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Ranger Creek Brewing and Distilling
內容大綱
In September 2013, Ranger Creek Brewing and Distilling was in its third year of operations and had so far been a success. Its beers and bourbons had won several tasting awards and its financials were meeting expectations, but the management team was starting to feel acute growing pains. Before the owners could even focus on growth plans, there were some unanswered questions they needed to tackle. Considering the current production records, what was the maximum attainable capacity of the plant? Would brewing capacity need to be expanded and, if so, what equipment should be purchased? Should the focus be placed on automating the brewing or filling process? Finally, what were the operational consequences of the recently passed beer laws in Texas? The owners had to choose an operational scenario for the 2014–2019 capital and manpower budget that would address these concerns.
學習目標
This case can be used in an operations management, operations research, management science or entrepreneurship course at the undergraduate or graduate level that covers the topics of strategy, process analysis, capacity planning, forecasting, distribution and layout. After completing the assigned questions, students should be able to:<ul><li>Understand the different stages of a process and depict it in the form of a basic process flowchart.</li><li>Calculate capacities for different stages of the process.</li><li>Identify the bottleneck of a process.</li><li>Suggest ideas to increase capacity in a process.</li><li>Forecast production volume by making logic-based assumptions.</ul></li>