Using a process flow diagram, cost analysis of purchasing new equipment, and improving scheduling will not only increase the plant’s capacity—it will also eliminate overtime costs leading to savings for growers. NCC operates as a service industry therefore we used peak numbers (10% higher level of berries - over the average production in 1994 and 1995) to ensure our process would eliminate bottlenecks even during periods of high production. Using a process flow diagram, cost analysis of purchasing new equipment, and improving scheduling will not only increase the plant’s capacity—it will also eliminate overtime costs leading to savings for growers. NCC operates as a service industry therefore we used peak numbers (10% higher level of berries - over the average production in 1994 and 1995) to ensure our process would eliminate bottlenecks even during periods of high production. Using a process flow diagram, cost analysis of purchasing new equipment, and improving scheduling will not only increase the plant’s capacity—it will also eliminate overtime costs leading to savings for growers. NCC operates as a service industry therefore we used peak numbers (10% higher level of berries - over the average production in 1994 and 1995) to ensure our process would eliminate bottlenecks even during periods of high production. Using a process flow diagram, cost analysis of purchasing new equipment, and improving scheduling will not only increase the plant’s capacity—it will also eliminate overtime costs leading to savings for growers. NCC operates as a service industry therefore we used peak numbers (10% higher level of berries - over the average production in 1994 and 1995) to ensure our process would eliminate bottlenecks even during periods of high production. Using a process flow diagram, cost analysis of purchasing new equipment, and improving scheduling will not only