Operations Function free essay sample

This therefore implies that Operation Management decisions are not made in isolation. Rather, each decision is intertwined with other organizational functions following the strategic direction developed at the top level of the organization. In a nutshell, many of the decisions made by operations managers are dependent on information from the other functions. At the same time, other functions cannot be carried out properly without information from operations as detailed below: 1. Finance: The finance function ties all departments together with monetary measurements that tell whether the company is making money. They also regulate the acquisition of funds to keep the business operations going, and investing money received wisely. Finance managers need to work closely with the operations function to be able to determine the need for capital investments, make-or-buy decisions, plant expansions, or relocation of business operations. On the other hand, operations managers cannot make large financial expenditures without understanding financial constraints and methods of evaluating financial investments. We will write a custom essay sample on Operations Function or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page It is essential for these two functions to work together and understand each other’s constraints. . Sales and marketing: The sales and marketing function focuses on maintaining and attracting customers to the companys products and services. To be able to satisfy customer needs, the marketing function needs to understand what operations can produce, what due dates it can and cannot meet, and what types of customization operations can deliver. The marketing function can develop an exciting marketing campaign, but if operations cannot produce the desired product, sales will not be made. In turn, operations managers need information about customer wants and expectations. It is the responsibility of the operations function to design products with characteristics that customers find desirable, and they cannot do this without regular coordination with the marketing department. 3. Information and Communications Technology (ICT): ICT is the function that enables information to flow throughout the organization and enables the operations function to operate effectively. The ICT function must understand the needs of operations and endeavour to meet those needs as regards timely provision of required information.

Opciones cuando visa americana es rechaza por fraude

Opciones cuando visa americana es rechaza por fraude El fraude es una de las causas por las que el oficial consular puede denegar la solicitud de la visa americana o un inspector migratorio puede prohibir el ingreso a Estados Unidos. La ley americana es muy clara. Los extranjeros que pretenden obtener una visa utilizando fraude son inelegibles para un visado hasta que cumplan los 90 aà ±os. Pero es posible pedir un perdà ³n, tambià ©n conocido como waiver o permiso. Y es que es posible cambiar. Y una persona que cometià ³ un error en el pasado puede llevar actualmente una vida honorable que, en otras circunstancias, le permitirà ­a obtener el ansiado visado. En estos casos es posible solicitar un perdà ³n o waiver de la causa de hace que todas las peticiones de visa sean denegadas. En este artà ­culo se informa cundo se da una circunstancia de fraude, que da lugar a que se niegue la visa por causa de inegibilidad 212 (a)(6)(c)(i) y cà ³mo pedir el perdà ³n para estos casos.  ¿Quà © es fraude para denegar una visa por causa 212 (a)(6)(c)(i)? Se comete fraude cuando se dice una mentira o se presenta un documento que no es verdad cuando sin esa informacià ³n no se hubiera aprobado la visa. Es lo que se conoce en inglà ©s como misrepresentation of a material fact o fraud. Si el oficial consular es el que detecta el fraude, no da la visa. Por el contrario, si es el inspector del puesto migratorio el que la descubre, anular la visa y no permitir el ingreso en Estados Unidos.  ¿Cundo se puede solicitar el perdà ³n? No todos los fraudes son iguales ni tampoco las circunstancias de cada persona. Es por ello que el oficial consular ser el que diga al solicitante de la visa americana si considera que podrà ­a solicitarse un perdà ³n o waiver. Esta sugerencia tiene lugar en el momento de la entrevista en la que se deniega la visa solicitada por primera vez o su renovacià ³n o una aplicacià ³n despuà ©s de una cancelacià ³n. Ante quià ©n se presenta peticià ³n de perdà ³n para obtener visa rechazada por fraude Hay que probar ante un organismo llamado ARO y que est ubicado en Washington DC que el solicitante: No es un peligro para la seguridad nacional.Vendrà ­a a Estados Unidos con carcter temporal y respetarà ­a los tà ©rminos de la visa, incluyendo el hecho de que saldrà ­a a tiempo del paà ­s.Que tiene lazos fuertes tanto econà ³micos como familiares en su paà ­s. El ARO, a la hora de decidir, tambià ©n tendr en cuenta la gravedad de la falta cometida. Cà ³mo se solicita la waiver para levantar la inegibilidad de visa por fraude No se requiere ninguna planilla en particular. Basta con un escrito en inglà ©s en el que se cuente quà © sucedià ³, para quà © se quiere ingresar a Estados Unidos con carcter temporal y por quà © el solicitante amerita una waiver. Adems, hay que presentar documentacià ³n adjunta sobre sus lazos en el paà ­s (bancos, propiedades, trabajo, familia, etc). Es muy similar a la documentacià ³n para la visa americana que se presenta ante una oficina consular cuando se solicita un visado. Los documentos hay que traducirlos al inglà ©s. No es necesario que la traduccià ³n la realice un traductor jurado o que està ©n notarizados. Basta que la realice una persona con conocimientos buenos de espaà ±ol e inglà ©s y que certifique en su traduccià ³n tal circunstancia. Envà ­o de la solicitud para la concesià ³n de este tipo de waiver Una vez que se tiene todo el paquete preparado hay que entregarlo en el consulado que le corresponda segà ºn el lugar de residencia de la persona que solicita el perdà ³n. Por lo que se recomienda consular antes quà © oficina consular es la que tiene jurisdiccià ³n. Unos consulados piden que la documentacià ³n se entregue en persona mientras que otros piden que se envà ­e por correo. Asà ­ que lo mejor es preguntar para evitar cometer errores. Una vez que la documentacià ³n est en la oficina consular, à ©sta la remite al ARO. La respuesta suele llegar entre 4-5 meses, aunque en muchos casos se demora ms, cuando otra agencia federal necesita hacer un examen de posibles antecedentes del solicitante. Si el ARO deniega la peticià ³n, es posible recurrir en el plazo de 15 dà ­as. Aprobacià ³n de la peticià ³n de waiver Si el ARO concede la solicitud, el perdà ³n puede tener una validez de hasta por cinco aà ±os. Aunque lo normal es que la primera vez se conceda por sà ³lo medio aà ±o o incluso un aà ±o. El perdà ³n no es suficiente para viajar. Hay que tener una visa vigente en vigor por lo que debe solicitarse. A tener en cuenta: otras causas de negacià ³n de visa En este artà ­culo se ha explicado el trmite bsico para solicitar una waiver por haber intentado obtener mediante fraude una visa americana. Pero hay muchas otras causas de inegibilidad. Y el proceso puede variar de una a otra. Por ejemplo, si su problema es que no le dan la visa por estancia ilegal previa, el procedimiento es totalmente distinto. Por lo tanto, si no se sabe si se puede pedir una waiver o cà ³mo es conveniente informarse detalladamente antes de iniciar cualquier trmite ante una oficina consular americana. E incluso mucho mejor es, sin duda, consultar con un abogado o un representante acreditado. Finalmente, se recomienda tomar este quiz, trivial o test sobre visas porque despeja muchas dudas sobre el proceso de obtencià ³n de la visa americana y cà ³mo mantenerla, evitando que se cancele o revoque. Este es un artà ­culo informativo. No es asesorà ­a legal.

