The Brown-Forman Cooperage in Louisville Kentucky (USA) supplies flame-charred white-oak barrels for the aging processes of various bourbon and whiskey products produced under the Brown-Forman corporate umbrella (http://www.brown-forman.com/ ). Some of these barrel-aged products include brands such as Jack Daniel's, Early Times, Old Forester, and Woodford Reserve. From its website: "Located 15 minutes south of the Campus, Brown-Forman Cooperage is one of the world's largest producers of whiskey barrels. A subsidiary of Brown-Forman, the cooperage makes white oak barrels for maturing some of our finest brands, including Jack Daniel's, Early Times, Old Forester, and Woodford Reserve. Brown-Forman is the only major distiller in the world that owns and manufactures its own barrels. In 2009, the Cooperage was opened to the public to tours through a partnership with Mint Julep Tours." http://www.brown-forman.com/about/locations/ Recently, legislation passed by the State of Tennessee has increased the importance of the activities at the cooperage (barrel-making) facility: "NASHVILLE, Tenn. (AP) - If it isn't fermented in Tennessee from mash of at least 51 percent corn, aged in new charred oak barrels, filtered through maple charcoal and bottled at a minimum of 80 proof, it isn't Tennessee whiskey. So says a year-old law that resembles almost to the letter the process used to make Jack Daniel's, the world's best-known Tennessee whiskey." [emphasis added] Your team has been hired as external consultants to assist the Brown-Forman Corporation with making some strategically-driven operations decisions about how best to utilize the Brown-Forman Cooperage facilities to support several of its beverage brands. You have been asked to evaluate the following set of information, (in addition to any other research that you believe is appropriate) to help your team advise your client. If you find additional data that directly conflicts with information provided in this dossier, please rely on the information provided here, for the sake of keeping a sane manageable process; this company and industry is constantly in flux. Substantial information is included below to assist you in your analysis. Your client has requested analysis and advice on the following: 1) What is the current production bottleneck or production limitation of the Brown-Forman Cooperage production system for "new charred oak barrels"? How many barrels per day can the process currently produce? Rather than creating a visual flow diagram, please create a data-driven spreadsheet with key information and analysis about each process step. Show relationships where task precedence requirements occur, to indicate the flow of parts and sub-assemblies toward producing the final finished product. Identify the bottleneck. 2) Currently, the Brown-Forman Cooperage does not supply oak barrels to one of its facilities, the Canadian Mist Distillery (Collingwood, Ontario, Canada); Canadian Mist currently utilizes an external supplier for those barrels. Canadian Mist is not classified as a "Tennessee Whisky". [Note that some distillers' brands now might not be able to promote themselves as "Tennessee Whisky", and that BrownForman Cooperage might be able to sell barrels to competitors as an additional source of revenue in Tennessee.] Perform a supply-chain total cost of supply analysis on the following options: a) Continue to supply Canadian Mist Distillery with its current external supplier; b) Supply the Canadian Mist Distillery with barrels from the Brown-Forman Cooperage in Louisville, KY, (possibly by expanding capacity at that location, if necessary). c) Move the Brown-Forman Cooperage to a brand-new appropriately-sized location that could supply both the Canadian Mist Distillery and its current existing internal customers (Jack Daniel's, Early Times, Old Forester, and Woodford Reserve), as well as provide capacity for growth to include new external customers. (Details about these various capacity-related options and costs are described below.) 3) Using both qualitative information and quantitative data, and relevant analysis from part 2 above, recommend a course of action for the Brown-Forman Corporation to provide barrels to Canadian Mist without disrupting barrel supply to its other internal customers (Jack Daniel's, Early Times, Old Forrester, and Woodford Reserve). Supply-chain cost analysis should be consistent for the evaluation of all options, in cost per day of operations. A high-level value-stream map with analysis, should be presented as part of this solution. Skip part 4. 