I just need help with part 5. 700 words in total. Due in 7 hours. I have provided the required documents related to the case study, rubric, and e

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http://www.fortunasausage.com/ http://www.bestofvermont.com/ http://www.thedairywagon.com/ http://www.igourmet.com/ https://store.crowleycheese.com/

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BBA WRITTEN DOCUMENT ASSESSMENT RUBRIC

CONTENT/RESEARCH

Does Not

Meet

Expectations

0 – 6

Meets

Expectations

7 – 8

Exceeds

Expectations

9 – 10

Breadth/Scope

Student uses multiple and diverse sources. (n/a for this report)

Quality

Student uses legitimate/relevant sources and tools, as appropriate. � 0 � 1 � 2 Documentation

If used, sources cited correctly with accepted format(s) � 0 � 1 � 2 ANALYSIS

Builds an adequate argument for recommendations (evidence of

inductive thinking)

� 0 � 1 � 2

Student appropriately targets level and needs of audience / client. � 0 � 1 � 2 ORGANIZATION

Introduction

Introduces topic and objectives of the report / document. � 0 � 1 � 2 Addresses/explains significance of topic. � 0 � 1 � 2

Body/Content

Relevance – inclusion of key information/data. � 0 � 1 � 2 Correctness – adequate presentation of current and correct

information/data. Data used addresses client’s needs.

� 0 � 1 � 2

Appropriate use of graphical information/data (e.g., charts, diagrams). � 0 � 1 � 2 Succinct but thorough presentation of information. � 0 � 1 � 2

Synthesis

Develops appropriate theme / approach to the solution. � 0 � 1 � 2 Demonstrates appropriate/logical sequences of ideas/facts/data. � 0 � 1 � 2 Clarity of ideas/argument; succinct and accurate. � 0 � 1 � 2

Conclusion

Summarizes key points/facts/data. � 0 � 1 � 2 Derives logical conclusions based on information/data gathered

(evidence of deductive thinking).

� 0 � 1 � 2

PRESENTATION

Format

Has effective structure/layout (e.g., headings, headers and footers, page

numbers).

� 0 � 1 � 2

Uses appropriate fonts and font sizes… readable, clear, etc. � 0 � 1 � 2 Has uniform and appropriate spacing. � 0 � 1 � 2 Has expected components (e.g., title page, References, Executive

Summary).

� 0 � 1 � 2

Complies with assignment requirements (client’s questions). � 0 � 1 � 2 Language

Is free from grammatical errors. � 0 � 1 � 2 Is free from punctuation errors. � 0 � 1 � 2 Is free from colloquialisms/slang. � 0 � 1 � 2 Displays appropriate word choice. � 0 � 1 � 2 Has appropriate sentence structure. � 0 � 1 � 2 Is inclusive (appropriate gender-neutral approach). � 0 � 1 � 2 Appropriate use of business terminology � 0 � 1 � 2

Objective

Document achieves its objective (e.g., exposition, description,

persuasion, narrative, analysis, synthesis).

� 0 � 1 � 2

OVERALL ASSESSMENT

Overall assessment of the written document � 0 � 1 � 2

Checklist – Fall 2021 – Crowley Cheese mini-case

Deliverables – Checklist – Crowley Cheese mini-case COMMENTS Points Points Possible

A. Executive Summary B. Complete Full Report 1. Process Analysis requested by client i) Process flow diagram ii) process chart iii) value stream map iv) Identification of improvement opportunities (waste elimination)

2. Economic analysis: qualitative factors, profitability & financial concerns, and long-term vs. short-term advantages, challenges for each of the three scenarios

i) status quo with one shift ii) expansion to two shifts at current location iii) expansion to a new facility, five shifts per day 3. Distribution cost analysis in Vermont and adjoining states

i) What is the max that an outsourced delivery service should charge for all of these deliveries?

ii) investigate 3rd party logistics providers and potential costs

iii) what qualitative criteria should be considered if outsourcing logistics?

iv) If a new distribution center would distribute outside of Vermont and surrounding states, where should it be located?