A case study on the murder of Zahid Mubarak, in a young offenders Essay

A case study on the murder of Zahid Mubarak, in a young offenders institute feltham - Essay Example Black inmates felt that they were being â€Å"stereotyped† as being more aggressive and violent and blamed for bullying than their white counterparts. There was also an uncanny tendency among the prison officials to think of â€Å"Blacks† as either drug peddlers or drug takers and there was twice the tendency for them to be tested for drugs than the white inmates. Many of the Black inmates complained that the Black and Ethnic minorities prison officers â€Å"turned a blind eye† to this racial discrimination in order to fit in or be in par with the white officers. Stewart was shifted to Feltham just at a time when it was overcrowded with prisoners and it did not have the necessary staff to cope with the ever growing population. On the whole Feltham was being asked to do too much with too little resources. Moreover the prison also suffered badly from institutional racism and the staff was poorly equipped to deal with it. The case highlights the brutal character of Juvenile detention as well as the criminal tactics used by the ever-growing number of alienated and disturbed youth. Feltham is a prime example of the corrosive atmosphere exists throughout Britain’s penal system, especially in youth detention Institutions. In March 1999, Sir David Ramsbotham, the chief inspector of prisons surveyed the deplorable conditions at Feltham and stated that it was â€Å"totally unacceptable†. The care of those in remand and those boys below eighteen were described by him as â€Å"institutionalized deprivation†. More than 5,000 prisoner to prisoner assaults had taken place over the last ten years. Feltham had seven suicides within the institution and four governors in the past six months. Further investigation by Ramsbotham revealed that young prisoners were spending long hours in their cells. The average activity time spent by the detainees was around 15 hours a week. Out of

Penguin And Random House Sign Merger Deal Term Paper

Penguin And Random House Sign Merger Deal - Term Paper Example Penguin had revolutionised the publishing industry during the 1930s when it introduced inexpensive and high quality paperbacks. They were sold through various street stores like Woolworths (Penguin Books, 2012). Pearson Plc., which is a global media organisation, is the owner of Penguin Group. Apart from Penguin, Financial Times and Pearson are also included as different business segments of Pearson Plc. It is headquartered at London and was founded in the year 1844 (Yahoo Finance, 2012a). On the other hand, Random House is a privately owned digital publishing house. Various imprints and publishing groups are run by the company worldwide. Random House is actually a subsidiary company of Bertelsmann AG. The company operates its business in various geographical regions of the world like Europe, America, South Africa, and Asia Pacific. The company is headquartered at New York, United States and its employee strength is around 5,343 (Bertelsmann AG, 2012a). The present study entails abou t the detailed analysis of the merger decision between the two global leaders in the books publishing industry, Penguin and Random House. ... also provides financial and business news, analysis, comments and data. Pearson Plc. operates its business activities worldwide through five different business segments. Penguin is one of those five business segments operated by Pearson Plc. Penguin group is responsible for publishing around 4,000 non-fiction and fiction books every year. The books are offered to the consumers in different formats like on screens, paper, and even in audio formats and are meant for readers of all age groups. The range of front list and backlist titles of Penguin group is huge and includes classics, children, literary prize winners, and reference volumes titles. Its business operations are carried out worldwide with the help of many publishing houses located in different nations of the world. Penguin group publishes under some of the reputed imprints of the world like Putnam, Allen Lane, Viking, Berkley, Ladybird, Puffin, Dorling Kindersley, and Harmish Hamilton (Pearson plc, 2012). On the other hand, Random House is a US based multinational organisation which is engaged in the business of publishing general trade books in English language. On an average around 10,000 paperbacks, electronic and audio books are published by Random House annually and they come in 15 different local languages of various countries worldwide. It has been estimated that around 400 million books are sold by the company every year. It is one of the wholly owned subsidiary company of Bertelsmann AG. The imprints of the Random House Publishing Group of Bertelsmann AG includes Bantam, Dell, Delacorte, Ballantine books, Trade Paperbacks of Random House, One World, The Modern Library, Presidio Press, Triumph books, Spiegel, Spectra, Villard Books, and Grau. Ballantine Books is considered to be one of

