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 Preface   vii

• Use of Integrating Themes Three key themes are • Part 1 Supply Chain: A Perspective for
highlighted throughout the book: global issues, Operations Management provides an overview of
relationships, and sustainability. Because most operations management as a field, and describes the
organizations have supply chains that reach beyond a strategic role operations has in business from the
single country, we examine global issues associated perspective of supply chain management.
with operations and supply chain management. • Part 2 Foundations of Operations Management
Organizations must collaborate with customers discusses foundational process concepts and
and suppliers to accomplish many operations principles that govern all operational activities. This
activities. Thus, the book show-cases how to build, section examines concepts such as product/process
maintain, and benefit from cross-functional and innovation, quality, lean, and inventory fundamentals.
interorganizational relationships. To reduce costs • Part 3 Integrating Relationships Across the Supply
and be competitive, organizations today must Chain deals with the primary functional relationships
adapt sustainable business practices. We expect between internal operations management activities
sustainability to increasingly become a key metric and other operational functions both inside and
for operations and supply chain management outside the firm. This section describes customer
performance. Accordingly, we have dedicated relationship management, supply management, and
an entire chapter to sustainability, while also logistics management.
incorporating it throughout the book.
• Part 4 Planning for Integrated Operations Across
• Real, Integrated Examples The book brings the Supply Chain discusses planning approaches
operations and supply chain management to life and technologies used at different levels of operations
through opening vignettes, Get Real highlights, and decision making. Key topics such as demand
rich examples throughout the book. planning, forecasting, sales and operations planning,
Managing Operations Across the Supply Chain offers inventory management, and materials requirements
a new, global, supply chain perspective of operations planning are examined.
management-a treatment that embraces the foundations • Part 5 Managing Change in Supply Chain
of operations management but includes new frameworks, Operations discusses how operations managers use
concepts, and tools to address the demands of today and projects, change programs, and technologies to shape
changing needs of the future. The book is organized into a sustainable future for operations and supply chain
five major sections: management.
Acknowledgments

We would like to express our appreciation to the people Berry, Professor Emeritus, Queens College, and David
who have provided assistance in the development of this Weltman, Texas Christian University, for accuracy check-
textbook. We express our sincere thanks to the following ing; Frank Novakowski, Davenport University, and Jody
individuals for their thoughtful reviews and suggestions: Wolfe, Clarke University, for developing learning resource
videos; and Rene Ordonez, for updating the instructor
Samuel Chinnis, Guilford Technical Community College powerpoints and developing guided examples.
Madeleine Pullman, Portland State University We want to thank the outstanding McGraw-Hill/
John R. Grandzol, Bloomsburg University Irwin production and marketing team who made this book
Dennis McCahon, Northeastern University possible-including Britney Hermsen, marketing manager;
Edward D. Walker, Valdosta State University James Heine, managing director; Harvey Yep and ­Kristin
Brian Jacobs, Michigan State University Bradley, content project managers; Sandy Ludovissy,
Narendra K. Rustagi, Howard University buyer; Doug Ruby, digital content development director;
Andrew Borchers, Lipscomb University Egzon Shaqiri, designer; and Ann Marie Jannette and Beth
Sandra Obilade, Brescia University Thole, content licensing specialists.
Rick Bonsall, McKendree University A special thanks to our outstanding editorial team.
Helen Eckmann, Brandman University We greatly appreciate the support, encouragement, and
Nicoleta Maghear, Hampton University patience shown by Camille Corum, our product developer.
Kelwyn D’Souza, Hampton University Thanks for keeping us on track! Our brand manager, Dolly
Bruce A. Meyer, Bowling Green State University Womack, provided excellent guidance and leadership
Jeanetta Chrystie, Southwest Minnesota State University throughout the process. We truly appreciate it!
Jeff Brand, Marquette University Morgan Swink
Steven A. Melynk
We also want to express our sincere thanks to the follow- Janet L. Hartley
ing individuals for their exceptional contributions: William M. Bixby Cooper

viii
Walkthrough

The following section highlights the key features of the text and accompanying resources,
which have been developed to help you learn, understand, and apply operations concepts.

CHAPTER ELEMENTS
Within each chapter, of the text, you will find the following elements. All of these have
been developed to facilitate study and learning.

Chapter Opener
Each chapter begins with an opening vignette to help set the tone for the material that fol-
lows. Learning objectives provide a quick introduction to the material students will learn
and should understand before moving to the next chapter.

Opening Vignette
Each chapter opens with an introduction to the important operations topics covered in the
chapter. Students need to see the relevance of operations management in order to actively
engage in learning the material.

1 Introduction to Managing
Operations Across the Supply
Chain

LEARNING OBJECTIVES After studying this chapter, you should be able to:

LO1-1 Explain what operations LO1-4 Explain what the supply chain LO1-6 Define the planning activities
management is and why it is is and what it means to view associated with managing
important. operations management using a operations across the supply
LO1-2 Describe the major decisions “supply chain perspective.” chain.
that operations managers LO1-5 Identify the partners and
typically make. functional groups that work
LO1-3 Explain the role of processes together in operations
and “process thinking” in management.
operations management.
© Paul Faith/Press Association via AP Images It Takes More than

A
pple often receives praise for its user- manufacturers, helping Cool Products to Make
friendly and aesthetically pleasing product to tweak the indus- Apple Great
designs. But a less well-known contributor trial processes and
to Apple’s success is its prowess in managing oper- tools that translate
ations across its supply chain. This is the world of prototypes into mass-
manufacturing, procurement, and logistics in which produced devices.
the chief executive officer, Tim Cook, excelled, • Focus on a few product lines, with little cus-
earning him the trust of Steve Jobs. Apple has built tomization. Apple’s unified strategy allows it to
a closed ecosystem where it exerts control over eliminate complexity and cost, while maximizing
nearly every piece of the supply chain, from design volume-based economies in its supply chain.
to retail store.
• Ensure supply availability and low prices. Apple
This operational edge is what enables Apple to
makes big upfront payments to suppliers to
handle massive product launches without having
lock in their capacity and to limit options for
to maintain large, profit-sapping inventories. It has
competitors.
allowed a company often criticized for high prices to
sell its iPad at a price that very few rivals can beat, • Keep a close eye on demand. By selling through
while still earning a 25 percent margin on the device. its own retail stores, Apple can track demand
Some of the basic elements of Apple’s operational by specific store and by the hour; then it adjusts
strategy include: sales forecasts and production plans daily to
respond quickly to demand changes.
• Capitalize on volume. Because of its buying
power, Apple gets big discounts on parts, manu- Apple designs cool products. But its enormous
facturing capacity, and air freight. profit margins—two to four times the profit mar-
gins of most other hardware companies—come in
• Work closely with suppliers. Apple engineers
large part from its priority and focus on operations
sometimes spend months living out of hotel
management.
rooms in order to be close to suppliers and

swi44303_ch01_001-023.indd 2 06/07/16 08:59 PM swi44303_ch01_001-023.indd 3 06/07/16 08:59 PM

ix
 both inside and outsideProducer
Company the business firm.