4) For existing internal customers only: develop ideal low-cost transportation routes. Compare mileage and transportation costs for "full-truckload" (TL) vs. "less than load" (LTL) deliveries to each internal customer. Does a "full-truckload" (TL) shipping solution to each customer produce advantages, or should more frequent "less than load" (LTL) routes be developed, which would require deliveries to multiple locations from a single truck. Build scenarios with financial analysis, and valuestream maps for each scenario. Consider trade-offs between transportation costs and delivery (order) batch sizes to each customer. What is your recommendation to the client? Should each distillery (internal customer) develop an EOQ-based inventory control system, or utilize some other inventory management policy for barrels, and why? Provide a detailed explanation. 5) Investigate "cradle to grave" product sustainability opportunities for used barrels. By definition (and now by law), used barrels cannot be re-used to produce "Tennessee Whisky". However, they are often used to produce other products after their initial use to make "Tennessee Whiskey". Generate at least three somewhat detailed (on-page each) mini-proposals for economic disposal, recycling, or reuse of these used barrels. Provide high-level value-stream mapping for each of three alternatives, based on local production and consumption of used barrels by Jack Daniel's, Early Times, Old Forester, and Woodford Reserve. 6) Propose several additional projects on which your group could consult for Brown-Forman in the future, based on the information that your team discovered about their organization during this project. See "Consulting Notes" section toward the bottom of this document for detailed client expectations. Background As an internal supplier for the Jack Daniel's Distillery for over 65 years, (http://www.jackdaniels.com/ ), the Brown-Forman Cooperage contributes significantly to the success of the Jack Daniel's brand; the charred white-oak barrels supplied to Jack Daniel's contributes about 40-50% of the flavor profile to the finished products, and 100% of the color of the finished products produced by the Jack Daniel's Distillery. The Brown-Forman Cooperage is located about 250 miles north of Lynchburg TN, in Louisville, KY. It employs about 250 workers who produce charred white-oak barrels for Jack Daniel's and other distillers owned by Brown-Forman Inc. The barrel manufacturing process Barrels made at the Brown-Forman Cooperage are hand-crafted, and made without glue or screws. The facility produces about 2000 fine hand-crafted barrels per day for Jack Daniel's. Waste/scrap wood and sawdust from the production facility are re-used to help power the facility. First, white oak planks are purchased and stored on-site at the Brown-Forman Cooperage. Green wood is aged outdoors until the moisture content of the wood is reduced from about 50% down to approximately 25%, which takes between four to six months. At any one time, approximately 1700 tons of white oak is in inventory as work-in-process (WIP) in the wood yard; this is enough to produce 250,000 barrels, (if all of the wood was ready for production at the same time). Flow-time for the wood from entering the wood yard until moving into the production area is about six months. From the wood yard, planks are moved to the milling area, where some of the planks are joined together to become tops and bottom lids for the barrels, and some of the planks become staves, which are pieces for the sides of the barrels. All planks are planed and sanded: Planks are processed into staves for the barrels sides by going through several wood milling (cutting/shaping) steps, including: 1) Planing/sanding removes the outer layer of wood on the longer and flatter surfaces of each plank. This step processes approximately 60 planks per minute at each of two parallel workstations; two workstations work in parallel (performing the same exact tasks) and are dedicated to this process step. Recall that the net result here should be 120 planks per minute total, if each workstation is capable of 60 planks per minute (math!). Completed planks are used to produce both staves for the barrel sides, as well as for the barrel tops and bottoms. Planing & sanding Planing & sanding Raw wood planks WI P Then, as mentioned above, some planed and sanded planks become staves for the barrel body: 2) Cutting the planks to the proper lengths and widths: when operating at full capacity, this process handles about 45 planks per minute at each workstation; three parallel workstations are dedicated to this process step. 3) Grinding shapes the planks (staves) so that they will fit together properly without gaps that would cause leaks in a completed barrel; about 60 planks per minute are processed at each workstation. Two parallel workstations are dedicated to this process step. 4) The stave fitting machine