Building High Performance Team In A Minute Essay Example for Free

Building High Performance Team In A Minute Essay When working with a group or a company, the most expected mantra recited is â€Å"be a team player† in order contribute for the organization’s accomplishment of all its goals and objectives. To quote, â€Å"Someone may be great at his or her job, maybe even the best there ever was. But what counts at work is the organization’s success, not personal success. After all, if your organization fails, it does not matter how great you were; you are just as unemployed as everyone else† (Johnson, Kantner Kikora, 1990). This is why Kenneth Blanchard decided to jack up his One Minute Manager book series by coming up with something that will focus on teamwork, which is The One Minute Manager Builds High Performing Teams (1990, revised 2000). With Eunice Parisi-Carew, Blanchard tackles in this book the in-depth dynamics of team structure and the most rewarding interactions of each team members. Blanchard hopes that, by reading the book, participants of these work groups will gain a clearer understanding of how their teams may function at optimal levels. As a prominent author, speaker and business consultant, Kenneth Blanchard is often described as one of the most insightful, powerful and compassionate gurus in the business world. Blanchard is chairman of Blanchard Training and Development Inc., a management consulting and training company which he founded in 1979. He co-authored four books in the One Minute Manager series that collectively sold more than nine million copies and have been translated into more than 20 languages. Also, he has regularly appeared on popular television news and business programs in the US and has been featured in leading magazines such as Time and US News. This is why if somebody has enough expertise on how teams can be made effective, Blanchard has definitely the authority to discuss how teams work to become high performing and achieve excellence for the organization. Noted for his leadership approach that promotes self-esteem and self worth through a clear and structured approach to making people accountable for their behavior, Blanchard emphasized that â€Å"people who feel good about themselves produce good results — and appeal is based on applying techniques that take only one minute to apply†. What’s most relevant in e One Minute Manager Builds High Performing Teams (2000) is that the authors presented seven characteristics of the perform model that identified the desired behaviors of an effective team:  · Purpose. Team members are clear about what the teams work is and why it is important.  · Empowerment. Members are confident about the teams ability to overcome obstacles and to realize its vision.  · Relationship and communication. The team is committed to open communication, and members feel that they can state their opinions, thoughts and feelings without fear.  · Flexibility. Members are flexible and perform different tasks and maintenance functions as needed.  · Optimal productivity. High-performing teams produce significant results, due to a commitment to high standards and quality results.  · Recognition and appreciation. Individual and team accomplishments are frequently recognized by the team leader as well as team members by celebrating milestones, accomplishments and events.  · Morale. Members are enthusiastic about the teams work, and each person feels pride in being a team member (p. 9-16). At 106 pages, this book is not a heavy read and filled with fictionalized dialogue to establish concrete examples. Also, this book interestingly explains the developmental stages a team goes through on their quest in becoming â€Å"high-performing† and â€Å"self-directed.† Emphasizing on the group dynamics, the authors easily described how an effective leader or â€Å"educator† can help steer the team that will empower individual members to contribute their creative ideas and talents to attain the common goal: accomplishing the team’s mission. In the work environment, teams materialize to focus on tasks or solve problems that are beyond the capacity of one individual. With this type of set-up that allow creative and innovative juices to flow through the constant sharing of information,   people could appropriate division of labor among the members of the team can lead to more effective, more efficient and less stressful workplace. Their high levels of performance with regards to quantity, quality, and timeliness of work results can contribute to their sense of satisfaction, addressing a psychological and motivational need. With incessant exposure to each other, team members and their superiors could ascertain whether they have a team that can continue working together with synergy or their togetherness poses a detrimental effect on their output and interrelationships. Thus, with the help of this book, managers, leaders and even parents can make most of their teams to have a wider perspective of the processes and a detailed coverage of the activities that occur and address what needs to be improved in their respective organizations.