A BROAD DEFINITION OF SUPPLY CHAIN

OPERATIONS
Director MANAGEMENT
x   Walkthrough
Product Supply Chain operations management The Operations management is the management of processes used to design, supply, pro-
management of processes used duce, and deliver valuable goods and services to customers.
to design, supply, produce, and
deliver valuable goods and ser-
Operations management includes the planningDVD/Blu-Ray
and execution of tasks that may be
Key Terms
vices to customers. long-term (yearly) or short-term (daily) in nature. Sales/Rental
An operations manager interacts with
managers in other business functions, both inside and outside the operations manager’s
Raw Materials Key
Film/Digital Tape terms areFilm/Tape
Stock presentedownincompany.
bold and defined
Operations
Production in thethus
management margin
spans theasboundaries
theyDirect
areof introduced.
any single firm, A list of
Home
bringing together the activities of internalDistributors
operations (i.e., internal to a given company)
Suppliers chapter keyWholesaler
Manufacturer terms is also available at
Company the end of the chapter. Delivery
with the operations of customers, suppliers, and other partners around the world. Opera-
tions located around the globe are becoming more tightly interconnected all the time. The
supply chain concept can be used to describe connections among business partners.
Theaters
supply chain The global network A supply chain is the global network of organizations and activities involved in
of organizations and activities (1) designing a set of goods and services and their related processes, (2) transforming
involved in designing, transform-
ing, consuming, and disposing of
inputs into goods and services, (3) consuming these goods and services, and (4) disposing
goods and services. of these goods and services.
Costume
Think about all the different organizations located in different companies that are
Supplier
involved in converting raw materials into a delivered finished product. Dozens of organiza-
tions are involved in producing and delivering even a simple product like bottled water.
Propssupply chain
Together, Equipment
organizations perform all the value-creating activities required to
Supplier
innovate, plan, source,Supplier
make, deliver, and return or dispose of a given set of products and
Student Activity 1
services. Other terms sometimes substituted for supply chain include demand chain,
extended enterprise, supply network, or supply web. All of these terms reflect the idea that
Tier 4 Tier 3 Students
Tier 2 are Tierasked 1 to ado a personal activity thatrelationships illustrates
supply chain involves connections andEchelon 1 among the
Echelon 2concept
organizations
being presented
that play vari-
or covered, thereby helping them
ous roles for learn
a given to apply the concepts and understand them more
set of products.
Operations management activities located throughout a supply chain create and
Upstream Productdeeply.
Supply Chain enhanceDownstream Product
the value of goods andSupply
servicesChain
by increasing their economicchapter
value (e.g.,
LO1-1 Explain what operations 2 low- Operations and Supply Chain Strateg
management is and why it ering delivered cost), functional value (e.g., improving product quality or convenience),
is important. and psychosocial value (e.g., improving product aesthetics and desirability). The following
statements help define and describe operations management:
to the movie production company. A (defined as a percentage) by asset turnover. The net profit margin measures the percentage of
second-tier supplier provides inputs each activity
dollar that is kept
• Operations management is mainly concerned with how resources will be developed
byand the
usedfirm as netbusiness
to accomplish profit.goals.
The asset turnover measures how efficient
management was in using its assets. For example, an assetexecuting,
turnover on ofthe4 indicates
Internet. that for every
student

to the first-tier supplier, and so on. • Operations management is about designing, and improving business
Find a description of digital moviemaking technology
processes.
Each tier of the upstream supply $4 of sales, management
Which of the stages invested only
and organizations
• Operations
$1 in assets.
management dealsdepicted
The net profit
in Figure
with processes
margin
1-3 are
that transform likely
inputs,
andto asset
including materi-
turnover
chain could involve multiple suppli- capture different aspects of
als, performance.
information, energy, Net
money, profit
and margin
even
be most affected by a shift to a completely digital process? How will the people, is
into influenced
goods and by
services. issues such as
ers for the same items or services. sales volume, structure operating •costs,
Within and
of the overall supplyexpenses.
a supply Asset
chain context,
chain be turnover
operations
changed? reflects
management issues
brings togethersuch as the amount
four major
sets of players: the firm, customers, suppliers, and stakeholders.
Also, a single supplier might pro- of inventory needed (a key concern of operations managers, and one of the major assets con-
vide inputs for multiple tiers of the trolled by operations). In general, the higher the ROA, the better the level of performance.
supply chain. For example, the director in The Figure
SPM1-3 is provides
useful
1
inputs
Supplyfor to Integrated
evaluating
Chain Council, both both
the casting
Supply operational and marketing-based
Chain Performance Measurement: plans and
A Multi-Industry Consortium
Recommendation, Supply Chain Council Report #5566, p. 1.
company and the movie production company.
actions and answering “what-if” questions such as: What if we reduced fixed expenses by
Downstream stages of the supply 10chain
Numbered percent? are made What upwould
Examplesof layersbe theof partners and custom-
overall impact on ROA? To answer this question, we would
ers commonly referred to as echelons. A single echelon might contain
enter the dollar values of operational changes partners in locations echelon A downstream stage of
in the categories shown on the right side of
all over the world. For example, Numbered
there are usually examples manyare integrated
distributors forinto chapters
a given movie. where analytic
supply techniques are introduced.
or consumption.
the SPM. The calculations in the SPM then reflect the impacts of these changes on finan-
These distributors can be thought Students learn how
ofswi44303_ch01_001-023.indd
as suppliers of to solve specific
distribution services problems
to the movie step-by-step and gain insight into general
cial measures 4shown on the left side of the SPM (which are of interest to 06/07/16 top 09:03
managers).
PM
production company. The downstream principles
supplyby chain seeing howbethey
can also broken areintoapplied.
different chan-
Consider the following example of this type of analysis.
nels of distribution; theaters, direct/home delivery, and retail DVD/Blu-Ray sales are three
channels shown in Figure 1-3.
Many different types of operations managers are needed in a movie production com-
pany. Supply managers help to identify EXAMPLE and negotiate 2-1contracts with supply sources such
as casting companies, directors, producers, equipment suppliers, film suppliers and so on.
Suppose that the director of marketing has approached you, as a member of the
top management team, with a suggestion that appears very attractive. The proposal
begins by noting that because demand is down, the firm (and its supply chain) has
much unused capacity. Happily, the marketing group has identified a new potential
customer segment. Unlike existing customers (who are price sensitive and who buy
large quantities of fairly standard products), these new customers will likely order
swi44303_ch01_001-023.indd 15 06/07/16 09:03 PM
smaller quantities more frequently. The new customers are also likely to want to
make last-minute changes to order sizes, due dates, and product mix. Your current
operating system is not really set up to accommodate such changes. However, the
marketing director feels that the prices these customers are willing to pay will pro-
vide gross margins (30 percent, as compared to the 10–15 percent currently being
given by existing customers) that should be high enough to offset any operational
problems. The chief financial officer has stated that, in order to enter any new mar-
ket, it must be expected to generate at least a 25 percent return on assets (ROA).
Given the information provided below, would you recommend accepting the
marketing director’s proposal?

