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# National Cranberry Cooperative

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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 defend them, and then proceed to answer the question accordingly.

The idea is to answer the questions concisely. Double spacing is preferred, 1. 5-line spacing is the minimum (consider the reader’s eye strain).

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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. [20 points] On average, 18000 barrels arrive over the 12hr p that the business is open. This means approximately 1500 barrels of berries are input into the process per hour (18000barrels/12hrs). The capacity of the Kiwanee dumpers was given as 3000 b/hr. and I was able to calculate the implied utilization by dividing the berry input rate by the capacity(1500bbl/hr divided by 3000bbl/hr). To calculate the actual utilization of the dumpers, you must first determine the flow rate of the system. Only 25% of the berries are dry and 75% are wet. This sums to 375 dry berries per hour (1500 input/hr x. 25) and 1125 wet berries per hour (1500 input x . 75). The dry berries have 16 bins that hold 250 barrels a piece, adding up to a total of 4000 berries that can be stored. The wet berries have 8 bins that hold 250 barrels and 3 bins that hold 400 barrels, adding up to 3200 barrels total for storage.

The capacity of the DeStoners was given as 1500bbl/hr. The implied utilization would be the input rate (1500bbl/hr) divided by the capacity (1500 bbl/hr). Since the bottleneck does not impact the dry berries, the actual and implied utilization will be the same for the dry berries in all facets of the operation. The capacity of the Dechaffers for the dry berries was also given as 1500 bbl/hr and once again the implied and actual utilization will be 1. 0. Switching to the Wet Berries, we see that there are two Dechaffers that can each store up to 1500bbl/hr, which will add up to a capacity of 3000bbl/hr.

We can calculate the implied utilization of the wet berry Dechaffer by dividing the input rate (1500bbl/hr) by the capacity (3000bbl/hr) and the actual utilization by dividing the Flow Rate (600bbl/hr) by the capacity (3000bbl/hr). The Dryers set the standard for the wet berries because they are the bottleneck of the operation. There are three dryers that can process 200bbl/hr, giving us a total capacity of 600bbl/hr. The implied utilization is not very realistic because it takes the 1500bbl/hr input rate and divides it by the 600bbl/hr capacity. The actual utilization of a bottleneck is always 1. because it is operating at maximum capacity. Lastly, there are three separators that have a capacity of 400bbl/hr each, giving us a total of 1200bbl/hr. The implied utilization will be discovered as 1. 25 because you are taking the 1500bbl/hr input rate and dividing it by 1200bbl/hr capacity. The actual utilization can be found by 600bbl/hr (wet berries) plus 375bbl/hr (dry berries) and using them as your input rate. So you will divide the 975bbl/hr by 1200bbl/hr capacity and get . 8125.

Enter your answer and supporting arguments for question 2 here. [10 points] The current maximum throughput rate is 975bbl/hr. 75bbl/hr can be processed by the dry berries because they have the ability to operate at maximum capacity. On the wet berry side, the process is slowed by the dryers, which represent the bottleneck of the operation. Since the dryers can only process 600bbl/hr, we will add the 600bbl/hr and the 375bbl/hr to get a total of 975bbl/hr.

Enter your answer and supporting arguments for question 3 here. [30 points]

Enter your answer and supporting arguments for question 4 here. [40 points] The possible capital investments I used were adding one more dryer, and swapping one bin from the dry berry operation to the wet berry.

Buying the fifth Kiwanee dumper was a misguided investment because the real object should be to increase your bottleneck to speed up the operation. The capacity of the dumpers is 600bbl/hr, so having one less dumper would only drop this to 2400bbl/hr. The throughput rate of the entire system is only 975bbl/hr, so the focus ultimately should be turned to increasing the capacity of the dryers instead of the capacity of the dumpers.

The attached excel spreadsheet will explain the ultimate benefits of the proposed capital investments I have offered. Bulk and Bag Separators C = 1200b/hrU = 1. 25, . 8125 Dryers C =600 b/hrU = 2. 5, 1. Destoners C =1500b/hrU =1. 0, 1. 0 Kiwanee Dumpers C = 3000b/hrU = . 5, . 325 Trucks in Queue Bins 1-16 storage =4000 Bins 17-27 storage = 3200 Dechaffers C = 1500b/hrU = 1. 0, 1. 0 Dry berries 375……. bbl/hr Wet berries 1125…… bbl/hr Dechaffers C = 3000b/hrU = . 5, . 20 Bulk and Bag Separators C = 1200b/hrU = 1. 25, . 8125 Dryers C =600 b/hrU = 2. 5, 1. 0 Destoners C =1500b/hrU =1. 0, 1. 0 Kiwanee Dumpers C = 3000b/hrU = . 5, . 325 Trucks in Queue Bins 1-16 storage =4000 Bins 17-27 storage = 3200 Dechaffers C = 1500b/hrU = 1. 0, 1. 0 Dry berries 375……. bbl/hr Wet berries 1125…… bbl/hr Dechaffers C = 3000b/hrU = . 5, . 20

### Related Questions

on National Cranberry Cooperative

What are the problems facing the National cranberry cooperative?

Overview of the Case and the Analyses Receiving Plant No. 1 (RPl) of the National Cranberry Cooperative (NCC) faces two primary problems: (1) Trucks and drivers have to spend too much time waiting to unload process fruit into the receiving plant, and (2) Overtime costs are out of control.

National Cranberry Cooperative Case - Free download as Word Doc (.doc / .docx), PDF File (.pdf), Text File (.txt) or read online for free. National Cranberry Cooperative Case National Cranberry Cooperative Case

What was the proposal of the National cranberry cooperations 1996?

National Cranberry Cooperations 1996 Proposal (1) smart watering system The National Cranberry Cooperative.docx Manzana Case Analysis Group 1 Code of PracticeMk7 A_CASE_ANALYSIS_ON_MANZANA_INSURANCE.docx Download now Jump to Page You are on page 1of 7 Search inside document 1 National Cranberry Cooperative

What is the holding bin capacity of National cranberry cooperative?

6 National Cranberry Cooperative A business case report by A.Chhatre, J. Parkinson, A. Sivaraman,M. ThiruvarasuAccumulated Inventory = 12600-9600 = 3000 bblsAs the holding bin capacity is 3200 bbls, it will accommodate the accumulatedinventory. This will resolve issue with waiting of trucks.

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