생산관리 National Cranberry Cooperative (NCC)

생산관리 National Cranberry Cooperative (NCC) [생산관리] National Cranberry Cooperative (NCC).pptx 목차 1. Introduction 2. Problem of NCC 3. Solution 4. Creative ideas 본문 Introduction 99% of all sales of cranberries were made by National Cranberry Cooperative(NCC). Problem: incontrollable overtime costs & truck queue Walliston’s answer: buying and installing two new dryers Problem analysis Destoning, Dechaffing and drying capacity - Dry berry process Destoning: 1500(bbl/hr) * 3 = 4500(bbl/hr) Dechaffing: 1500(bbl/hr) * 2 = 3000(bbl/hr) - Wet berry process Destoning: 1500(bbl/hr) * 1 = 1500(bbl/hr) Drying: 200(bbl/hr) * 3 = 600(bbl/hr) Quality grading line & Bailey mills capacity - Quality grading lines 400(bbl/hr) * 3 = 1200(bbl/hr) - Bailey mills 400(bbl/hr) * 1200 = 600(bbl/hr) Peak day - Arrival of Wet berry : 19,000 bbl * 70% = 13,330 bbl - Operate time : 13,330 (bbl) / 600( bbl/ hr) = 22.2 hr - Arrival rate: 13,303 bbl/11 hr = 1,210 bbl/ hr - Bottle neck : 1210 bbl/hr - 600 bbl/hr =610 bbl/hr - Total bottleneck inventory amount : 610 bbl/hr *11hr=6,710 bbls Solutions -Dryer capacity: 800 Bottleneck = 1,210 - 800 = 410/hr Total bottleneck inventory amount = 410 * 11 = 4,510 Remaining bottleneck: 4,510 - 3200(bins max) = 1,310 In this case, we cannot solve truck waiting problem. So we need additional bins. 본문내용 Introduction 99% of all sales of cranberries were made by National Cranberry Cooperative(NCC). Problem: incontrollable overtime costs & truck queue Walliston’s answer: buying and installing two new dryers Problems analysis Problem analysis Temporary holding bin capacity 250bbl * 16 = 4000 bbl 250 bbl * 8 = 2000 400 bbl * 3 = 1200 bbl Dry berry: Min 4000 Max 6000 Wet berry: Min 1200 ~ Max 3200