Estimated First
Category Year Impact Comments
Sales $420,000
Cost of Goods Sold $294,000 30% gross margin
Variable Expenses $ 45,000 Need more for small batch shipping and
expediting
Fixed Expenses $ 40,000 More inspections needed
Inventory $200,000 Need safety stock to ensure timely
delivery
 • Processes—specialized routines, procedures, and performance measurement systems
that guide operational activities.
• Planning systems—access and development of sources of information, and use of
proprietary decision support systems and processes.
• Technology—proprietary usage of hardware or software that enables the firm to doWalkthrough   xi
things differently and/or better than competitors.
core capabilities The skills, • People and culture—skills, associated training programs, and cultural norms for the
Figures and Photosprocesses, and systems that are company that produce better motivation and performance. The impact of culture
unique to the firm and that enable must be recognized at both a corporate and at a national level.
The text includesitphotographs
to deliver products thatand graphic
are both illustrations
• Supply to support student
chain relationships—unique study relationships
and exclusive and pro- with customers and
valued by the customer and diffi-
vide interest and motivation.
cult for competitors to imitate. suppliers that are unmatched by competitors.
The Seven Cycles operation discussed in the Get
Real box presents a good example of how both company
culture (philosophy) and special technologies can create
unique capabilities.
Sometimes certain capabilities become so unique
and valuable to a firm that they are considered to be
“core,” that is, central to the very existence of the firm.
Core capabilities are the skills, processes, and systems
that are unique to the firm and that enable it to deliver
chapter 2 Operations and Supply Chain Strategy 31
products that are both valued by the customer and dif-
ficult for competitors to imitate. These are strategically
in contrast, result from custom- critical, and often the source of a stream of new products
ers’ actual experiences with the activity and market opportunities. For example, over the years
student
firm and its operations manage- Think about a recent purchase you made. What Honda hasthe
were developed successful products in a wide range
order-winning
ment processes. They represent of were
traits that influenced your decision? What traits very necessary
different for
markets—motorcycles,
you to power genera-
the gap between what the firm even consider buying tors, cars, marine engines, lawn mowers, snow blowers,
one product over another?
Honda
delivers and what customers airplane powered by Honda jet engine.
© Kyodo/Landov and now jet airplanes. In each market, Honda moved
expect. Second, order winners,
from being an outsider to become one of the major
order qualifiers, and order los-
ers vary by customer. An order chapter 2 Operations and Supply Chain Strategy 27

winner to one customer may be an order qualifier to another. Third, these traits vary
over time. An order Environment
winner at one time mayCorporate become
Culturean order qualifier at another point
FIGURE 2-1 Strategic
Strategic Questions Planning Hierarchy
in time. As can be seen in the Get Real box about the Bosch CS20 circular saw, being
able to identify and act on orderCorporate
winners offers the firm a critical
Strategy
Corporate: strategic advantage.
What business(es)
should we be in?
Untitled-5 36 06/08/16 07:58 PM
Value Propositions and
BusinessCompetitive
Strategies Priorities
Business:
How do we
To attract key customers,SBU the firm must SBU formulate SBU and a value proposition,
implement
compete? value proposition A collection of
a statement of product and service features that the firm offers to its customers. A value product and service features that
is both attractive to customers
proposition needs to be both attractive to customers and different
Operations Strategy from what is offered by
Functional:
How do we best and different than competitors’
the firm’s competitors. For example, Walmart’s value proposition has
support the SBUbeen to offer every- offerings.
day low prices on a wide variety of products. The value proposition
Finance, Marketing, etc. Strategies
strategy?
- Structure
is critical because it
not only defines how the firm competes, it also determines the types of products that the
- Infrastructure
firm will (and will not) offer.
A well-designed value proposition has four characteristics:
Corporate strategic planning addresses the portfolio of businesses owned by a firm. Of
Get1. Real
It offers the
ing to pay
a combination
Boxes of product features that customers find attractive and are will-
three levels of strategic planning, corporate strategic planning is the broadest in scope
andfor.
the least constrained. Decisions made at this level limit the choices that can be made at
lower strategic planning levels.
Throughout the
2. It differentiates chapters,
Essentially, a corporatereadings
the firm from strategy
its competition highlight
communicates
inthea way important
that is difficult
overall mission real-world
to
of the firm and
imitate. applications. They pro-
corporate strategy Determines the

vide3. examples
It satisfies the financial
identifies the types ofand strategic
businesses that theobjectives
firm wants toofbe the firm.
in. For a large, multidivisional
of operations issues and offer a picture of the concepts in practice. These
overall mission of the firm and the
types of businesses that the firm
firm, key decisions in corporate strategy address what businesses to acquire and what
4. It can bebusinesses
reliablytodelivered given
divest. Corporate the operational
strategy typically coverscapabilities of the
a long time horizon, firm
setting theand its sup-
wants to be in.

also provide a
porting supply basis chain.
overall values, for classroom discussion and generate
direction, and goals of the firm as a whole. It also establishes how business interest in the subject matter.
performance will be measured and how risks will be managed.

Business Unit Strategic Planning

GET Because products and markets differ across business divisions, a separate management
REAL
team (usually headed by a president or vice president) is usually needed to run each of
these semi-independent organizations, or strategic business units (SBUs). An SBU can strategic business unit (SBU) The
be organized along product, market, or geographic dimensions. semi-independent organizations
used to manage different product
Bosch CS20: Business unit strategy
Finding a Newessentially
Order deals Winner
with the question,
by “How should our
Changing busi-Way
the Customers
and market segments. Cut Straight Lines
ness unit compete?” To answer this question, managers make choices regarding what business unit strategy Determines
customers and market segments they will deem critical, what products they will offer, and how a strategic business unit will
Managers specifically how they
at Bosch Power will faced
Tools create advantages
a challenging over the business unit’s competitors. These compete.
problem—
choices collectively form the business model that the unit will pursue. There are numer-
how to design and deliver a better circular saw. Such saws
ous types of business models. For example, long ago Gillette developed the “razor and business model The combination
are found blades”
in nearly everymodel—give
business handyman’s awayworkshop,
the razor butand over
make themoney on the replacement of the choices determining the
your
years theirblades. Many businesses
designs had become follow this samestandard.
fairly type of model (printers, industrial equipment). customers
Conse-
an SBU will target, the
value propositions it will offer, and
Dell successfully applied the “direct sales” business model in computers—sell computers the supply chain/operations man-
quently, there were few features except price to differentiate
directly to the end consumer. A “loyalty” business model rewards customers for con- agement capabilities it will employ.
competingtinuing to deal
products. with the
Bosch firm. Thislooked
managers model has been widely
at circular sawsimplemented in the airline
industry (through the frequent flier program) and in the retail trade (e.g., as in Best Buy’s
from an outcome perspective. They saw that many of the cir-
“Reward Zone” program). Changes in technologies, competitors, and markets can at the
cular sawssameon time
the destroy
marketthedid a poor
viability of anjob of helping
existing business users
model while giving rise to new
ones. Consider,
attain a simple for example,
but critical how customers’ growing
outcome—cutting straightconcerns
lines. over sustainability issues
have opened up the possibility of new business models that offer organic and eco-friendly
Customersproducts.
were frustrated
These kindsbecause
of changesthemake lines were inevitably
it important for operations and business strategy
covered upmanagers to continually
by either sawdust evaluate
or by the their existing business
footplate models and possible business
of the saw
model innovations.
itself. Bosch’s solution? First, it installed a powerful fan to
vacuum dust off of the cut line. Second, it replaced the steel © Richard Hamilton Smith/Corbis
footplate with an acrylic one that allowed users to see the line
as they cut. The result: an award-winning product that cus- 2
For more information about this innovative product, see: www.newwoodworker.com
tomers want to buy.2 /reviews/bcs20rvu.html.
Untitled-5 27 06/08/16 07:58 PM

