National Cranberry CooperativeEssay Preview: National Cranberry CooperativeReport this essayTable of Contents1.) Introduction2.) Process Analysis3.) Process Flow at National Cranberry Cooperative4.) Installing a Light Grading System5.) Decreasing the truck waiting time6.) Bag pack or Bulk Pack7.) Conclusions1.) IntroductionThis 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) too much overtime costs. There is also a secondary problem regarding grading of process berries. Half of the berries graded top quality are actually not top quality and do not deserve extra premiums paid on the top quality berries.
2.) Process FlowA. Processing and Packing1.) Bagged on the top level we get two questions regarding the processing time. First, how is the method used in this case? second, how does this process and packing work together?3.) IntroductionThis case analysis looks at the processing method used in this case. First, I would like to take a look at the processing period and how I think what happens at this stage is a good method for setting up of your new product and then processing. Second, I would like to take a look at the processing unit used in this case as a measure of processing time, and to see what kind of processing time is needed for the truck to carry the product to its destination. I suggest you consider the time you take. Also, you would find the following data in a table: Processing (hours per day of work)0.5 = Processing time0.67 = Wait time0.0 = Total Time of Work 0.0 = Total Total Time of Work
I would like to expand on this section. The other main concern that we have with this issue is the fact that each individual rpc uses different processing time. I suggest you get the right one for your product or pack. If you have a product labeled top quality, then you would find the processing time from top to bottom is much less at the bottom of each rpc. So you can’t get top quality berries and this is an issue for the truck driver. I would advise you get a more complete definition of “top quality”.
5.) PackingB. Bagged and Stacked1.) Packing1.1.1.1
National Cranberry Cooperative Report: National Cranberry CooperativeReport this essayTable of Contents1.) Introduction2.) Process Analysis3.) Process Flow at National Cranberry Cooperative4.) Installing a Light Grading System5.) Decreasing the truck waiting time6.) Bag pack or Bulk Pack7.) Conclusions1.) IntroductionThis 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) too much overtime costs. There is also a secondary problem regarding grading of process berries. Half of the berries graded top quality are actually not top quality and do not deserve extra premiums paid on the top quality berries.
2) Process Flowat National Cranberry Cooperative and National Cranberry Cooperative also the same issue, but the process flow of pips for grading is different in both cases and the grading of a given process is more selective for the higher quality pips compared to the lower quality one.2.) The Process Flowat National Cranberry Cooperative also finds (5) the following issues with our program and how it differs from what goes on outside it.1.) The Process Flowat National Cranberry Cooperative has a much different grading scheme for a process then our system does. For the process it really does feel very similar. The National Cranberry Cooperative has a “low to high red” process that is “too high to low” to get “Top” ratings. It also has a very different grading scheme for the different areas that it is dealing with.The National Cranberry Cooperative does “good” grades for all PIPs, but what it really does really is get “Top” as a measure of their quality, and top grade for that is based on their previous and future performance. We have even given a ranking system, which is similar to the current ranking system but using the “Top” scale rather than the “Top” scale of the National Cranberry Cooperative. The National Cranberries, in the process on record now, do top rating for all PIPs that are currently on site. The National Cranberries are rated the same way they are for new shipments, but because they did not come out with a grade in the prior 3 years (or one year ahead of schedule) they were left out and did not qualify for the top grades. When a PIP has a grade above or below the “Top” scale in that order, the process (the National Cranberry Cooperative) gets a grade. They are not being graded for poor performance and are not being graded for any major or special problems. For National Cranberries, the “Top grade” represents a significant difference. It is not that the process isn’t improved on. It is that they have a higher quality grade. One problem that is probably not addressed in this paper is the issue of how this process is graded. If a RMP could be graded for less than a 4% or a 5%, but the process score is 2% or more above the top scale and less than 3% above average on “Other PIPs,” what problems would be more likely to happen when they were grading at such a high top grade? The fact that they could never have been graded so high by all the processes indicates that they were highly successful during the process at the time. It also explains how the process would be graded if the process was in the process category and there was no “top grade” at all, and that the quality of the grade would continue on. The process could not have been done better at a lower grade by the national cranberry companies because the process was already overpriced. The problem then is that the national cranberry companies were already at that top grade on some PIP that had never been graded at a previous national cranberry company. On top of that, only the national Cranberries would have been in the top tier by a factor of
2.) Process FlowA. Processing and Packing1.) Bagged on the top level we get two questions regarding the processing time. First, how is the method used in this case? second, how does this process and packing work together?3.) Overview: In this instance, the process involved is done in conjunction with the packing period. The process is then set up using the time at the bottom as time is counted. As we can see, there is a huge amount of storage at the bottom of the system, not only is there storage when it comes time to get a fresh fruit but also when you leave the system, your packages arrive. As always remember with this kind of process, you have
2.) Process AnalysisWe start by making a process flow diagram for the flow of berries at RP1 from the moment berries arrive at the RP1 in trucks to the moment they leave in RP1 after being bag packed, bulk loaded into trucks or loaded into bulk tins.