removes material from each piece such that the staves will be wider in the middle when compared to the ends; this is done so that the barrels will have a rounded shape rather than a cylindrical shape when they are assembled (see diagram below). This process step takes about seven seconds per stave at each workstation. Ten parallel workstations are dedicated to this part of the process. The finished staves are moved from the Milling area to the "Raising" area, where they are used to make the bodies of the barrels. Approximately 24 to 26 staves (finished planks) are hand-fitted together by a cooper (barrel-making craftsperson) for each barrel that is produced. See details below. For Barrel tops and bottoms (lids) Some planed/sanded planks (back from the first process step) are used to form the lids (tops and bottoms) for the barrels. Each barrel needs two lids: one top and one bottom. The tops and bottoms for the barrels are fabricated by: 1) First, 7 - 9 wooden planks (depending on their widths) are temporarily joined together with foodgrade paraffin wax to form a flat rectangular sub-assembly. This requires about 20 seconds per subassembly at each workstation; four parallel workstations are dedicated to this process step. 2) Next, a worker lifts the sub-assembly onto a rotating cutting/forming machine (called the "Rounder" machine). This cutting machine transforms the sub-assembly from a rectangular set of planks into a basic wooden disk/lid. This takes about 10 seconds per lid at each Rounder machine; two Rounder workstations work in parallel and are dedicated to this process step. 3) Last, a robotic arm (with vacuum suction) lifts each lid (bottom or top) and spins the lid, rotating the edges of the formed lids into more paraffin wax to seal the edges. At the end of this same step, the robot stacks the lids. From start to finish, this step only takes about 15 seconds per lid for each workstation (robot); two parallel workstations (robots) are dedicated to this process step. The finished lids (identical tops and bottoms) then are moved to the start of the Testing area, where they will be joined together with the barrel bodies after they are completed (immediately prior to testing). Barrel bodies: The finished staves (processed wood planks from above) are moved to the "barrel raising" process, where they are used to make the bodies of the barrels. On average, approximately 25 staves (finished planks) are hand-fitted together by a cooper (barrel-making craftsperson) for each barrel that is produced. The barrel raising process requires approximately 25 staves (finished planks), which are hand-selected by barrel coopers (the employees who are specially trained to form the barrels by hand). The initial barrel is formed with the hand-selected staves (planks), a temporary bottom barrel ring, and a metal cable that serves as a temporary upper ring for the barrel. At this initial assembly step, each barrel takes about an average of three minutes to assemble at each workstation. Ten workstations are dedicated to this initial barrel-raising step. From here, the barrel sub-assembly moves to a steaming process (25 minutes at 150 degrees F), where the wooden staves are softened with hot steam to allow them to be bent into the final rounded barrel shape. At each steaming workstation, 16 barrels are processed in batches every 30 minutes (including five minutes for loading and unloading the barrels into the steaming process, and 25 minutes of steaming). Seven steaming workstations are in-use so that a total of 112 barrels are processed every 30 minutes. At the next workstation, immediately after steaming, the temporary metal cable is removed from the barrel sub-assembly, and a temporary upper barrel ring is attached. This takes about 30 seconds per barrel at each workstation, and two workstations are dedicated to this task. At this point, the barrel generally has its final shape, but without the top and bottom lids. Next, the barrel assembly is moved to a "toasting" process, (in a special room, a closely guarded secret), where the barrels are carefully heated to bring out sugar and caramel flavors from the wood; these flavors will eventually become part of the flavor profile of the final beverage products at the Jack Daniel's Distillery, and other distilleries owned by the Brown-Forman Corporation. Barrels enter and exit the toasting process at about six barrels per minute, or one every 10 seconds. A quick quality check (image below) occurs after toasting, to ensure even and proper coloration of the interior of the wooden barrels: about 7 seconds per barrel. Next (below), the "buffalo machine" is used to: a) compress the barrel, b) install two more temporary hoops onto the middle of the barrel , and