Untitled-5 31 06/08/16 07:55 PM

xii   Walkthrough

Logos
Logos are included throughout the text to point out relevant applications of relationships,
sustainability, and global issues.
Since most organizations have supply chains that reach beyond a single country, we
examine global issues associated with operations and supply chain management.

global

Organizations must collaborate with customers and suppliers to accomplish many

operations activities. Thus, the book showcases how to build, maintain, and benefit from
cross-functional and interorganizational relationships.

relationships

To reduce costs and be competitive, organizations today must adopt sustainable busi-
ness practices. In fact, we expect sustainability to become a key metric for operations and
supply chain management performance.

sustainability

END-OF-CHAPTER RESOURCES
For student study and review, the following items are provided at the end of each chapter:

Chapter Summary Chapters contain summaries that provide an overview of the mate-
rial covered.

CHAPTER
SUMMARY
This chapter has introduced the operations strategic planning process within the context
of supply chain management. In discussing this process, the following points were made
within this chapter:
1. Strategic planning defines the specific types of value that the firm will deliver to
its customers. It takes place at three levels. Corporate strategy identifies the busi-
ness units to be included in the firm. Business unit strategy defines how the business
will compete. Operations strategy identifies the priorities, capabilities, and resource
deployments needed to support the business strategy and associated value proposition.
These three levels of strategic planning should be integrated, with planning taking
place from the top down, while execution takes place from the bottom up.
2. Operations strategic planning is driven by the business model—an integrative, sys-
tematic view of how the SBU generates value. This planning process begins with the
critical customer. It translates the demands of this customer into meaningful terms,
using the concepts of order winners, order qualifiers, and order losers.
3. The business model and operations strategy bring together three critical elements: key
customers, value propositions, and operations capabilities. The fit between these ele-
ments defines the effectiveness of the strategy.
 7. Critical to strategic success is the ability of the firm to effectively integrate and main-
tain fit among the desires of key customers, the firm’s value proposition, and its opera-
tional capabilities.
8. Strategic assessment tools like the strategic profit model (SPM) and supply chain Walkthrough   xiii
operational reference model (SCOR) help link and integrate strategic plans, opera-
tions strategies, operational actions, and performance.
Key Terms Key terms are highlighted in the text, and then repeated at the end of the
chapter with page references.

KEY
TERMS
business model 27 flexibility 35 order-to-delivery
business unit strategy 27 functional strategy 28 lead time 33
capabilities 36 innovation 34 order winners 30
supply chain operational sustainability 35 time
quality 32 33
to market
core capabilities 36 key customer 29
reference model SWOT 28 triple
corporate riskbottom line 3535
management
(SCOR) strategy
43 27 lead time 33
timeliness 33 value proposition
strategic business31
unit
cost 33 operations strategy 26
Discussion Questions Each chapter has a list of discussion (SBU) questions.
27 These are
customers 29 order losers 30
intended to serve as a student self-review or as class discussion starters.
strategic profit model
fit 37 order qualifiers 30
(SPM) 40

4 DISCUSSION
QUESTIONS
1. Why should
13. In thisthechapter,
firm never
you were outsource
introduced its coreBicycles.
to Huffy capabilities?
You were What happens
also told that the if
keythe firm is
approached by a supplier
customers were storewho is willing
managers to supply
and purchasing goodsNow,
managers. and assume
services thatbased
Huffy on these
ntitled-5 44 core capabilities
decided toattarget
a significantly
first parents andlower thenprice?
childrenWhatas its should the firm(using
critical customers do? the06/08/16 07:51 PM
information provided below). What impact would this shift in critical customer have
2. Apply theoncorporate/SBU/functional planning hierarchy introduced
you—that is, how would you design the resulting operations management system in this chapter to
your university/college or business.
(including the supplier base)? What would be the equivalent to corporate plan-
ning? SBU planning? Functional planning?
3. How wouldCriticalyou define
Customercapabilities
Order Winners within a school or business? Order Qualifiers
Parent Acquisition price Safety
4. When can a consumer be a critical consumer? In other words, when does it make
Durability (has to be passed down) Availability
sense to focus on consumers Easesuch as retail(does
of maintenance stores,
not costdistributors,
much to or buyers, rather than
on the end consumer? maintain over the summer)
Child Style (colors) Availability
5. A critical concept introduced in this chapter was that of the value
Can be easily customized
proposition. Explore
Maintenance
two competing products (e.g., Newness RIM’s
(I have BlackBerry
the first one on theand Apple’s iPhone). Identify the
block)
underlying value propositions present
Imitation in these
(it is what products
I see others and describe how these propo-
having on
television)
sitions are evident in the resulting products.
6. Core
Solved capabilities
14. Using aSolved
Problems are critical
SWOT problems
analysis, issues
can theinare operations
provided
operations management.system beAre
to illustrate
management there any
aproblem
strength? Can instances
solving and the
in which athe
main concepts infirm’s coremanagement
the chapter.
operations capabilities
These can
systemhavebebe abeen
liability
a weakness? rather
carefully
Provide than an asset?
prepared
examples. to enhance student
7. Fit is critical
understanding as well to theas development
to provide additionaland maintenance examples of aofsuccessful
problemoperations
solving. strategy.
Suppose that we are faced with a firm in which there is a lack of fit between the out-
comes desired by the critical customer, the value proposition, and the firm’s capabili-
SOLVED
ties. What options are available to the firm in the short term when dealing with this
lack of fit? What PROBLEMis the impact of the lack of fit? What are the implications of the firm
trying to improve the fit?
8. Suppose that you
Suppose youhavearebeen
the asked
owner of a pizzeria
to determine thatonisnetlocated
the return worth fornear
Great a Northwest
university or col-
Canoe could
lege. How and Kayak, youa small
use themanufacturer
concepts of kayaks
of order and canoes,
winners,located near qualifiers,
order Seattle, Wash-and order
ington. For this task, you have been given the following information:
losers to help develop and implement an attractive business model?
9. Why should metrics beCategories regarded as primarily Values methods of communication? Think
about the relationship between Sales a metric, the strategy, and the task being carried out by
$32,000,000
an operations person. Cost of goods sold $20,000,000
10. A metric consists of three elements:
Variable expensesthe measure, the standard (what is expected), and
$ 4,000,000
the reward. Why are all three elements critical?$What
Fixed expenses happens to the effectiveness of a
6,000,000
metric when one of theseInventory three elements is missing? $ 8,000,000
Accounts receivable $ 4,000,000
11. What is the impact of sustainability on the business model? How does it affect issues
Other current assets $ 3,000,000
such as the order winners, order losers, and order qualifiers? How does it affect the
Fixed assets $ 6,000,000
identification of the critical customer? When addressing this question, look up such
products
1. as Chrome
What or Timbuk2
is the return on assets forforGreatbags or Teva
Northwest or Timberland
Canoe and Kayak? for shoes.
12. As North American firms increasingly turn to product innovation, the management
Solution:
and protection of intellectual property becomes an important issue. Discuss how intel-
lectualTo address this question, we must first calculate net profit margin and the asset turnover.
property considerations can affect the following areas in supply chain strategy:
This can be done using the structure for the SPM found in Figure 2-3.
a. Supplier relationships
Gross Margin = $32,000,000 − $20,000,000 = $12,000,000
b. Supplier contracts
Total Expenses = $6,000,000 + $4,000,000 = $10,000,000
c. Supplier
Net Profitlocation
= Gross Margin − Total Expenses = $2,000,000
 Return on Assets = Net Profit Margin × Asset Turnover = 6.25 × 1.52 = 9.5