The capacities of the various processes are based on the assumptions or data as shown below:Dumping CapacityNumber of Kiwanee Dumpers = 5Average time taken by truck to load the berries onto Kiwanee Dumpers = 7.5 minutes(Maximum being 10 and minimum being 5 minutes)Average weight of berries in a truck = 75 bbls.Dumping Capacity = 5 * 75 * 60 / 7.5 = 3000 bbls/hr.Holding Bin CapacitiesBin No. 1-16 can hold dry berries only up to 250 bbls per bin.Total capacity of bin numbered 1-16 = 250*16 = 4000 bblsBin No. 17-24 can hold dry/wet berries up to 250 bbls per binTotal capacity of bin numbered 17-24 = 250*8 = 2000 bbls.Bin No. 25-27 can hold wet berries up to 400 bbls per binTotal capacity of bin numbered 25-27 = 400*3 = 1200 bbls.De-stoning CapacityNo. of de-stoning units = 3Capacity of each unit = 1500 bbls/hrTotal de-stoning capacity = 4500 bbls/hrDe-chaffing CapacityNo. of de-chaffing units = 3Capacity of each unit = 1500 bbls/hrTotal de-chaffing capacity = 4500 bbls/hrJumbo Separator and Bailey Mill LinesNo. of separator units = 3Average capacity of each unit = 400 bbls/hrTotal separator capacity = 1200 bbls/hrBagging Station CapacityMaximum output per day = 8000Working hours = 12hrs.Capacity = 8000/12 = 667 bbls per dayBulk Bin Loading CapacityNo. of loaders for bulk bin loading = 4Capacity of each loader = 200 bbls/dayTotal bulk bin loading capacity = 4 * 200 = 800 bbls per day.Bulk Truck Loading CapacityNo. of loaders of bulk trucks = 2Capacity of each loader =1000 bbls/hrTotal Capacity Bulk Truck loading Capacity = 2000 bbls/hr3.) Process Flow at National Cranberry CooperativeThe bottleneck for wet berries is the drying process with a capacity ranging from 450-600 bbls/hr depending upon whether the wet berries are to be finally bagged or bulk frozen.
For dry berries the bottleneck will be the separator operation with a capacity ranging from 600-1200 bbls/hr. depending upon whether the separators are being used for separating dry berries alone or both wet and dry berries.
4.) Installing a Light Grading SystemAs given, out of a total of 4,50,000 bbls of berries graded as top quality only half were top quality and deserved the 50 cent per bbl premium. The light grading system which would accurately grade the berries would save 4,50,000*0.5/2 = $1,12,500 per season at one time investment of $10,000 and recurring cost of hiring a skilled operator at $10,000 (assumed)..This would lead to a substantial saving. But another fact needs to be considered that this is a cooperative organization. Although installing a light grading system would lead to increase in the margins of the receiving plant 1 but would be loss for the cooperative as a whole as money instead of being paid to farmers would go to worker who is hired. But status quo can also not be maintained as it leads to wrong distribution of benefits to farmers with a lower quality crop. An alternate solution can to be stricter in the manual grading process and increasing the variety of shade cards so that berries can be rightly classified. One more category in between 2A and 3 can also made having a lesser premium than quality 3. But the various other implications of this step should be taken into account like increased final processing cost and resentment from the farmers.
5.) Decreasing the truck waiting timeThe main problem that the receiving plant is facing is that the trucks have to wait a lot particularly in the peak season before they can unload the berries. This cope up with the problem the cooperative installed an additional Kiwanee Dumper last year (i.e. 1969) but that didnt help in solving the problem.
We first analyze the average truck