c) to "pressure-tighten" the fit of the staves; this is all to ensure a tight fit and limit the possibility of leaks once the barrel is complete. This process takes about 40 seconds per barrel at each workstation, and 3 workstations in parallel are dedicated to this process step. At this point, the barrel is made of nothing but the wooden staves, and four temporary metal hoops. Next, the charring process "Charring" occurs in batches of four barrels each. Each batch requires about 25 seconds for charring, followed by a short water-spray process (10 seconds) that quenches flames from the burning interior of the barrel, plus about 60 seconds total to load and unload each batch of barrels into and out-of the charring process area. Overall, this process produces charred barrels at a rate of about 150 barrels per hour. 3600 seconds / 150 barrels à 3600 seconds/38 batches à about 95 seconds per batch. ( 25 seconds for charring, 10 seconds for quenching, 60 seconds for loading/unloading the batches). Two large charring workstations (work areas) are dedicated to this process. After charring the barrels, the lids finally join with the barrel bodies. On a special piece of equipment, the barrels now receive their tops and bottoms, and two permanent steel hoops replace the two temporary metal hoops at the top and bottom of each barrel. This takes about 25 seconds per barrel at each workstation; two parallel workstations are dedicated to this process step. At the next workstation, on a second specialized piece of equipment, four more permanent steel bands are installed to replace the two remaining temporary rings in the middle of the completed barrel. This takes approximately 45 additional seconds per barrel at each workstation; three parallel workstations are dedicated to this process step. Each barrel now is nearly complete, with a top, bottom, and six permanent steel rings holding the wooden staves together. At the next work station, a worker uses a laser-guided sighting system to line-up and drill a "bung hole" into the strongest part of the middle of each barrel. This takes about 15 seconds per barrel. The bung hole is used for filling and emptying each barrel. At this same workstation, the worker hammers a rubber bung/plug into the hole, and fills the barrel with water and air under pressure. This takes another 15 seconds per barrel (for a total of 30 seconds at this workstation). Two parallel workstations are dedicated to this process step. This is the initial step in the final testing process. At the final inspection workstation, the barrel is visually inspected a) to check for leaks (from the pressurized air and water added at the last workstation), as well as b) to check for minor defects that are repairable (at that workstation) and c) major defects that require the barrels to be broken-down and reassembled by the coopers at one of the "raising" process workstations. The plug/bung is removed, and the worker checks to see if the air-pressure was held in the barrel during the test. The final test takes about 35 seconds per barrel at each workstation; two parallel workstations are dedicated to final inspection. After the final test, the barrels are moved toward the loading dock where they will be loaded onto trailers and hauled to either the Jack Daniel's Distillery, or to one of the other internal customers under the Brown-Forman corporate umbrella. Transportation, Daily Demand, and Supply-Chain Considerations Although the Brown-Forman Cooperage manufacturers 2000 barrels per day for Jack Daniel's, it produces more than that on a daily basis, to accommodate three other distilleries owned by BrownForman Corporation. The Brown-Forman Cooperage also supplies new charred-oak barrels for the Woodford Reserve, Old Forester, and Early Times brands. Currently about 3,000 barrels per day are produced at the Brown-Forman Cooperage, in two 7.5-hour shifts, five days per week. About 8 trucks per day at 250 barrels per truck (2000 barrels per day) are transported to the Jack Daniels Distillery in Lynchburg, Tennessee. This delivery schedule matches current customer demand for Jack Daniels; about 2,000 barrels per day are filled at the Jack Daniel's Distillery. As mentioned previously, the barrels cannot be made too far in advance of need. The barrels leave the Brown-Forman Cooperage within hours of completion; the barrels are somewhat perishable and they need to be used before the staves dry-out and loosen, at which point the steel bands also will loosen, and the barrels will leak. In addition to 2000 barrels per day being shipped to Jack Daniel's, about 200 barrels per day are shipped to Woodford Reserve, 500 barrels per day are shipped to Early Times, and 300 barrels per day are shipped to the Old Forester