• Author / Uploaded
• Puran Narwani

Citation preview

Scharffen Berger Chocolate Maker Process FlowChart Shells – Discarded Approx 65kgs/250kgs

Labell 2 Weeks Supply

Bea ns 100 kgs bag s

Packaging 35% at SB 65% at 3rd Party

Bean Cleaner

96% recovered

200 kg/ 15 mins

Tempering Capacity 200kgs/hr Curr use – 140kgs/hr Molding 140kgs/hr

ed Bins (onsit e)

Roaster 250 kgs/1.25 hrs

Cooling Racks 15mins

Winnower Capacity 450kgs/hr Curr Use –

Labelle d Bins Wareho use

+ Other ingredie nts

Chocolate Liquor Storage tanks

Conche – refine, mix and aerate the choc 1400kgs/Conch e (2)

“Nibs” Vacuum Piping

“Ni bs”

Melangeur 115 kgs/batch for 1.25hrs

*Quality Control at every level – Raw Beans, fermented beans, roasted beans, WIP Chocolate, final product

Capacity Analysis on Current Production Capability Scharffen Berger Chocolate Maker

Page 1

divide 30 days

divide 1400kg

(30days x 24hr/50hr) x 2800kg

(30days x 16hr/1.25hr) x

115kg

*Assume SBC produces only 62% semi sweet chocolate that requires 50 hours conche processing and hours of operation is not changed. Ball mill is not yet introduced. Using only existing 2 conches and Melangeur to produce 62% semi-sweet product, the existing 2 conches produce a bottleneck and SBC will experience capacity shortfall and is not able to accept any increase in demand of product.

Capacity Analysis on New Production Capability – Introduction of Ball Mill and Addition of 1 Melangeur

Scharffen Berger Chocolate Maker

Page 2

divide 30 days

divide 1400kg

(30days x 19hr/10hr) x 2800kg

(30days x 16hr/1.25hr) x 230kg

**Ball Mill is introduced. Assumes Ball Mill can process more than 1400kgs and max capacity of the ball mill daily is not exceeded. Ball mill processing time takes 5 hours. Per conche processing time is reduced from 50 hours to 10 hours with introduction of the ball mill. But existing 1 Melangeur becomes a bottleneck with the introduction of the ball mill. 1 more unit of Melangeur has to be added to meet increase in demand. With 2 units, the Melangeur will still produce a bottleneck when demand increases to 150%, assuming hours of operation remains unchanged.

SBC Processing and Equipment - Facts and Figures

Scharffen Berger Chocolate Maker

Page 3

Batch Size

Batch Processing Time

Operation hours per day

Max Cap per batch

Max Cap/day^

Max Cap/month^

Bean Cleaner

200kg

15 min

8 hr

200 kg

6400kg

192000kg

Roaster

250kg

75 min + 15 min cooling

8 hr

n.a.

1333kg

39990kg

Winnower

250kg

33 min

8 hr

450kg/hr

3600kg

108000kg

Melangeur x 2

115kg

1.25hr

16 hr

n.a.

2944kg*

88320kg*

1400kg

50 hr

24 hr

1400kg

5320kg#

159600kg#

Ball Mill

> 1400kg

5 hr

5 hr

n.a.

> 1400kg

> 42000kg

Tempering

140kg/hr

60 min

16 hr

200kg/hr

2240kg

67200kg

Molding

140kg/hr

20 min

16 hr

140kg/hr

2240kg

67200kg

Conche 1/Conche 2

^based on current operation hours. i.e. assume no change in hours of operation. * addition of 1 more Melangeur considered. #

Scharffen Berger Chocolate Maker

new conche processing time after introduction of Ball Mill is considered.

Page 4

Case: Scharffen Berger Chocolate Maker (SBC) SBC is a high-end chocolate maker that meets the expectations of its consumers with high quality chocolates. SBC’s founders, Robert Steinberg and John Scharffenberger, were committed to serve its customers the “chocolate of highest quality possible from the finest cocao beans available”. Jim Harris, the chief operating officer, was daunted by the challenge of meeting current demands for SBC’s chocolates using the current production facilities, while maintaining its quality. Harris also feared that SBC may be deemed as “uncooperative, unresponsive” by its retailers/consumers if they do not increase capacity to match the demand. The process analysis shows that the bottlenecks in production clearly lie with the conches. With the current production facility SBC can only meet its current demand as they do not have any scalability. The proposal of adding the ball mill is therefore highly recommended as it has been tested to maintain the high quality and reduces the throughput time significantly. The scalability is achieved by handling more than 1400 kgs per batch and reducing the grinding time from 50 hours to 10 hours. Furthermore the product with sugar content benefits from the shortened time as the ballmill decreases the amount of flavour degradation which was the case with the use of conches. However, as the analysis suggests, addition of the ball-mill alone will not resolve the production vows. The benefits of the ball-mill will be significant only if the roasting i.e. melangeur capacity will also need to be increased. The addition of one additional melaugeur will still not be able to meet demand surges of 150% from the current level. The decision of investing in the melangeur should be based on cost-benefit analysis as this does help meet demand rises of over 100% from the current levels. Other areas of the process that can be improved are below, however each will have to be analyised individually for its costs and benefits. 1. Outsourcing packaging to 3rd party – SBC remains sceptical over the

quality of the products and thus has housed 35% of the packaging. However with the increased production, this would be an additional burden. SBC can always have exclusivity from its packers for providing high volumes and thus implement its high quality control measures. Furthermore, it could influence packers to set up facility close to their production site, to be able to directly transfer liquid chocolate to packers to temper and mould. Scharffen Berger Chocolate Maker

Page 5

2. SBC uses an old 1920s Melangeur, a replica of the machines first used in the 1800s. Technology advancements since then could definitely provide more scalability. Like in the case of the ball-mill, SBC should consider replacing its old machinery only when they are satisfied with the quality of output produced by the new machines. This coupled with the increased capacity of the ball-mill could ease SBCs production capacity vows. 3. The analysis included here considers only 62% sweetened

chocolate, however for better decision making SBC should analyse all the different chocolates it produces, which would provide a much clearer understanding of SBCs production needs. The increases production capacity may also have its downfalls. As SBC caters to the premium segment, market conditions play a huge role in its consumption pattern. SBC should also look into building flexibility in their production to allow for lower production during economic turmoils to avoid inventory build up. Lastly, as clearly stated, the founders along with skilled operators were the best judges of the flavour of the chocolates which no mechanical measurement could provide. However for business continuity purposes i.e. when these “experienced” tasters are no longer present, SBC should have to device more mechanical and automated ways of measuring the quality of chocolates using the properties that differentiate one for the other.

Scharffen Berger Chocolate Maker

Page 6