products. With surplus cranberries and changing American households some enterprising growers began canning cranberries that were below-grade for fresh market. Competition between canners was fierce because profits were thin. Threat of substitutes is a strong competitive force. Other fruit-based juices, beverages not containing fruit, and water are considered to be strong substitutes for cranberry juice – especially in single serving packages. There are fewer substitutes for cranberry products sold for
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Case Report: National Cranberry Cooperative Fill in your name in the header. Please read the Assignment Collaboration Guidelines in Course Syllabus: Collaboration between groups is not allowed; however, if you hear something from some other group, please give a reference. Below, write your answers to Questions 1-4 (on BB/Cases). Your analysis should be based on the assumptions listed in the Syllabus. If you need to make additional assumptions to answer a question, clearly state them, logically
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Case Analysis of National Cranberry Cooperative Team1. Report I. Summary <Process Flow Chart> <Operations> 1) Receiving and Testing ☞ RECEIVING * 243 trucks deliver 75 barrels(=7500 pounds) per truck on average * 75*243 = 18225 barrels (1822500 pounds) * Last truck arrived (1140min) – First truck arrived (411min) = 729min (=1140 - 411) → 729min/60 = 12.15hrs (Total receiving time) ∴ For 12.15hours, 243 trucks delivered 18225 barrels. NCC receives 1500barrels/hr
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National Cranberry Cooperative 1. Analyze the current 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
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problem, gang… We now that the bottleneck in the process is the Drying unit. Using the diagram, we can assess: 1. TPT is 19,000*.7 wet barrels/12 work hrs in work day = 1108 wet bbls per day 2. The dryer unit can process 600 bbls wet cranberries per day Looking at the process we know that there is a bottleneck at Drying unit: I. The capacity of the drying unit is 600 bbl /hr which is much lower than the required 1108 wet bbl/day we need. II. On an average day a total of 10,000
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National Cranberry Cooperative Case Study 1. How might transport vehicles be utilized more effectively? Should crews be scheduled differently on peak days? More crews should be scheduled in the bagging station during peak days The fourth bagging station should be utilized during peak hours (instead of just three of the four being used at a given time) An additional 2,667 bbls per 12-hour period could be processed with these changes At receiving plant no. 1 (RP1), trucks would arrive
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ational Cranberry Cooperative Please read the course pack item “National Cranberry Cooperative”. Consider the following case assumptions: A. All the processes (including Destone, Dechaff, and Dry) start from 7am. B. On an average “busy” day, there are 18,000 bbls delivered over 12-hour period (from 7am to 7pm). C. Wet berries are 70% of all berries. D. Holding bins 17-24 are dedicated to wet berries. E. Capacity of each of five dumpers is 600 bbl/hr. F. When holding bins for wet berries
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1.) Introduction 2 2.) Process Analysis 2 3.) Process Flow at National Cranberry Cooperative 4 4.) Installing a Light Grading System 5 5.) Decreasing the truck waiting time 6 6.) Bag pack or Bulk Pack 8 7.) Conclusions 9 1.) 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)
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The National Cranberry Cooperative (NCC) is an organization created and owned by cranberry growers to process and market their berries. In the early 1990’s, there was a growing surplus of berries so the growers resorted to the Agriculture Marketing Agreement Act of 1937 to restrict the amount of crop processed. In addition, the cranberry harvesting process was becoming more automated during this period of time. There are two types of berry harvesting: 1) water harvesting which involves flooding
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National Cranberry Cooperative 1. Answer on “Flow Map” (attached Document) 2. Throughput Rate is the rate systems generate product per unit of time or I= R (x) T; R=I/T. Here is, R is for rate, I is for inventory, and T is time. Therefore, I must find I when T=4hr, R=3.25 4hr (x) 3.25bbl = 13bbl per hr 3. If the PP1 opens at 7:00AM and Closes at 7:00PM, then the total bbls of cranberry’s processed for that day will be 18,000 bbls. I come to this conclusion because there are 1500 bbls
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