Distillery. Currently, the Brown-Forman Cooperage supplies barrels to Jack Daniel's (in Lynchburg Tennessee), Early Times Distillery and Old Forester Distillery (both "across town" in Shively, Kentucky) and Woodford Reserve Distillery (Versailles , Kentucky). Another member of the Brown-Forman corporate family, Canadian Mist (Collingwood, Ontario, Canada) currently purchases barrels from another external supplier. However, as suggested by your client's engagement of your consulting services, corporate executives at Brown-Forman are considering a switch: they want to evaluate using the Brown-Forman Cooperage instead of the external supplier to provide barrels for the Canadian Mist Distillery. If the Brown-Forman Cooperage were to provide barrels for the Canadian Mist Distillery, Canadian Mist would require nearly 1000 barrels per day. When added to the current production capability of about 3000 barrels per day, Brown-Forman would need to supply a total of 4000 barrels per day for these five internal customers. Currently, the internal cost of goods sold (COGS) per barrel is $185 each. Estimated holding costs are limited due to the quick turn-around on the barrels and their perishable nature; the estimated holding costs are $0.35 per barrel per day. Estimated supply-chain administrative costs are $100 per truckload of barrels for internal shipments from Brown-Forman Cooperage. Due to truckload (TL) shipping limitations, optimal economic order quantities might not be practical. Please explore that option. Administrative costs associated with the current externally sourced barrel supplier (currently only for Canadian Mist) are about $300 per truckload; this includes costs associated with additional communication, coordination, and information systems integration with the supplier. The purchase price from the external supplier is only $300 per barrel, with freight shipment charges of $1600 per truckload. In necessary, feasible capacity expansion options include: 1) Expand capacity of the current Brown-Forman Cooperage facility location in Louisville, KY. At this location, the possible expansion options include: 1a) adding a 3rd shift (additional 7.5 hrs per workday), or 1b) purchasing additional equipment and hiring additional employees for the two shifts that are currently in operation. Adding a third shift at the Louisville cooperage will keep the internal COGS for each barrel the same, at $185.00 per barrel. Adding additional employees and equipment to the two existing shifts would increase COGS per barrel to $210.75. 2) Build a new facility to accommodate all barrel-making demand (4000 barrels per day) required for all five internal customers of Brown-Forman Corporation listed above. Use course-related techniques for determining a new facility site (location decisions). Any new facility location should be located in a city of suitable size (population of at least 300,000), to ensure labor availability, stable utilities and utility rates, etc. All estimated fixed costs for a new facility can be amortized and translated to become part of an estimated COGS of $190.50 per barrel at nearly any new location. All transportation costs from a new location would be based on the current internal Brown-Forman transportation cost model. 3) Status quo: continue to supply the Canadian Mist Distillery with the outsource supplier that is currently being used. = = = = = = = = = = = = = = = = = = = = = = = = = = Class / Student Notes: 1) Approximately 25% (40 - 50 points) of the evaluation of the Consulting Assignment will include a review of appropriate grammar and written business communication skills; specifically, some of the evaluation will relate to the appropriate use of terminology and language appropriate for an Operations Management analysis. This is considered a separate assignment and evaluation, based on a modified RCOBE written communication rubric. 2) Each team member will evaluate the other team members in her/his group on their levels of relative contribution to the success of the Consulting Assignment. This is considered a separate assignment, submitted by each student. Additionally, there are separate "earned points" associated with contribution to the team's efforts on the assignment. 3) Evaluation of the oak-barrel production processes should include a) spreadsheet of process flow information, and b) high-level value stream map(s), (and other appropriate visual aids), and c) appropriate calculations to determine the current (and potential future) bottleneck or production limitation of the manufacturing process for barrel assembly at the Brown-Forman Cooperage. The valuestream map(s) likely will aggregate several related shorter steps into larger blocks, as well as show inbound and outbound flows of materials from the Brown-Forman Cooperage. 