2. What areas should we as operations managers focus on if our goal is to improve ROA?

Solution:
xiv   Walkthrough We can see that the largest asset under our control is inventory. By reducing inventory we
can improve the ROA. (It is left up to the student to prove this. One way of doing this is to
examine the impact on ROA of a $1 million reduction in inventory or a $1 million increase
in inventory.)
Problems Each chapter includes a set of problems for assignment. The problems are
intended to be challenging but doable for students.

PROBLEMS
1. Given the following information:

Categories Values
Sales $32,000,000
Cost of goods sold $20,000,000
Variable expenses $ 4,000,000
Fixed expenses $ 6,000,000
Inventory $ 8,000,000
Accounts receivable $ 4,000,000
Other current assets $ 3,000,000
Fixed assets $ 6,000,000

a. What is the net profit margin for this firm?

b. What is the asset turnover?
c. What is the return on assets?
d. What is the size of the total assets used by the firm?
2. For the prior question, management wants to double the return on assets, without
affecting sales, cost of goods sold, variable expenses, fixed expenses, or fixed assets.
Cases The textRather includes
it wantsshort
to focuscases forinventory
on either most chapters. The cases were selected to provide
or accounts receivable.
a broader, morea.integrated Can management focus on either inventory reductions or accounts receivable
thinking
reductions alone?
opportunity for students without taking a full “case”
approach. b. How can it achieve this objective?
c. Do you see any downsides in pursuing this objective through a focus on inven-
tory/accounts receivable reductions?
3. You are the operations manager for a small kayak and canoe manufacturer (Valley
Kayaks) located on the Pacific Northwest (Oregon). Lately your company has expe-
CASE rienced product quality problems. Simply put, the kayaks that you produce occasion-
ally have defects and require rework. Consequently, you have decided to assess the
Trail Frames Chassis impact of introducing a total quality management (TQM) program. After discussing
the potential effects with representatives from marketing, finance, accounting, and
Trail Frames Chassis quality,(TFC)
you arriveof Elkhart,
at a set ofIndiana, is (contained
estimates a Thisinapproach has served
the following table). TFC well for a number of
Top man-
major manufacturer agementof chassis
has toldforyouthe motor
that it willhome
acceptand years. However,
any proposal recently
that you come salesprovided
up with, for TFC have begun to
van markets. Since it was founded in 1976 by two unem- level off. After visiting numerous customers in the field, 47
ployed truck-manufacturing engineers, TFC has grown John Stickley identified what he thought was the reason
into one of the major suppliers in this market. Success for this leveling off—the market for high-end, customized
in the motor home and van markets is difficult because motor home chassis had been effectively saturated. There
of the constant rate of change taking place. Increas- were only just so many customized motor homes that peo-
ingly, motor homes and vans are bought by people in ple wanted. Several of the major customers for TFC had
their late 40s to 60s. What these people want is a motor strongly hinted that there was another market that TFC 06/08/16
Untitled-5 47 07:51 PM

home that rides like a car. They are willing to pay for could enter that was consistent with its design strengths
innovations such as ABS (antilock breaking systems), and its reputation.
assisted steering, GPS, voice-activated control, and Many of TFC’s customers had noticed that there was
computer-balanced suspension. TFC produces a pusher a significant gap between the high-end motor homes that
type of chassis. This is one powered by a diesel engine TFC served and the low-end market. The high-end con-
INSTRUCTOR RESOURCES
in which the engine is located in the rear. While expen- sisted primarily of “pushers,” and it began at $150,000;
sive to build, this design offers the customer a large the low-end consisted of “pullers,” and these products sold
number of advantages (no tunnel for the transmission, for between $35,000 and $70,000. That is, a motor home
Online Learning Center (OLC) www.mhhe.com/swink3e
reduced engine noise, better handling). However, these manufacturer would take an existing truck body (which
chassis are used in motor homes that are very expensive consisted of the front end and the cab) and mount on it a
The ($150,000
Online Learning
and up). TFC Center
builds itsprovides
chassis forcomplete
the large materials
motor homefor study
body. and there
Obviously, review.was aAt this book’s
significant gap
website, instructors have access
manufacturers—companies such as to teachingAir-
Winnebago, supports
betweensuch asmarkets.
the two electronic files of the ancillary
stream, and Gulf Stream. In general, these companies One of TFC’s major customers, Gulf Stream,
materials: Solutions
place orders for small Manual,
quantitiesPowerPoint
(5 to 10 in a Lecture Slides,
batch). approached Digital
TFC with Image Library,
an interesting and Test
proposal. Bank.
It wanted
Many of the units in a batch are customized to a specific TFC to design and build a low-end pusher chassis for this
customer’s requirements.
Solutions Manual. Prepared by the authors,market. This chassis would go into a motor home that
this manual contains solutions to all the
TFC has become successful because of its ability to would cost between $75,000 and $90,000. In contrast
end-of-chapter
develop new lines problems
of designsand in a cases.
timely fashion. These to the current line of products, this chassis would not
designs build on TFC’s extensive experience with motor be customized. Rather, once the chassis was designed,
home users. They also build on TFC’s knowledge of new it would not be changed. Production runs would go up
Bank. Prepared
Testtechnological advances andby the authors,
its ability to incorporatethethese
Test from
Bank includes
batches of five totrue/false,
batch runs of multiple-choice,
100. Critical to suc-
and advances
discussion into itsquestions/problems
designs. As a result, TFC has atbecome
varying the levels
cess in of
thisdifficulty.
market would be cost and conformance to
technological leader in this market. It is generally recog- the schedule. If TFC could be the first to produce such
nized that no one in the industry can match TFC’s design a chassis, it would own the market. The financials were
EZ Test Online.
and marketing All base.
knowledge test bank questions are available in EZ
very attractive. Test Online,
Theoretically, it seemeda easy
flexible
for TFC elec-
to
TFC is proud of its ability to design and build highly enter this market. All that had to be done was to take an
tronic testing program. The answers to all questions are given, along with
customized chassis. As John Stickley, its young and aggres- existing chassis and to take out the “costs” by using less-
a rating of the
levelsive
ofchief
difficulty, chapter
operating officer, is proudlearning
of pointingobjective
out, “Trail met, Bloom’s
expensive taxonomy
components. While TFC question
had never type, and
built such
the AACSB knowledge
Frames has never category.
met a customized chassis it didn’t like.” a chassis, there was no reason why it should not work.
Complementing this focus on customization and speed, The only danger that the people at TFC could identify
TFC has developed a culture of doing anything necessary was that once it entered this market, it would be poten-
to meet the needs of the customer. Changes are often intro- tially competing with such firms as Ford, GM, and Toy-
duced on the fly with an engineer taking a change down to ota (major suppliers of the existing chassis). However,
the assembly line. In many cases, the bills of materials (the these firms supplied pullers (a chassis with the engine in
recipes for what goes into a given chassis) that were gener- front)—not pushers, like the proposed TFC product. In
 Walkthrough   xv

