Case 8-4). Operations for Guajilote are very simplistic. Due to the lack of proper transportation, the cooperative is limited to one distributor to sell the mahogany to and thus not being able to move up in the value chain. The members of Guajilote lack a formal education and "none of Guajilote's members had any education beyond primary school...
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Many of the members had no schooling at all and were illiterate. As a whole, the group knew little of markets or business practices" (Wheelen & Hunger, 2006. Case 8-3). The cooperative also lacks skilled workers and cannot manufacture furniture itself to distribute around the world. By weighing the pros and cons of the organization, Guajilote has been only mildly successful in certain aspects of economic growth...
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National Cranberry Corp. Compared to the other operations: Kiwanee Dumpers is (5 * 75 barrels per hour) * (60 minutes / 7.5 minutes) = 5 * 75 * 8 trucks per hour = 3000 barrels per hour Average Arrival for each truck is between 5 and 10 minutes so about 7...	1 / 231
National Cranberry Cooperative The next longest process is the separating process. Assume that, according to exhibit 1 in the National Cranberry Cooperative (Abridged) case, RP1 receives approximately 18,000 barrels of cranberries a day...	3 / 663
National Cranberry For dry berries also, there is a bottleneck of separation at 600 bbls /hr and arrival rate of dry berries is 30% of 3000 = 900 bbls/hr. Total backlog berries capacity = Backlog Capacity for Wet + Backlog Capacity for Dry = (2100-600) + (900-600) = 1800 bbls/hr This causes the trucks to wait to unload their berries until the dumpers become available for refill...	3 / 808
National Cranberry Over a 12 hour period, trucks will deliver berries at a rate of 1667 bbls/hr (20,000 bbls / 12 hrs) starting at 7:00 am. Since trucks are delivering wet berries 70% of the time, 1,167 bbls/hr of wet berries are being delivered...	5 / 1259