to flow unit, it is better to look at the average over all flow units during a period of time. Similar for inventory and throughput. [pic] Discussion Question 3.2 In practice, one often tracks inventory status periodically (each day, week, or month). Flow rate is typically also tracked periodically (even more frequently than inventory status because it directly relates to sales). It then is easy to calculate the average of those numbers to obtain average inventory and throughput during a period. In contrast, few companies track the flow time of each flow unit, which must be done to calculate the average flow time (over all flow units during a given period). [pic] Discussion Question 3.3 First, draw a process flow chart. Second, calculate all operational flows: throughput, inventory, and flow time for each activity. Third, calculate the financial flow associated with each activity. If the activity incurs a cost (or earns a revenue), the cost or revenue rate is simply the throughput times the unit cost or revenue. If the inventory incurs a holding cost, the inventory cost rate is simply the average inventory times the unit holding cost. Fourth,...
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...Current: • Boryspil Plant Manager (5th largest FemCare Plant in P&G) Education: • MS in Mechanical Engineering (speciality Chemical Engineering) Experiences in P&G : • • Worked in Germany, USA, Turkey, Ukraine • Manufacturing, Logistics & Warehousing, Global Planning • BabyCare & FemCare 3 4 Purpose • To expose you to current trends and thinking on Logistics & Supply Chain Management • To share with you some of P&G’s experiences and thoughts 3 5 Agenda • 4 Laws of Logistics • Business Cases • Communication 3 6 Two Moments of Truth for the Consumer When she chooses and when she uses 8 European consumer behavior facing Out-of-Stock in store Retailers and manufacturers loose when a consumer faces an empty shelf 30 % lost opportunities for Retailer Returns later 17% Buys brand elsewhere 21% 46% lost opportunities for Manufacturer Buys different size 16% Doesn't buy anything 9% Buys a different brand 37% 4 billion Euro of lost sales in Europe! 9 Supply Chain Management Supply chain management can be defined as the management of upstream and downstream relationships with suppliers, distributors and customers to achieve greater customer valueadded at less total cost”. “ 3 10 Mission of Supply Chain/Logistics Get your product to the consumer at the lowest possible cost & cash 11 What are Supply Chain “Laws” ? Material Supplier Manufacturing Distribution Retail Customers Supply Chains...
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...passenger-km). Level of service aspects such as travel time, reliability, safety, comfort and security are also important, as well as environmental impacts. Trucks: In countries where large-scale intercity trucking operates efficiently in medium-income countries with predominantly flat terrain, recent experience is that the transport cost per km for a truck-trailer is between US$0.75 and US$ 1.25. For a typical load of 20 tonnes, this works out at US cents 4-6 per tonne km. By contrast efficient small-scale transport in rural areas using small trucks may have a cost of US$ 0.20-0.30 per tonne-km, although it is common for the rates to be expressed on an hourly rather than km basis. Inefficient operations may push these costs much higher. Main factors that affect trucking costs are • economies of scale in truck size, which favor the use of larger trucks, • back-haul possibilities, which depend strongly on the demand pattern, • empty running and idle time due to seasonal variations in demand, • restrictions on working hours, for example due to regulations or safety reasons, • road conditions such as mountainous terrain, deteriorated pavement and traffic congestion, • enforcement procedures along the road and at border posts, which can delay trucks and impose high unofficial payments, • standard of trucks, in terms of design and condition, which affects speed, availability and consumption rates for fuel, spares and other inputs, • availability of freight forwarding...
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...CASE STUDY Ford Motor Company Ford Motor Company, one of the world’s largest automotive manufacturers, has worked with Penske on several Six Sigma initiatives. As its lead logistics provider (LLP), Penske’s quality team of associates are trained in Six Sigma practices and work closely with Ford to streamline operations and create and maintain a more centralized logistics network. Together, they uncovered several areas for real cost savings as a result of reducing inbound carrier discrepancies, eliminating unnecessary premium costs and reducing shipment overages. Plus, Penske implemented accountability procedures and advanced logistics management technologies to gain more visibility of its overall supply network. Six Sigma initiatives streamline operations Penske Logistics began its relationship with Ford as lead logistics provider (LLP) for Ford’s assembly plant in Norfolk, Va. At the time, each of Ford’s 20 North American assembly plants managed its own logistics operations. A decentralized approach provided total control of logistics at the plant level, but presented costly redundancies in materials handling and transportation. Ford conducted studies to determine the benefits of transitioning the company’s decentralized logistic operations to a centralized approach. The decision was quickly apparent – centralization of the company’s logistics operations would increase both velocity and visibility throughout the network, as well as reduce supply chain costs. Shortly thereafter...
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...CASE STUDY Ford Motor Company Ford Motor Company, one of the world’s largest automotive manufacturers, has worked with Penske on several Six Sigma initiatives. As its lead logistics provider (LLP), Penske’s quality team of associates are trained in Six Sigma practices and work closely with Ford to streamline operations and create and maintain a more centralized logistics network. Together, they uncovered several areas for real cost savings as a result of reducing inbound carrier discrepancies, eliminating unnecessary premium costs and reducing shipment overages. Plus, Penske implemented accountability procedures and advanced logistics management technologies to gain more visibility of its overall supply network. Six Sigma initiatives streamline operations Penske Logistics began its relationship with Ford as lead logistics provider (LLP) for Ford’s assembly plant in Norfolk, Va. At the time, each of Ford’s 20 North American assembly plants managed its own logistics operations. A decentralized approach provided total control of logistics at the plant level, but presented costly redundancies in materials handling and transportation. Ford conducted studies to determine the benefits of transitioning the company’s decentralized logistic operations to a centralized approach. The decision was quickly apparent – centralization of the company’s logistics operations would increase both velocity and visibility throughout the network, as well as reduce supply chain costs. Shortly thereafter...
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