PowerPoint Lecture Slides. The PowerPoint slides draw on the highlights of each chapter
and provide an opportunity for the instructor to emphasize the key concepts in class discussions.

Digital Image Library. All the figures in the book are included for insertion in Power-
Point slides or for class discussion.

Operations Management Video Series

The operations management video series, free to text adopters, includes professionally
developed videos showing students real applications of key manufacturing and service
topics in real companies. Each segment includes on-site or plant footage, interviews with
company managers, and focused presentations of OM applications in use to help the com-
panies gain competitive advantage. Companies such as Zappos, FedEx, Subaru, Disney,
BP, Chase Bank, DHL, Louisville Slugger, McDonald’s, Noodles, and Honda are featured.

CourseSmart (ISBM: 0077535049)

CourseSmart is a convenient way to find and buy eTextbooks. At CourseSmart you can save
up to 60 percent off the cost of a print textbook, reduce your impact on the environment,
and gain access to powerful Web tools for learning. CourseSmart has the largest selection of
eTextbooks available anywhere, offering thousands of the most commonly adopted textbooks
from a wide variety of higher education publishers. CourseSmart eTextbooks are available in
one standard online reader with full text search, notes and highlighting, and e-mail tools for
sharing notes between classmates. Visit www.CourseSmart.com for more information.

TECHNOLOGY
McGraw-Hill Connect® Operations Management
McGraw-Hill Connect® Operations Management is an online assignment and assessment
solution that connects students with the tools and resources they’ll need to achieve success
through faster learning, higher retention, and more efficient studying. It provides instructors with
tools to quickly pick content and assignments according to the topics they want to emphasize.

Online Assignments. Connect Operations Management helps students learn more efficiently
by providing practice material and feedback when they are needed. Connect grades homework
automatically and provides feedback on any questions that students may have missed.
xvi   Walkthrough

Integration of Excel Data Sets. A convenient feature is the inclusion of an Excel data
file link in many problems using data files in their calculation. The link allows students
to easily launch into Excel, work the problem, and return to Connect to key in the answer.

Guided Examples. These narrated video walkthroughs provide students with step-by-
step guidelines for solving problems similar to those contained in the text. The student is
given personalized instruction on how to solve a problem by applying the concepts pre-
sented in the chapter. The narrated voiceover shows the steps to take to work through an
exercise. Students can go through each example multiple times if needed.

LearnSmart. LearnSmart adaptive self-study technology with Connect Operations

Management helps students make the best use of their study time. LearnSmart provides
a seamless combination of practice, assessment, and remediation for every concept in the
textbook. LearnSmart’s intelligent software adapts to students by supplying questions on a
new concept when students are ready to learn it. With LearnSmart students will spend less
time on topics they understand and instead focus on the topics they need to master.

Simple Assignment Management and Smart Grading. When it comes to studying,

time is precious. Connect Operations Management helps students learn more efficiently by
providing feedback and practice material when they need it, where they need it. When it
comes to teaching, your time also is precious. The grading function enables you to:

• Have assignments scored automatically, giving students immediate feedback on their

work and side-by-side comparisons with correct answers.
• Access and review each response; manually change grades or leave comments for
students to review.

Student Reporting. Connect Operations Management keeps instructors informed about

how each student, section, and class is performing, allowing for more productive use of
lecture and office hours. The progress-tracking function enables you to:

• View scored work immediately (Add Assignment Results Screen) and track indi-
vidual or group performance with assignment and grade reports.
• Access an instant view of student or class performance relative to learning objectives.
• Collect data and generate reports required by many accreditation organizations, such
as AACSB.
 Walkthrough   xvii

Instructor Library. The Connect Operations Management Instructor Library is your

repository for additional resources to improve student engagement in and out of class. You
can select and use any asset that enhances your lecture. The Connect Business Statistics
Instructor Library includes:

• eBook
• PowerPoint presentations
• Test Bank
• Instructor’s Solutions Manual
• Digital Image Library
Connect® Plus Operations Management includes a seamless integration of an eBook and
Connect Operations Management with rich functionality integrated into the product.

Integrated Media-Rich eBook. An integrated media-rich eBook allows students to

access media in context with each chapter. Students can highlight, take notes, and access
shared instructor highlights/notes to learn the course material.

Dynamic Links. Dynamic links between the problems or questions you assign to your
students and the location in the eBook where that problem or question is covered.

Powerful Search Function. A powerful search function to pinpoint and connect key
concepts in a snap. This state-of-the-art, thoroughly tested system supports you in pre-
paring students for the world that awaits. For more information about Connect, go to
www.mcgrawhillconnect.com or contact your local McGraw-Hill sales representative.

Tegrity Campus: Lectures 24/7

Tegrity Campus is a service that makes class time available 24/7 by automatically cap-
turing every lecture in a searchable format for students to review when they study and
complete assignments. With a simple one-click start-and-stop process, you capture all
computer screens and corresponding audio. Students can replay any part of any class with
easy-to-use browser-based viewing on a PC or Mac.
Educators know that the more students can see, hear, and experience class resources,
the better they learn. In fact, studies prove it. With Tegrity Campus, students quickly recall
key moments by using Tegrity Cam-pus’s unique search feature. This search helps students
xviii   Walkthrough

efficiently find what they need, when they need it, across an entire semester of class
recordings. Help turn all your students’ study time into learning moments immediately
supported by your lecture. To learn more about Tegrity, watch a two-minute Flash demo at
http://tegritycampus.mhhe.com.

