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[생산관리] 솔가 네츄럴 크랜베리 사례 분석(영문)

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    [생산관리] 솔가 네츄럴 크랜베리 사례 분석(영문)에 대한 자료입니다.
    목차
    Q1. FOCUS ON PEAK SEASON OPERATIONS. HOURLY DATA USED.
    Q2 USE SIMPLE SIMULATION CONCEPT
    Q3 WHAT IS YOUR ANALYSIS OF THE PROCESS AT RECEIVING PLANT #1?
    Q4 EVALUATE, FROM A PRODUCTIVITY AND FINANCIAL (I.E. COST) PERSPECTIVE, THE FLOW OF BERRIES THROUGH THE FACILITY IN TERMS OF THE POTENTIAL AND ACTUAL BOTTLENECKS?
    Q5 WHAT RECOMMENDATIONS, BOTH SHORT-TERM AND LONG-TERM, WOULD YOU MAKE TO MR.
    SCHAEFFER?
    Q6 PROVIDE SPECIFIC EXAMPLES OF ACTIONS THAT HE SHOULD TAKE AND THEIR CONSEQUENCES
    본문내용
    F. SCHEDULING THE WORK FORCE
    SCHEDULING THE WORK FORCE
     During 9/1~12/15, RP1 was operated with 27-member work force or 53-member work force per week, depending on the relative volume of berry receipts.
     Expected to be low (27-member)
    - 6 workers in receiving (two 3-member teams operating one kiwanee dumpers each)
    - 10 workers in milling area (one 5-member team per feed convetor  two teams)
    - 8 workers in shipping (5-member in bagging stations, one member in two bulk stations, 2-member in bulk bin station )
    - 1 worker : destoning, dechaffing, drying
    - 2 workers (one on each of two shifts) in the control room.
     IN Peak season (53-member)
    - 15 workers in receiving (five 3-member teams operating one kiwanee dumpers each)
    - 15 workers in milling area에 (one 5-member team per feed convetor  three teams
    - 20 workers in shipping (three 5-member in bagging stations, one member in two bulk stations, two 2-member in bulk bin station )
    - 1 worker : destoning, dechaffing, drying
    - 2 workers (one on each of two shifts) in the control room.
     Only 27 employees at RP1 who were employed for the entire year; all others were hired for the season only.
    - 15 seasonal workers could work only between the dates of 8/15~12/25.
    - The pay rate for seasonal workers in the process fruit section was $2.25/hr.
    - The straight-time pay rate for the full-year employees averaged $3.75/hr.
     The amount of overtime used in a day or week depended on how effectively workers could be scheduled.
    - If we had operated RP1 after 11pm, it would be desirable to have some workers report for work at 6PM or later.
    - There was also the problem of absenteeism.
    - So, Walliston had to have 20 on the payroll to be reasonably sure he’d have 15 on hand.
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