Introduction
99% of all sales ofcranberries 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/
1) INTRODUCTION
The National Cranberry Cooperative case present the production and operation problems faced by plant processing berries in the USA, in the seventies.
- PRESENTATION OFNCC & THE CRANBERRY INDUSTRY
As volume of the harvested berries increased, problems arose in the transformation of those berries into saleable products. This was the case in NCC’s receiving plant n°1 (RP1).
1) Introduction
Throughout National Cranberry Cooperative (NCC) case, we know that there are some problems in Receiving Plant No.1 (RP1). At the intro part of the NCC case, vice president of operation at the NCC, Hugo Schaeffer said “……our overtime costs were still out of control this fall, and the growers are still upset that their trucks and drivers had to spend so much time
1. Summary
National Cranberry Cooperative (NCC) was an organization formed and owned by growers ofcranberries to process and markets their berries. In recent years 99% of all sales ofcranberries were made by the corporation.
In 1971, Hugo Schaeffer, vice president of operations ofNCC, was worried about the problemof overtime costs and truck queue. To solve these problems, Will Walliston, th
II. Temporary Holding
After the process berries were weighted, sampled and finally color graded, they were finally moved to one of the five Kiwanee dumpers which had rapidly moving belt conveyors. The berries were taken to one of the 27 temporary holding bins (bins 1-24 held 250 bbls. and bins 25-27 held 400 bbls. each) which were controlled from a central control panel. Although it usually took