Online Course Management

No matter what online course management system you use (WebCT, BlackBoard, or ­eCollege),
we have a course content ePack available for your course. Our new ePacks are specifically
designed to make it easy for students to navigate and access content online. For help, our online
Digital Learning Consultants are ready to assist you with your online course needs. They pro-
vide training and will answer any questions you have throughout the life of your adoption.
McGraw-Hill Higher Education and Blackboard have teamed up. What does this mean for you?
1. Single sign-on. Now you and your students can access McGraw-Hill’s Connect and
Create right from within your Blackboard course-all with one single sign-on.
2. Deep integration of content and tools. You get a single sign-on with Connect and
Create, and you also get integration of McGraw-Hill content and content engines right
into Blackboard. Whether you’re choosing a book for your course or building Connect
assignments, all the tools you need are right where you want them-inside of Blackboard.
3. One gradebook. Keeping several gradebooks and manually synchronizing grades
into Blackboard is no longer necessary. When a student completes an integrated Con-
nect assignment, the grade for that assignment automatically (and instantly) feeds
your Blackboard grade center.
4. A solution for everyone. Whether your institution is already using Blackboard or
you just want to try Blackboard on your own, we have a solution for you. McGraw-
Hill and Blackboard can now offer you easy access to industry-leading technol-
ogy and content, whether your campus hosts it, or we do. Be sure to ask your local
McGraw-Hill representative for details.

McGraw-Hill Customer Experience Contact Information

At McGraw-Hill, we understand that getting the most from new technology can be chal-
lenging. That’s why our services don’t stop after you purchase our products. You can e-mail
our Product Specialists 24 hours a day to get product training online. Or you can search our
knowledge bank of Frequently Asked Questions on our support Web site. For Customer
Support, call 800-331-5094, or visit www.mhhe.com/support. One of our Customer Expe-
rience Team members will be able to assist you in a timely fashion.

Chapter-by-Chapter Revisions for Third Edition

In this major revision to the book, we made many specific changes to the chapters; the
larger changes are highlighted for each chapter below. We updated or replaced most of the
opening vignettes and Get Real stories throughout the book. We added about 20 percent
more practice problems, as well as more solved problems and examples.
Chapter 1: Introduction to Managing Operations Across the Supply Chain
• Made stronger linkages of operations to other functions, economies, and business
success.
Chapter 2: Operations and Supply Chain Strategy
• New opening vignette on Redbubble.
• Added a case on Lil Me, a manufacturer of customized dolls that look like their owner.
• Additional discussion questions and problems.
Chapter 3 and 3S: Managing Processes and Capacity
• Included a better focus on the notion of process thinking.
• Additional discussion questions and problems.
 Walkthrough   xix

Chapter 4: Product/Process Innovation

• New Get Real on Lego.
• New discussion of crowdsourcing and 3D printing.
• Additional problems.

Chapter 5: Manufacturing and Service Process Structures

• New opening vignette on Invisalign and their use of 3D printing, robots, and cus-
tomer contact.
• Added a discussion of 3D printing.
• Major revision to Capabilities Enabling Technologies section including more on
mobile apps, robots, drones, and Internet of Things.
• New Get Real on Robots.
• Additional discussion questions and problems.

Chapter 6: Managing Quality

• Updated the Hyundai story to include awards and changes within the last 3 years.
• Updated Get Real on food safety.
• Dropped discussion of Malcolm Baldrige award.
• Additional problems.

Chapter 6 Supplement: Quality Improvement Tools

• Additional discussion questions and problems.

Chapter 7: Managing Inventories

• Additional discussion questions and problems.

Chapter 8: Lean Systems

• Additional discussion questions and problems.

Chapter 9: Customer Service Management

• New opening vignette focusing on Macy’s and its attempts to deal with the “Amazon
Effect”.
• Detailed discussion of how Amazon has changed customer service through its impact
on such issues as returns and customer knowledge.
• Additional problems.

Chapter 10: Sourcing and Supply Management

• New opening vignette on sourcing and supply management at Chipotle.
• New Get Real on Flextronics and supply chain risk management.
• Updated the supplier quality Get Real box to discuss Takata air bags.
• New Get Real on K’Nex and reshoring.
• Added a student activity about insourcing/outsourcing.
• Additional discussion questions and problems.

Chapter 11: Logistics Management

• New opening vignette about Amazon’s innovations in delivery.

• New Get Real on how mobile apps are transforming the trucking industry.
• New Get Real on how GameStop depends upon reverse logistics.
• Additional problems.
xx   Walkthrough

Chapter 12: Demand Planning: Forecasting and Demand Management

• New Get Real on how Lennox uses artificial intelligence to improve demand
planning.
• Additional discussion questions and problems.
Chapter 13: Sales and Operations Planning
• Additional discussion questions and problems.
Chapter 14: Materials and Resource Requirements Planning
• Added a new vignette on Blue Apron, a home meal delivery service.
• Additional problems.
Chapter 15 and 15S: Project Management
• Updated opening Pixar vignette.
• Updated to include some of Pixar’s recent hit movies.
• Additional problems.
Chapter 16: Sustainable Operations Management-Preparing for the Future
• Updated Unilever vignette with achievements of zero landfill waste.
• New Get Real on Patagonia’s sustainability efforts.
• Discussion of Starbucks Reserve, a new experiential coffee store in Seattle aimed at
making the experience of brewing and enjoying a unique cup of coffee critical and
attractive
• Discussion of how the Internet of Things (IoT) is affecting not only the supply chain
but also the business model.
Brief Contents

Part 1 SUPPLY CHAIN: A PERSPECTIVE FOR OPERATIONS MANAGEMENT 1

1 Introduction to Managing Operations Across the Supply Chain 2
2 Operations and Supply Chain Strategy 24

Part 2 FOUNDATIONS OF OPERATIONS MANAGEMENT 55

3 Managing Processes and Capacity 56
3 Supplement: Process Mapping and Analysis 92
4 Product/Process Innovation 112
5 Manufacturing and Service Process Structures 142
6 Managing Quality 170
6 Supplement: Quality Improvement Tools 198
7 Managing Inventories 236
8 Lean Systems 280