The Sense of Evil Conveyed in Shakespeares Macbeth Essay -- LIterary A

Throughout his play, Shakespeare uses a wide variety of themes in order to convey the sense of evil. These themes are omnipresent, and well implemented into the text, as they allow the reader to visually imagine the different occurrences, and how they might lead to a sense of evil throughout. The themes included consist of appearance and reality, guilt, ambition, violence and tyranny and order and disorder. Several quotes are weaved into the text in order to express more clearly the theme Shakespeare is attempting to convey. The themes all come together to enhance the dark symbolism of evil, and how it is actually conveyed. The most prominent theme throughout Macbeth is ambition. Macbeth and Lady Macbeth risk their innocence and will in order to pursue the throne. Lady Macbeth sees her husband as a coward, and therefore this relates to the theme of Violence and tyranny, as she is ruthless in getting what she desires. Lady Macbeth speaks about Macbeth’s ambition: â€Å"Though wouldst be great Art not without ambition, but without the illness should attend it:† This important quote enables us to understand Macbeth’s nature, which is â€Å"too full of the milk of human kindness†. Lady Macbeth’s provocation enlivens the evil residing in Macbeth and his ambition receives a new dimension: â€Å"I have no spur to prick the sides of my intent, but only vaulting ambition, which overleaps itself and falls on the other.† Throughout the play, Macbeth’s rising sense of ambition and realization, leads to him enhancing the themes of guilt and violence, as ambition ac ts as ‘the four legs’ that hold the two upright. â€Å"Your hand, your tongue, look like the innocent flower, but be the serpent under't". Lady Macbeth tells Macbeth that she is trying to s... ...onstantly repeats the procedure of washing her hands, as she believes that water would simply ‘wash away’ her dirty deed. â€Å"Will all great Neptune's ocean wash this blood clean from my hand?† expresses Macbeth’s extreme quilt, and the fact that he believed that if he were to wash his hand in the ocean, it would all turn completely-blood red, due to the severity of the deed committed. It is a hyperbole. Guilt seems to play a motivating role when Macbeth says, "Things bad begun make strong themselves by ill" Macbeth tries to explain that if a dangerous deed was continually done, its pain would eventually go away. He also explains that his morals were poisoned and were used to motivate him to commit more murderous crimes. " If’t be so, for Banquo’s issue have I filed my mind; for them the gracious Duncan have I murdered; Put rancors in the vessel of my peace".

National Cranberry Cooperative

NATIONAL CRANBERRY CO-OPERATIVE CASE STUDY * Nishi Sharma In 1971, National Cranberry Cooperative faced recurring operational problems that affected the productivity and relationship of NCC to growers. This analysis will discuss how NCC can improve its operation before the peak-season comes in. The analysis was based from facts cited in the case, using tools such as but not limited to process flow diagram, cost, benefit and utilization analysis, and work-force scheduling. The author recommends solution that will not just improve NCC's operations but will also increase plant's capacity and decrease its cost thereby leading to long-term savings for the growers. Problem Statement/Key Issues This case analysis will investigate two primary problems faced by NCC (1) Long waiting period of trucks during unloading of berries at RP1 and (2) Too much overtime cost. This case will also look at a secondary problem, specifically, the inaccuracy of grading of berries. Supporting Argument It is necessary to address the truck's queuing problem in 1970 in order to attain NCC's planned increase in output of water harvested crop from 58% to 70% the following year. The queuing/idle time during unloading also creates unnecessary costs particularly the cost of leasing trucks and hiring drivers. Also, Cranberries' market price is influenced by the government regulation Cranberry Marketing Order 1070, which mandates owners to scrap 10% or 200,000 bbls of harvested crops, thereby reducing income for the same resources used. With this, it is important that NCC manage its resources properly including scheduling of workforce (seasonal ; full-time) to reduce the costs like the overtime pay. With the cost amounting to $112,500 ($450,000/2Ãâ€"0. 