National Cranberry Cooperative

• Truck 1

Wait = 400/600=.6677*60 minutes = 40 minutes - 7.5 min

average weighing time = 32.5 minutes before moving

• Truck 2

Wait = 40 minutes + 32.5 minutes = 1 hour and 20 minutes

• Truck 3

Wait = 40 min + 40 min = (200/600=.33*60 =20min -

7.5min - 1 hour and 30 min)

Total wait truck 3 = 1 hour and 30 min

• Wait time compounds as dryer cannot catch up

Implementation

Long Term

Mid Term

Short Term

History of Cranberry Production

Purchase 2 additional dryers - $80,000

• Begin dechaffing at 7 am
• Schedule Truck Arrival Times

• Find use for RP1 during cranberry off-season
• Possible Crops:

Scheduling Trucks

Improvements to Bottleneck

• 1978: Cranberry Marketing Order
• Total deliveries of the process berries in 1980: 610,185 barrels
• Normal deliveries per truck:

• 5-10 minutes to dump berries onto Kiwanee dumper

Average: 7.5 minutes

• (8 hours * 60 min)/7.5 min = 64 trucks per dumper per day
• 64 trucks * 5 dumpers = 320 trucks per day

40 trucks per hour can therefore

be scheduled

• 20-400 barrels
• Average: 75 barrels

Current Drying Rate: 600 bbls/hr

• Peak day backup: 14.03 hours
• Slow day backup: 5.75 hours

New Drying Rate: 840 bbls/hr

• Peak day backup: 7.73 hours
• Slow day backup: 1.82 hours

610,185 barrels/75 barrels = 8,136 truck loads each season

• Cherries
• Blueberries
• Peaches
• Rhubarb
• Peas
• Strawberries
• Sweet Onion

Light Meter System

Benefits

• Reduces truck waiting times
• Reduces overtime costs
• Reduces backlog in the dryers

Why so high?

• Length of time to process berries
• How long to operate plant/schedule workers

Drying Capacity: 600 bbls/hr

Work Day: 8 hours

• 18,000 = 13 hours
• 12,000 = 6 hours

Overtime Costs

(450,000 x .75)/2 = $168,750

Inaccurate Grading

Max: 12,000 hrs x $9.75 = $117,000

Min: 12,000 hrs x $6.00 = $72,000

• Numbers 1, 2A, 2B, 3
• Number 3: $.75 premium
• 450,000 bbls of Number 3
• 50% were actually #3 quality

Questions?

1. Overtime costs

2. Inaccurate grading

3. Inefficient processing start time

4. Truck waiting times

Jack Clifford

Sarah Fulton

Toni Gammello

Tina Gromadzki

Tyler Huhn

Team 10

National Cranberry Cooperative

Problem Statement

NCC needs to modify its operational format to streamline the processing of cranberries during peak season.

Inefficient Processing Start Time

How Does this Affect Truck Waiting Time?

• 1980 peak season max barrels for one day was 18,879
• Wet berries: 70% x 18879 = 13,215
• Dryers process 600 berries per hour
• In one day, it would take:

13215/600 = 22 hours to process all the barrels

Example

Sample example from 1980

• Bins become full after 3200 barrels arrive
• Dumpers become full at 3000 barrels
• If in the last 2 hours, bins and dumpers have reached capacity and the next trucks in line have 400, 400, and 200 barrels respectively:

Agenda

Case Background

Process Flow

Assumptions

Analysis

Problem

Issues

Implementation

Occurs once the wet holding bins are full.

• 3200 bbls
• Backs up into Kiwanee dumpers

Backlog

• Percentage of wet cranberries will continue to rise

For all calculations we used the 70/30 ratio

• Trucks currently are not given time tables
• 1980 data is sufficient to make predictions for the following season
• Where specific data was unavailable, averages were used.
• Every berry must go into temporary holding bins before entering the dechaffing and destoning units

• NCC is cooperative owned by growers
• Peak season runs September 1 - December 15
• Water harvesting vs. Dry harvesting
• Water harvested berries are expected to increase from 58% to 70%.

Case Background

Assumptions

Process Flow