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/
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 OF NCC & 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).
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
Water-harvested berries were held in bins 25-27, and bins 17-24 held either wet or dry berries. Since water harvested berries did not need destoning, they went straight towards one of the 3 dechaffing units (holding up to 1500 bbls. per hour each). Then, these wet berries were taken to the drying units at different rates for those expected to be loaded into bulk trucks (200 bbls. per hour per dry
생산을 통해 고통 받고 있는 여성들에게 제공할 것이고, 그와 동시에 잠비아 지역 여성들에게 위생, 보건 교육을 통해 그들의 위생에 대한 의식 수준을 높일 것입니다. 이 사업을 통해 신체와 정신이 모두 개선된다면 아프리카 여성들에 인권신장에도 큰 일조를 할 것이라 예측됩니다.
(3) 사후관리