5) incurred for paying extra premiums to second graded berries, it is important to look at the grading process and assess the need for installing an equipment that can help reduce the said cost. Alternatives The following are the alternatives proposed by Mr. Williston: 1. To buy and install new dryers 2. Convert dry berry holding bins to store water harvested or dry berries 3. Install Light Meter System for color grading PROCESS DIAGRAM – NATIONAL CRANBERRIES CO-OPERATIVE Assumptions:    We have assumed that: †¢ There is a cost associated with trucks waiting to be unloaded and it is $5 per hour. †¢ We have not considered per hour operating    cost of plant †¢ Overtime for both regular and part time worker has been taken to be $ 6. 50 per hour. †¢ In calculating the payback time, the same cost saving will occur every day. It is given in case that wet berries will make 70 % of total berries and that normal running hours for plant is 11 (12-1) hours. Case 1: 10000 bbl/day Wet Berries (WB) ( 7000 bbl/day Dry Berries (DB) ( 3000bbl/day Total Time = 11 Hrs WB feed=7000/11 = 637 bbl/hr DB feed= 3000/11 = 273 bbl/hr Minimum processing rate for WB is at dryers, which is = 600 bbl/hr Minimum processing rate for DB is = 1500 bbl/hr Hence, after 11 hours total accumulation of WB = (637-600)*11 = 407 bbl Overtime = 407/600 = 0. 7 hrs Now, assuming this is not a peak season, we have considered only 27 workers. Since plant is working suboptimal level during overtime , only two-third of the work force will be working on wet berries drying process. =2/3 work force = 20*(2/3) = 12 Savings per day = 12 * 6. 5= 78 Savings for season = 78* 90 = 7020 If we add another dryer, to save overtime cost, cost will be = 40000 Analysis Considering the cost of depreciation and cost of investment in dryer(8-10%) it will not be economical to buy another dryer. National Cranberry Cooperative Case Report: National Cranberry Cooperative Fill in your name in the header. Please read the Assignment Collaboration Guidelines in Course Syllabus: Collaboration between groups is not allowed; however, if you hear something from some other group, please give a reference. Below, write your answers to Questions 1-4 (on BB/Cases). Your analysis should be based on the assumptions listed in the Syllabus. If you need to make additional assumptions to answer a question, clearly state them, logically defend them, and then proceed to answer the question accordingly.The idea is to answer the questions concisely. Double spacing is preferred, 1. 5-line spacing is the minimum (consider the reader’s eye strain). 1. Mark the capacity and utilization of each resource in the process flow diagram at the end of this document. Briefly describe how you calculate the capacity and utilization here. [20 points] On average, 18000 barrels arrive over the 12hr span that the business is open. This means approximately 1500 barrels of berries are input into the process per hour (18000barrels/12hrs). The capacity of the Kiwanee dumpers was given as 3000 b/hr. and I was able to calculate the implied utilization by dividing the berry input rate by the capacity(1500bbl/hr divided by 3000bbl/hr). To calculate the actual utilization of the dumpers, you must first determine the flow rate of the system. Only 25% of the berries are dry and 75% are wet. This sums to 375 dry berries per hour (1500 input/hr x. 25) and 1125 wet berries per hour (1500 input x . 75). The dry berries have 16 bins that hold 250 barrels a piece, adding up to a total of 4000 berries that can be stored. The wet berries have 8 bins that hold 250 barrels and 3 bins that hold 400 barrels, adding up to 3200 barrels total for storage.The capacity of the DeStoners was given as 1500bbl/hr. The implied utilization would be the input rate (1500bbl/hr) divided by the capacity (1500 bbl/hr). Since the bottleneck does not impact t he dry berries, the actual and implied utilization will be the same for the dry berries in all facets of the operation. The capacity of the Dechaffers for the dry berries was also given as 1500 bbl/hr and once again the implied and actual utilization will be 1. 