4. Expansion with respect to option c: new facility and five shifts production

i) research likely outlets for new retailers, with specific locations: at least 10 specific retailers

ii) update forecast and location spreadsheet with new retailers, and update demand forecast if current retailers could sell twice their current demand, [estimate demand for each of the new retailers]

iii) ideal location of a new manufacturing facility given the locations and demands from all of the new and old retail locations

5. Production schedules i) for the current one-shift schedule ii) for a two-shift schedule at current facility iii) for a five batch per day schedule at new facility 6. Whey-related environmental cost/benefit challenge i) “propose a solution that achieves the best overall benefit… considering a triple-bottom-line approach”

ii) specifics of tangible costs and benefits iii) specifics of qualitative (non-monetary) costs and benefits

7. Summary and conclusions i) summary of important recommendations and conclusions

ii) suggestions for further work to help this client

Crowley Cheese Factory Semi-fictional Mini-case Problem for MGT 602 – Production & Operations Management

Crowley Cheese has been in operation since 1824, and has been making cheese in its current location since 1882 in Healdville, Vermont, (postal address of Mount Holly, which is in the Northeast part of the United States). Crowley Cheese is located about “four hours from NYC and three hours from Boston”. https://www.crowleycheese.com/ Along with the immediate vicinity in Vermont, New York City and Boston are prime market areas for this high-quality award-winning all-natural artisan cheese. Additional claims include that it is the “oldest continuously operating cheese factory in America”. https://www.facebook.com/CrowleyCheeseVT

Cheeses currently produced by Crowley Cheese are hand-made American Colby styles of cheese. Different flavorings and aging (“sharpness”) provide product variety for products produced at Crowley. Crowley produces cheese with very little technology or automation. These cheeses are considered all- natural with no additives or preservatives: “…the same recipe since 1827”. Because of its high quality and all-natural production, this type of artisan cheese is in high-demand and commands higher retail prices compared to mass-manufactured cheeses. The company website touts that their cheeses are “all natural with no additives or preservatives” and “certified hormone free”. Currently, cheeses from Crowley are available in nine (9) states in the northeastern United States (the “New England” states of Connecticut, Main, Massachusetts, New Hampshire, New Jersey, New York, Pennsylvania, Rhode Island, and Vermont) plus remote retail locations in California, Florida, Georgia, Ohio, and Montana, where a handful of select retailers have specific interest in carrying products from Crowley. Additionally, Crowley sells cheese from its own website, and from a small variety of other online retailers. Additional detailed information about retail locations and online sales are available at: https://www.crowleycheese.com/retail.html , and https://store.crowleycheese.com/ .

Currently, all products are distributed directly from the main manufacturing facility in Healdville (Mount Holly), Vermont, out to the various retail locations (and online retail outlets) shown on the Crowley Cheese website. Please see the Appendix C materials for details about current weekly product demand and distribution to these retailers.

Your consulting team has been hired to help evaluate operations at Crowley Cheese and assist management in an investigation to optimize its current distribution efforts, expand operations and distribution within its current sales region, and possibly expand distribution into the southeast and midwest United States. Many of the current retailers (both online and traditional retailers) often stock- out of the Crowley Cheese products, and so they receive inconsistent re-supply due to the high demand for this high-quality product. Occasionally, demand orders from retailers exceed available supply at the Crowley warehouse. During the 2020 Covid pandemic, some retail sales shifted to online retail, but this was not a real change in overall production demand; this was a shift in distribution and retail channels only.

Additionally, as part of your analysis and report to management at Crowley Cheese, you are expected to map/flowchart and analyze the current production processes and discuss potential improvement

opportunities, with details following below. Another consulting team’s notes on their production processes after visiting Crowley Cheese are included. Expectations for your written report to management also are detailed below.

Case Notes from another analysis team

Details of the current production process:

Currently, the company operates one shift per day, six days per week. This current level of production makes one batch of product per shift, with four employees providing direct labor. In one daily batch, 4000 pounds of milk is transformed into about 400 pounds of cheese (minus scrap, about 365 lbs sellable), which is sold to various retailers for a total wholesale price of about $4106 per batch (approx. $11.25 per pound, wholesale). During any one season of the year, Crowley produces their primary product (mild Colby), and an additional five seasonal varieties (six varieties total, per season). The seasonal varieties vary throughout the year. For six production batches per week, three batches are dedicated to producing the primary product (mild Colby), which constitutes 50% of the demand for one week. The remaining three batches of production are dedicated to one of the five other seasonal products (one unique seasonal product per batch or per shift). On average, demand for the five seasonal varieties is split evenly among the varieties available. Customers and retailers have requested a greater variety of products throughout the year. Current annual cheese-related revenue for Crowley is estimated at about: (48 weeks/year) * (six batches / week) * ($4106 revenue/ per batch) = $1,182,600 per year gross revenues .