4) The Consulting Report for your client (Brown-Forman Cooperage) should be long enough to provide sufficient detail, analysis, and rationale for your recommendation to your client, without including extraneous information that is not relevant to the decisions or recommendation. Recommendations to your client should be backed-up with relevant data, analyses, and other quantitative and qualitative information that pertains to the solution of the client's problem. Data and calculations should be organized and appropriate for a variety of external reviewers (again, from the perspective of effective written business communication skills). Consider the appropriateness of using appendices for heavy data analysis, with key results, charts, and diagrams included in the body of the consulting report. For example: data tables larger than one page should probably become an appendix. 5) The Consulting Report should start with a two-page (max) Executive Summary that highlights the problem, key findings, calculations and analyses, and recommendations for each key client concern described above. Review what a good Executive Summary should be: a stand-alone document with key information, findings, decisions, and recommendations. Appendix A Transportation Cost analysis data: Currently, Brown-Forman uses internal drivers and trucks to deliver finished barrels to Jack Daniel's, Woodford Reserve, Early Times, and Old Forrester. Below is an example of internal costs for one fivehour (250 mile) trip from the Brown-Forman Cooperage to the Jack Daniel's Distillery location in Lynchburg, TN. Example Five hour trip à 250 mile trip Driver Salary Wages: $45k/yr à $22.25 / hour; Loaded wage rate (with benefits) = 140% of $22.25/hr = $31.15/hr $156 Fuel (diesel) $3.85 / gallon; 7 miles/gallon $138 Fuel efficiency $7 miles/gallon Equipment wear & tear, and depreciation $0.40 per mile $100 Total cost per trip $394 per trip Total cost per mile $1.58 per mile = ($394 / 250 miles) For trips totaling less than one 20-hr workday, use cost per mile. Assume that trips greater than 10 hours can be accomplished with 2-driver teams without significant loss of efficiency (approximately 20-hour blocks of driving). Assume that return trips on full TL trips, are break-even with back-hauling opportunities, so that the return trip produces no additional costs or profits for the Brown-Forman Corporation. Thus, only the one-way transportation costs should be used for full TL trips to customers. LTL (less than load) trips should be evaluated on round-trip mileage. Current transportation distances from the Louisville, KY location of Brown-Forman Cooperage: From Brown-Forman Cooperage in Louisville, KY to: Destination Miles Travel days Woodford Reserve Distillery Versailles, KY 65 miles Less than 1 Jack Daniel's Distillery Lynchburg, TN 250 miles Less than 1 Early Times Distillery Shively, KY (directly adjoins Louisville, KY) 10 miles Less than 1 Old Forester Distillery Shively, KY (directly adjoins Louisville, KY) 10 miles Less than 1 Canadian Mist Distillery Collingwood, Ontario, Canada 635 miles 1 (twodriver team) Other Information Sources: 1) NGHT, Inc. (2011). "Ultimate Factories: Jack Daniel's" (approximately minutes 17:00 - 28:50 on the video) Available at: http://www.vudu.com/movies/#!overview/246438/Ultimate-Factories-Jack-Daniels Other videos exist under the previous name of "Bluegrass Cooperage", the former name of BrownForman Cooperage. Appendix 2 More info for Brown Foreman Case JackDaniel'sopposeschangingTenn.Whiskeylaw Mar 17th 2014 7:44AM Tennessee Whiskey War File ? In this Nov. 27, 2009, file photo, visitors view barrels of aging whiskey while on a tour of the Jack Daniel's distillery in Lynchburg, Tenn. Jack Daniel's is fighting efforts in the state Legislature to dial back the legal definition of Tennessee whiskey, including a provision that requires the spirit to be aged in new oak barrels (AP Photo/Mark Humphrey, File) By ERIK SCHELZIG and BRUCE SCHREINER - Mar. 17, 2014 5:04 AM EDT NASHVILLE, Tenn. (AP) - If it isn't fermented in Tennessee from mash of at least 51 percent corn, aged in new charred oak barrels, filtered through maple charcoal and bottled at a minimum of 80 proof, it isn't Tennessee whiskey. So says a year-old law that resembles almost to the letter the process used to make Jack Daniel's, the world's best-known Tennessee whiskey. Now state lawmakers are considering dialing back some of those requirements that they say make it too difficult for craft distilleries to market their spirits as Tennessee whiskey, a distinctive and popular draw in the booming American liquor business. But the people behind Jack Daniel's see the hand of a bigger competitor