0. Switching to the Wet Berries, we see that there are two Dechaffers that can each store up to 1500bbl/hr, which will add up to a capacity of 3000bbl/hr.We can calculate the implied utilization of the wet berry Dechaffer by dividing the input rate (1500bbl/hr) by the capacity (3000bbl/hr) and the actual utilization by dividing the Flow Rate (600bbl/hr) by the capacity (3000bbl/hr). The Dryers set the standard for the wet berries because they are the bottleneck of the operation. There are three dryers that can process 200bbl/hr, giving us a total capacity of 600bbl/hr. The implied utilization is not very realistic because it takes the 1500bbl/hr input rate and divides it by the 600bbl/hr capacity. The actual utilization of a bottleneck is always 1. because it is operating at maximum capacity. Lastly, there are three separators that have a capacity of 400bbl/hr each, giving us a total of 1200bbl/hr. The implied utilization will be discovered as 1. 25 because you are taking the 1500bbl/hr input rate and dividing it by 1200bbl/hr capacity. The actual utilization can be found by 600bbl/hr (wet berries) plus 375bbl/hr (dry berries) and using them as your input rate. So you will divide the 975bbl/hr by 1200bbl/hr capacity and get . 8125. 2. Enter your answer and supporting arguments for question 2 here. [10 points] The current maximum throughput rate is 975bbl/hr. 75bbl/hr can be processed by the dry berries because they have the ability to operate at maximum capacity. On the wet berry side, the process is slowed by the dryers, which represent the bottleneck of the operation. Since the dryers can only process 600bbl/hr, we will add the 600bbl/hr and the 375bbl/hr to get a total of 975bbl/hr. 3. Enter your ans wer and supporting arguments for question 3 here. [30 points] *See attached diagram 4. Enter your answer and supporting arguments for question 4 here. [40 points] The possible capital investments I used were adding one more dryer, and swapping one bin from the dry berry operation to the wet berry.Buying the fifth Kiwanee dumper was a misguided investment because the real object should be to increase your bottleneck to speed up the operation. The capacity of the dumpers is 600bbl/hr, so having one less dumper would only drop this to 2400bbl/hr. The throughput rate of the entire system is only 975bbl/hr, so the focus ultimately should be turned to increasing the capacity of the dryers instead of the capacity of the dumpers. The attached excel spreadsheet will explain the ultimate benefits of the proposed capital investments I have offered. Bulk and Bag Separators C = 1200b/hrU = 1. 25, . 8125 Dryers C =600 b/hrU = 2. 5, 1. Destoners C =1500b/hrU =1. 0, 1. 0 Kiwanee Dumpers C = 3000b/h rU = . 5, . 325 Trucks in Queue Bins 1-16 storage =4000 Bins 17-27 storage = 3200 Dechaffers C = 1500b/hrU = 1. 0, 1. 0 Dry berries 375†¦Ã¢â‚¬ ¦. bbl/hr Wet berries 1125†¦Ã¢â‚¬ ¦ bbl/hr Dechaffers C = 3000b/hrU = . 5, . 20 Bulk and Bag Separators C = 1200b/hrU = 1. 25, . 8125 Dryers C =600 b/hrU = 2. 5, 1. 0 Destoners C =1500b/hrU =1. 0, 1. 0 Kiwanee Dumpers C = 3000b/hrU = . 5, . 325 Trucks in Queue Bins 1-16 storage =4000 Bins 17-27 storage = 3200 Dechaffers C = 1500b/hrU = 1. 0, 1. 0 Dry berries 375†¦Ã¢â‚¬ ¦. bbl/hr Wet berries 1125†¦Ã¢â‚¬ ¦ bbl/hr Dechaffers C = 3000b/hrU = . 5, . 20 National Cranberry Cooperative Case Report: National Cranberry Cooperative Fill in your name in the header. Please read the Assignment Collaboration Guidelines in Course Syllabus: Collaboration between groups is not allowed; however, if you hear something from some other group, please give a reference. Below, write your answers to Questions 1-4 (on BB/Cases). Your analysis should be based on the assumptions listed in the Syllabus. If you need to make additional assumptions to answer a question, clearly state them, logically defend them, and then proceed to answer the question accordingly.The idea is to answer the questions concisely. Double spacing is preferred, 1. 5-line spacing is the minimum (consider the reader’s eye strain). 1. Mark the capacity and utilization of each resource in the process flow diagram at the end of this document. Briefly describe how you calculate the capacity and utilization here. [20 points] On average, 18000 barrels arrive over the 12hr span that the business is open. This means approximately 1500 barrels of berries are input into the process per hour (18000barrels/12hrs). The capacity of the Kiwanee dumpers was given as 3000 b/hr. and I was able to calculate the implied utilization by dividing the berry input rate by the capacity(1500bbl/hr divided by 3000bbl/hr). To calculate the actual utilization of the dumpers, you must first determine the flow rate of the system. Only 25% of the berries are dry and 75% are wet. This sums to 375 dry berries per hour (1500 input/hr x. 25) and 1125 wet berries per hour (1500 input x . 