National Cranberry Cooperative Case Analysis1.Draw the Process Flow Diagram showing the major process steps, inventories and flows.Indicate the capacity at each of the process steps. (You may ignore the waste figures inexamining the capacity of the operations.)2.16,400 barrels per day is the average of deliveries over the 20 days from 9/20 to 10/9 as shown in Exhibit 2 of the case. Assume on average each truck carries 75 barrels, and trucks arrive uniformly over a 12 hour period (7am to 7pm.) Assume that during this period, the trucks carry 70% wet berries and 30% dry berries. Also assume the Plants normal day is 8 hours long and it starts processing berries at 11am. Any processing after 7pm is on overtime.Which operation or operations are the bottlenecks? Note that both dry and wet berries can be run through the system at the same time.How much overtime is required?Why are truck waiting times so high?3.What alternatives are there for improving the operation? How would you evaluate them?How much overtime is incurred with your improvement(s)? On what basis would you compare them?4.What major sources of uncertainty may affect the performance of RP#1?The case write-up should not exceed four-pages, double-spaced, font size 12, Times Roman or equivalent, excluding exhibits (note that exhibits should not exceed two pa
ges). The write-up should be professionally done, with arguments or points made in a logical flow. You can use prose or bullet-point format, but key arguments should be articulated clearly and concisely. Submit your completed assignment via the Turnitin drop box located in the Assignments area.Answer preview
National Cranberry Cooperative presents several problems which can be solved by the process analysis and investment decisions. The first problem that the vice president of operations stated is the problem of long waiting times. Drivers wait for a long time before dumping their berries, an issue which makes the investors unconfident with the cooperative. Secondly, the vice president also points out the high overtime costs due to the inefficiency of the entire process. Furthermore, there is also a problem in the grading of berries. In the current system, half of the berries graded as No.3 which is the designation for top quality were actually number 2b. This means that half the premiums paid for top quality berries were a waste. Therefore, upon the identification of these main problems, this analysis is focused on improving the process by eliminating bottlenecks, reducing overtime costs, waiting time, and waste in the premiums paid for the top quality berries
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