at work - Diageo PLC, the British conglomerate that owns George Dickel, another Tennessee whiskey made about 15 miles up the road. "It's really more to weaken a title on a label that we've worked very hard for," said Jeff Arnett, the master distiller at the Jack Daniel's distillery in Lynchburg, Tenn. "As a state, I don't think Tennessee should be bashful about being protective of Tennessee whiskey over say bourbon or scotch or any of the other products that we compete with." Republican state Rep. Bill Sanderson emphasized that his bill wouldn't do away with last year's law enacted largely on the behest of Jack Daniel's corporate parent, Louisville, Ky.,-based Brown-Forman Corp. The principal change would be to allow Tennessee whiskey makers to reuse barrels, which he said would present considerable savings over new ones that can cost $600 each. "There are a lot of ways to make high-quality whiskey, even if it's not necessarily the way Jack Daniel's does it," Sanderson said. "What gives them the right to call theirs Tennessee whiskey, and not others?" Sanderson acknowledged that he introduced the measure at Diageo's urging, but said it would also help micro distilleries opening across the state. Diageo picked up on the same theme. "This isn't about Diageo, as all of our Tennessee whiskey is made with new oak," said Diageo executive vice president Guy L. Smith IV. "This is about Brown-Forman trying to stifle competition and the entrepreneurial spirit of micro distillers. "We are not sure what they are afraid of, as we feel new innovative products from a new breed of distillers is healthy for the entire industry," he said. The standards and special branding of Tennessee whiskey are an outgrowth of the special designation granted long ago to bourbon. A half-century ago, Congress declared bourbon a distinctive product of the United States. By law, bourbon must be made of a grain mix of at least 51 percent corn, distilled at less than 160 proof, have no additives except water to reduce the proof and be aged in new, charred white oak barrels. Spirits that don't follow those guidelines can't be sold as bourbon. One example is Brown-Forman's own Early Times, which is marketed as a "Kentucky whisky" because it is made in reused barrels. Billy Kaufman, the president Short Mountain Distillery in Woodbury, Tenn., said it is more difficult to distinguish spirits not meeting the Tennessee standard. "If I made whiskey in Tennessee in a used barrel, what it would be called then?" he said. "Whiskey, made in Tennessee?" David McMahan, a lobbyist representing Dickel and Popcorn Sutton Distilling, said the law passed last year would require all Tennessee whiskies to taste like Jack Daniel's. "It's not unlike if the beer guys 25 years ago had said all American beer has to be made like Budweiser," McMahan said. "You never would have a Sam Adams or a Yazoo or any of those guys." But Tennessee craft distillers are divided about the state law. Charles Nelson, the CEO of Nelson's Green Brier Distillery in Nashville, said he supports tighter regulation. "Holding ourselves to a higher standard will ultimately be better for all the people in the category," he said. "If we lower the standards, it could lead to more products and brands that could lower the reputation of Tennessee whiskey." Whiskey is clear when it goes into the barrel. It's during the aging process that the whiskey acquires color and flavors. Jack Daniel's Arnett said other distillers reusing barrels might resort to using artificial colorings and flavorings that wouldn't match the quality of the whiskey stored in new barrels. "We've been making whiskey a long time, and we know that would not uphold the quality that people expect from Tennessee whiskey," he said. "So we wouldn't dare consider doing it, even though it would save us millions of dollars every year." Jack Daniel's stores its whiskey in new barrels made at a Brown-Forman plant. Sanderson argues that the flavor and color of the whiskey is determined more by the charring of the inside of the barrels, which he said is a process that can be repeated. Consumers would ultimately decide whether the end product matches up. "If they're making an inferior product, the market will decide," he said. ___ Schreiner reported from Frankfort, Ky = = = = = = = = = = = = = = = = = = = = = = = = = = = = http://www.mbtmag.com/blogs/2014/03/strict-control-tennesseewhiskey?et_cid=3828342&et_rid=652316429&location=top The Strict Control Of Tennessee Whiskey Mon, 03/17/2014 - 12:22pm Jon Minnick, Associate Editor Get today's manufacturing business technology headlines and news - Sign up now! In this May 20, 2009, file photo, Jeff Arnett, the master distiller at the Jack Daniel Distillery in Lynchburg, Tenn., drills