Team Case C.
National 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. Capacity for Dechaffers and Separators are not divided for dry and wet berries. G. There are 20 peak days in one year, where there is truck waiting happened. H. Truck Drivers are paid by $18/hr
Please prepare the answers to the following questions:
1. Analyze the current process. [Using the process flow map, available in the Excel file associated with the assignment, of the current process at Receiving Plant #1, mark the capacity and utilization of each of the operations. Show the flows of wet and dry berries separately.]
2. On a busy day, what is RP#1’s current maximum throughput rate? 3. Assuming that processing starts at 7 am on a “busy” day, present the situation during such a day, by constructing an inventory build-up diagram for bins and trucks. 4. What are the possible capital investments considered by NCC? 5. Quantify the costs and benefits for NCC’s investment for the fifth Kiwanee dumper in 1980.
The Term Paper on Due Process Models
The existence of a political body can be framed on account the need to regulate human actions. Just the same, the force of criminal process is in place to protect the society from malicious intents of erring individuals. Two models of criminal process – the Crime Control and Due Process – therefore merit attention in this discussion. On the one hand, Crime Control emphasizes swift action ...
6. Quantify the costs and benefits of “converting dry berry holding bins into wet/dry berry holding bins.”
