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    National Cranberry Case Submission

    Uploaded by

    Hardik Semlani
    This document analyzes cranberry processing issues at a plant. It finds that the main problems are long truck wait times and worker overtime due to a bottleneck at the dryer which can process 600 barrels per hour, less than the peak supply of 1050 barrels per hour. Starting processing earlier at 7 am instead of 11 am reduces wait times and overtime. The best recommendation is to install an additional dryer unit and operate two shifts during peak season to eliminate bottlenecks and maximize throughput.

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    National Cranberry Case Submission

    Uploaded by

    Hardik Semlani
    346 views3 pages
    This document analyzes cranberry processing issues at a plant. It finds that the main problems are long truck wait times and worker overtime due to a bottleneck at the dryer which can process 600 barrels per hour, less than the peak supply of 1050 barrels per hour. Starting processing earlier at 7 am instead of 11 am reduces wait times and overtime. The best recommendation is to install an additional dryer unit and operate two shifts during peak season to eliminate bottlenecks and maximize throughput.

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    National Cranberry Case Submission .docx

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    This document analyzes cranberry processing issues at a plant. It finds that the main problems are long truck wait times and worker overtime due to a bottleneck at the dryer which can process 600 barrels per hour, less than the peak supply of 1050 barrels per hour. Starting processing earlier at 7 am instead of 11 am reduces wait times and overtime. The best recommendation is to install an additional dryer unit and operate two shifts during peak season to eliminate bottlenecks and maximize throughput.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    346 views3 pages

    National Cranberry Case Submission

    Uploaded by

    Hardik Semlani
    This document analyzes cranberry processing issues at a plant. It finds that the main problems are long truck wait times and worker overtime due to a bottleneck at the dryer which can process 600 barrels per hour, less than the peak supply of 1050 barrels per hour. Starting processing earlier at 7 am instead of 11 am reduces wait times and overtime. The best recommendation is to install an additional dryer unit and operate two shifts during peak season to eliminate bottlenecks and maximize throughput.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    of 3

    NATIONAL CRANBERRY CASE ANALYSIS

    - What are the major reasons for trucks waiting and excessive worker overtime?
    Major reasons for truck waiting & excessive worker overtime time are
    a. Bottleneck in Wet Cranberry Dryer capacity of 600 bbl/hr vis a vis supply of 1050 bbl/hr
    b. Skewness in supply as major supply is during season period of early Sep to early Dec.

    - Draw the cranberry processing flow chart, showing the processing capacity at each stage and
    determine the maximum throughput rate of the plant
    Flowchart :- (see Exhibit E1.Flowchart)

    Maximum Throughput in above case is 600 bbl/hrs (see Exhibit E2. Bottleneck)

    - Plot the cranberry inventory (in bbls) build-up by hour on a busy day, with current resources and
    the processing start at 11:00 am. Determine the average waiting time of trucks, worker overtime,
    and their financial implications.
    Cranberry Inventory Plot starting at 11:00 AM:- (see Exhibit E3.Process starting @ 11)
    Avg waiting time of trucks :- 2.12 hrs/truck
    Worker Overtime :- 13 hrs
    Financial Impact :- $ 55060/day
    (see Exhibit E3.Process starting @ 11) for detailed calculation

    - What is the effect of starting processing at 7:00 am during a busy season?


    Cranberry Inventory Plot starting at 7:00 AM :- (see Exhibit E4.Process starting @ 7)

    -
    - Avg waiting time of trucks :- 0.52 hrs/truck
    - Worker Overtime :- 9 hrs
    - Financial Impact :- $ 15383/day
    - (see Exhibit E4.Process starting @ 7) for detailed calculation

    - Make specific recommendations to improve the process performance


    We have analyzed 3 particular options for changes & below are results.
    Option 1 : Increase capacity of Dryer by 1 unit thereby increasing Throughput by 200 bbl/day
    With this option we are able to reduce wait time of Trucks to 0, but still have overtime by 7.75 hrs.
    Thus this is not the best viable solution.

    Option 2 : Increase capacity of Dryer by 2 units thereby increasing Throughput by 400 bbl/day
    With this option we are able to reduce wait time to less than zero, but we have overtime of 4.6 hrs.
    Thus this is not the best viable solution

    Option 3 : Increase capacity og Dryer by 1 unit & make 2 shifts during peak period of 8 hrs/each
    With this option we are able to reduce wait time to less than zero & also overtime is reduced to 0.
    Additional cost for extra shift is minimum considering all the 3 options.
    Thus we recommend to

    - Installation of 1 Dryer unit


    - Making 2 shifts during peak season

    Exhibit File :-

    NCC - Exhibit.xlsx

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