a hole in a barrel of whiskey in one of the aging houses at the distillery. Jack Daniel's is fighting efforts in the state Legislature to dial back the legal definition of Tennessee whiskey, including a provision that requires the spirit to be aged in new oak barrels. (AP Photo/Mark Humphrey, file)In a story similar to the European Union's cheese naming rights, Jack Daniels is fighting proposed changes to the distilling processes of Tennessee Whiskey. But there is one key difference. More on that later. Right now, if it isn't fermented in Tennessee from mash of at least 51 percent corn, aged in new charred oak barrels, filtered through maple charcoal and bottled at a minimum of 80 proof, it isn't Tennessee whiskey. That is from a year-old law that closely resembles the process used to make Jack Daniel's, the world's best-known Tennessee whiskey. The American liquor business is booming and small batch distilleries are popping up all over to take part of this economic push. But according to an AP story today, some of the Tennessee whiskey requirements can be too difficult for craft distilleries to comply with, in turn making it difficult to market their products as Tennessee whiskey by current rules. "It's really more to weaken a title on a label that we've worked very hard for," said Jeff Arnett, the master distiller at the Jack Daniel's distillery in Lynchburg, Tenn. "As a state, I don't think Tennessee should be bashful about being protective of Tennessee whiskey over say bourbon or scotch or any of the other products that we compete with." It should be noted that Jack Daniel's parent company, Brown-Forman Corp., pushed the original Tennessee legislation, something that its competitor, Diageo PLC, the British conglomerate that owns George Dickel, another Tennessee whiskey, likes to point out. In turn, this latest measure to relax the rules, has been pushed by Diageo PLC to help micro distilleries open in Tennessee. Diageo feels Jack Daniels is threatened by competition from small distilleries. "This isn't about Diageo, as all of our Tennessee whiskey is made with new oak," said Diageo executive vice president Guy L. Smith IV. "This is about Brown-Forman trying to stifle competition and the entrepreneurial spirit of micro distillers. "We are not sure what they are afraid of, as we feel new innovative products from a new breed of distillers is healthy for the entire industry," he said. What's different in the whiskey case, compared to the EU cheese case, is that Brown-Forman isn't trying to take away naming rights like European cheese-making regions are pushing for. The company is just insisting on a traditional process, similar to bourbon laws instilled a halfcentury ago, in order to use the name Tennessee Whiskey. The EU cheese case says that the U.S. processes of making traditionally European cheeses have diluted EU production traditions with time. Instead of insisting on production process controls, like the Tennessee and bourbon rules do, the EU would rather just take away naming rights. Presumably, the idea is that Americans will purchase Europe's "pure" form of cheeses like Parmesan instead of some "generic" U.S.-made, Parmesan-like cheese. In both the case of Tennessee whiskey and European cheeses, things may not be settle for a while, but ultimately, it could be the consumers and their pocketbooks that will decide if any of it matters or not. What do you think? Is the regulation over processes important enough in order to use a specific name on a product? Or should companies be allowed to call their products whatever they want and does doing so dilute a product categories reputation? Miscellaneous fun facts, from a Spring 2018 tour of the Jack Daniel's Distillery in Lynchburg, TN: • Within the county where they operate, Jack Daniel's has 18 barrel houses (unheated warehouses where product ages), at approximately 3.5 million gallons per warehouse • One manufacturing location (distillery) satisfies all world-wide manufacturing and distribution requirements • Each full barrel weighs about 550 lbs • Sustainability - the sugar maples used to produce the charcoal for filtering the product(s) o Only trees that are approximately 40 years old or older are cut down o Only trees having healthy saplings very nearby are removed, to ensure a consistent oneto-one (or better) replacement plan o Only local sugar maples are harvested • When producing, the plant averages more than 300 gal per min; approximately 1800 barrels per day are bottled at this location, currently. • Approximately 250 barrels per day, per cooper, are produced. Time study analysis suggests that this is about 3 min per barrel (20 per hour per cooper), but some coopers are capable of producing as fast as 20 seconds per barrel.