The following describes the production process for a daily batch of cheese. Some cheese-making videos exist on the internet, and could be helpful in understanding the processes. Please review this video for a couple of the visual details related to the detailed written notes below:

If you rent or buy it from Amazon.com, the Crowley Cheese episode of Dirty Jobs with Mike Rowe is very instructional. Season 1, Episode 12, at about 13:00 min into the episode. It is a good view of what your other team members witnessed, when they visited Crowley Cheese. Data and analysis from their site tour is below.

The Process:

1. At the beginning of each shift, all four workers thoroughly clean the steam-table vat, the curd sink, and various fixtures with a chlorine solution: (requires 60 minutes). This requires all four employees. After completion of cleaning, three of the employees attend to finishing the previous day’s batch of cheese (see notes on the other process steps below, (e.g steps #4 and #19, 20, 21).

2. Next, the lead cheese artisan (Ken) pumps/pours about 4000 pounds of raw whole milk into the steam-table vat from the dairy tank. Currently, Crowley receives one 4000 pound delivery per day. The dairy tank can be unloaded in about 15 minutes to fill the steam table. One gallon of milk weighs about 8.6 lbs, so 4000 pounds of raw whole milk is approximately 465.1 gallons.

3. Ken turns-on the steam table to begin heating the milk up to 70 degrees F. This takes about 60 minutes.

4. Throughout the day, during wait times, and during product heating times (in parallel to the cheese production process), three employees are dedicated to other tasks, such as: the cheese molds are cleaned, prepped, and lined with cheesecloth. After the previous day’s cheese is un-molded, the “other three employees” spend their time cleaning and prepping the reusable metal molds for the next batch of cheese. This occurs in-parallel; these tasks occur while other processes are ongoing, such as while waiting for the milk to warm, and etc. It takes about five minutes to clean and prep each mold, and approximately 100 molds are prepped each day for one 400-lb batch of cheese. The cheese molds will be packed with cheese curds toward the end of the cheese-making process. Each 2.5 lb cheese wheel requires about one sq. foot of cheesecloth, for a total of about 250 sq. feet per batch. Other larger molds do not use cheesecloth.

5a. When the mixture in the steam table reaches 70 degrees F, a bacterial culture (lactobacillus) is added and raked (stirred) thoroughly into the mixture. This takes about 10 minutes to completely rake- in the culture.

5b. It takes about 20 additional minutes after raking for the batch to reach 88 degrees F. When the mixture reaches 88 degrees F, the steam to the steam table is shut-off.

6. After the steam table is turned-off, it takes about 15 more minutes for residual heat from the process to slowly bring the mixture up to a final temperature of 90 degrees F.

7. When the mixture reaches 90 degrees F, 15 oz of liquid rennet (enzyme that promotes coagulation of the proteins and fat) is added to the mixture and raked (stirred) again, thoroughly. This process promotes solidification of the mixture, and thus the creation of curds. Adding the rennet and raking takes about 10 minutes.

8. After raking the rennet into the mixture, the batch rests for about 40 minutes, and the mixture begins congealing into a semi-solid, to approximately the consistency of custard or very soft tofu. A visual/manual test verifies that the process is ready for the next step.

9. The lead cheese maker (Ken) begins separating the curds from the whey by slicing through the mixture with the cheese knife made from a metal frame and fishing line. This takes about 10 minutes to cut through all areas of the cheese mixture twice. The separation process is called syneresis.

10. After cutting, Ken allows the mixture to rest again, waiting 15 minutes to keep from damaging the newly cut curds.

11. Then the steam is turned back “on”, and the lead worker (Ken) rakes the mixture continuously until the mixture reaches 102 deg F. This takes about 45 minutes.

12. After the mixture reaches 102 degrees F, the steam table is turned off again, and the mixture is allowed to rest again, this time for about 60 minutes, to allow the curds to toughen-up. The mixture is

raked occasionally during that hour. The curds strengthen from the consistency of a “jellyfish” to about the strength of a “pencil eraser”.

13. After the curds are toughened, all four workers help drain away and save about ¾ of the remaining whey (via a gravity drain), which takes about 30 minutes. Currently, this portion of the whey (about 323 gallons per batch) is stored and saved. Currently, this recovered whey is used to fertilize the pasture land around the factory. Other uses have not yet been fully explored.

14. The curds and the remaining whey are manually transferred from the steam table into the curd sink/table (lined with cheesecloth) with large metal scoops. This takes four employees about 20 minutes to transfer the curds to the curd sink. This curd sink is lined with about 150 sq. feet of cheesecloth.

15. All four employees continuously stir and crumble the curds in the curd sink by hand, to keep the curds small, and to keep them from clumping together. To keep the curds separated, continuous stirring and de-clumping by hand is required for about 30 minutes. A quality-check occurs (several time

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