75). The dry berries have 16 bins that hold 250 barrels a piece, adding up to a total of 4000 berries that can be stored. The wet berries have 8 bins that hold 250 barrels and 3 bins that hold 400 barrels, adding up to 3200 barrels total for storage.The capacity of the DeStoners was given as 1500bbl/hr. The implied utilization would be the input rate (1500bbl/hr) divided by the capacity (1500 bbl/hr). Since the bottleneck does not impact t he dry berries, the actual and implied utilization will be the same for the dry berries in all facets of the operation. The capacity of the Dechaffers for the dry berries was also given as 1500 bbl/hr and once again the implied and actual utilization will be 1. 0. Switching to the Wet Berries, we see that there are two Dechaffers that can each store up to 1500bbl/hr, which will add up to a capacity of 3000bbl/hr.We can calculate the implied utilization of the wet berry Dechaffer by dividing the input rate (1500bbl/hr) by the capacity (3000bbl/hr) and the actual utilization by dividing the Flow Rate (600bbl/hr) by the capacity (3000bbl/hr). The Dryers set the standard for the wet berries because they are the bottleneck of the operation. There are three dryers that can process 200bbl/hr, giving us a total capacity of 600bbl/hr. The implied utilization is not very realistic because it takes the 1500bbl/hr input rate and divides it by the 600bbl/hr capacity. The actual utilization of a bottleneck is always 1. because it is operating at maximum capacity. Lastly, there are three separators that have a capacity of 400bbl/hr each, giving us a total of 1200bbl/hr. The implied utilization will be discovered as 1. 25 because you are taking the 1500bbl/hr input rate and dividing it by 1200bbl/hr capacity. The actual utilization can be found by 600bbl/hr (wet berries) plus 375bbl/hr (dry berries) and using them as your input rate. So you will divide the 975bbl/hr by 1200bbl/hr capacity and get . 8125. 2. Enter your answer and supporting arguments for question 2 here. [10 points] The current maximum throughput rate is 975bbl/hr. 75bbl/hr can be processed by the dry berries because they have the ability to operate at maximum capacity. On the wet berry side, the process is slowed by the dryers, which represent the bottleneck of the operation. Since the dryers can only process 600bbl/hr, we will add the 600bbl/hr and the 375bbl/hr to get a total of 975bbl/hr. 3. Enter your ans wer and supporting arguments for question 3 here. [30 points] *See attached diagram 4. Enter your answer and supporting arguments for question 4 here. [40 points] The possible capital investments I used were adding one more dryer, and swapping one bin from the dry berry operation to the wet berry.Buying the fifth Kiwanee dumper was a misguided investment because the real object should be to increase your bottleneck to speed up the operation. The capacity of the dumpers is 600bbl/hr, so having one less dumper would only drop this to 2400bbl/hr. The throughput rate of the entire system is only 975bbl/hr, so the focus ultimately should be turned to increasing the capacity of the dryers instead of the capacity of the dumpers. The attached excel spreadsheet will explain the ultimate benefits of the proposed capital investments I have offered. Bulk and Bag Separators C = 1200b/hrU = 1. 25, . 8125 Dryers C =600 b/hrU = 2. 5, 1. Destoners C =1500b/hrU =1. 0, 1. 0 Kiwanee Dumpers C = 3000b/h rU = . 5, . 325 Trucks in Queue Bins 1-16 storage =4000 Bins 17-27 storage = 3200 Dechaffers C = 1500b/hrU = 1. 0, 1. 0 Dry berries 375†¦Ã¢â‚¬ ¦. bbl/hr Wet berries 1125†¦Ã¢â‚¬ ¦ bbl/hr Dechaffers C = 3000b/hrU = . 5, . 20 Bulk and Bag Separators C = 1200b/hrU = 1. 25, . 8125 Dryers C =600 b/hrU = 2. 5, 1. 0 Destoners C =1500b/hrU =1. 0, 1. 0 Kiwanee Dumpers C = 3000b/hrU = . 5, . 325 Trucks in Queue Bins 1-16 storage =4000 Bins 17-27 storage = 3200 Dechaffers C = 1500b/hrU = 1. 0, 1. 0 Dry berries 375†¦Ã¢â‚¬ ¦. bbl/hr Wet berries 1125†¦Ã¢â‚¬ ¦ bbl/hr Dechaffers C = 3000b/hrU = . 5, . 20