Part 3 INTEGRATING RELATIONSHIPS ACROSS THE SUPPLY CHAIN 307

9 Customer Service Management 308
10 Sourcing and Supply Management 334
11 Logistics Management 362

Part 4 PLANNING FOR INTEGRATED OPERATIONS ACROSS THE SUPPLY CHAIN 395
Demand Planning: ­Forecasting and Demand Management 396
12 
Sales and Operations Planning 442
13 
Materials and Resource Requirements Planning 470
14 

xxi
Part 5 MANAGING CHANGE IN SUPPLY CHAIN OPERATIONS 507
Project Management 508
15 
Supplement: Advanced Methods for ­Project Scheduling 542
15 
Sustainable Operations Management—Preparing for the Future 558
16 
Appendix A 586
Appendix B 587
Indexes 600

xxii
Contents

Part 1  SUPPLY CHAIN: A Key Customers 29

Get Real: Huffy Bikes Targets Its Key Customer 30
PERSPECTIVE FOR
Assessing Customer Wants and Needs 30
OPERATIONS MANAGEMENT 1 Value Propositions and Competitive Priorities 31
Get Real: Bosch CS20: Finding a New Order Winner by
CHAPTER 1 Introduction to Managing Changing the Way Customers Cut Straight Lines 31
Operations Across the Supply Product-Related Competitive Priorities 32
Chain 2 Process-Related Competitive Priorities 33
A Broad Definition of Supply Chain Operations Get Real: IKEA: Growth through Supply Chain Innovation 34
Management 4 Capabilities: Strengths and Limitations of Supply Chain
Get Real: Why You Need to Study Operations Management 5 Operations 36
Important Decisions in Supply Chain Operations Get Real: Seven Cycles: Building a Bicycle Your Way 37
Management 6 Maintaining the Fit between Customer Outcomes, Value
Differences in Goods and Services Operations 6 Propositions, and Capabilities 37
Processes and Process Thinking 8 Get Real: Don’t Expect a Salad at Five Guys Burgers and Fries 38
Operations Management Yesterday and Today: Growth of Deploying Operations Strategy: Creating Value Through
the Supply Chain Management Perspective 9 Execution 38
Advances in Technology and Infrastructure 10 Feedback/Measurement: Communicating and Assessing
Reduction in Governmental Barriers to Trade 10 Operations Strategy 39
Focus on Core Capabilities 11 The Strategic Profit Model 40
Collaborative Networks 11 The Supply Chain Operational Reference Model 42
Viewing Operations Management from a Supply Chain Chapter Summary 44
Management Perspective 11 Key Terms 44
Operations Management Partners Across the Supply Chain 12 Discussion Questions 45
Cross-Functional Relationships in Operations Management 13 Solved Problem 46
Get Real: Jobs in Operations Management 16 Problems 47
The Changing Nature of Supply Chains 17 Case: Otis Toy Trains Explores the Supply Chain 49
Levels of Operational Planning Across the Supply Chain 18
Case: Steinway & Sons Piano 50
How this Book is Structured 18 Case: Trail Frames Chassis 51
Chapter Summary 20 Case: Lil’ Me Dolls Deals with the Millions of Toys (MOT)
Key Terms 20 Proposal 52
Discussion Questions 21 Selected Readings & Internet Sites 54
Case: Business Textbook Supply Chain 22 Additional Photo Credits 54
Selected Readings & Internet Sites 23

CHAPTER 2  perations and Supply

O Part 2  FOUNDATIONS OF OPERATIONS
Chain Strategy 24 MANAGEMENT 55
Levels of Strategic Planning 26
Corporate Strategic Planning 26
CHAPTER 3  anaging Processes and
M
Business Unit Strategic Planning 27 Capacity 56
Functional Strategic Planning 28 Cleaning Up Dry Cleaners 57
Developing Operations Strategy: Creating Value Through Processes and Process Thinking 59
Strategic Choices 29 Anatomy of a Process 60
xxiii
xxiv   Contents

Activities of a Process 60 Key Terms 107

Inputs, Outputs, and Flows 60 Problems 107
Get Real: States Reduce Waiting Times for Car License Case: Midwestern Lighting 109
Renewals and Registrations 61 Selected Readings 111
Structure 61
Management Policies 61 CHAPTER 4 Product/Process Innovation 112
Process Capacity and Utilization 62 The Role of Product/Process Innovation in Supply Chain
Capacity Planning 64 Operations Management 114
Get Real: Capacity Planning Contributes to iPad’s© The Product Life Cycle 115
Success 65 How Product/Process Innovation Affects Firm Performance 116
Economies and Diseconomies of Scale 65 Innovation Competencies 117
Principles of Process Performance: The Theory of Idea and Opportunity Development 117
Constraints 66 Get Real: LEGO: Crowdsourcing for Product Ideas and
Principle 1: Every Process Has a Constraint 67 Customer Engagement 118
Estimating Capacity Requirements 69 Innovation Portfolio Planning 119
Principle 2: Every Process Contains Variance That Consumes Innovation Project Management 120
Capacity 69 New Product/Process Launch and Learning 120
Get Real: Storyboarding: The Key to Success at Pixar 73 Codevelopment 120
Principle 3: Every Process Must Be Managed as a System 73 Get Real: Codeveloping with a Competitor: Clorox Aligns Its
Principle 4: Performance Measures Are Crucial to the Process’s Business Model with P&G 121
Success 74
Product/Process Design and Development 122
Principle 5: Every Process Must Continuously Improve 74
The Stage-Gate Process 122
Kaizen Events: Small Process Changes Made Quickly 75
Integrated Product/Process Design and Development:
Get Real: Delta Faucet Uses a Kaizen Event to Improve Quality
Concurrent Engineering 123
and Reduce Scrap 76
Design for the Customer 125
Chapter Summary 76
Design for Supply Chain Operations 129
Key Terms 77
Get Real: Mattel’s Serious Approach to DFM for Toys 131
Discussion Questions 77
Get Real: TI Builds a Green Wafer Factory 133
Solved Problems 78
Problems 82 Enabling Technologies for Product/Process Innovation 133
Case: Evergreen Products 87 Chapter Summary 135
Case: Midas Gold Juice Company 88 Key Terms 135
Case: American Vinyl Products 89 Discussion Questions 136
Selected Readings 91 Problems 136
Case: The ALPHA Timer Development Project (A) 137
CHAPTER 3 Supplement: Process Mapping Case: The ALPHA Timer Development Project (B) 139
Case: The ALPHA Timer Development Project (C) 140
and Analysis 92
Selected Readings & Internet Sites 141
The “Process” of Process Mapping and Analysis 93
American Health and Medical Products (AHMP) 93 CHAPTER 5  anufacturing and Service
M
Step 1: Identify the Desired Outcomes in Advance 94 Process Structures 142
Step 2: Identify and Bound the Critical Process 95
Process Structures 144
Step 3: Document the Existing Process (the “Current State”
Product-Process Matrix 144
Map) 96
Aligning Process Structure and Market Orientation 148
Step 4: Analyze the Process and Identify Opportunities for
Improvement 99 Get Real: Personalized M&Ms 148
Step 5: Recommend Appropriate Changes to the Process (the Unique Aspects of Service Processes 149
“Future State” Map) 103 Service Process Matrix 149
Step 6: Implement the Changes and Monitor Managing Front-Office and Back-Office Processes 150
Improvements 103 Service Blueprinting 150
Other Process Mapping Tools 104 Operations Layout 152
Supplement Summary 107 Fixed-Position Layout 152
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Gordon had made no move. Unarmed, resistance would have been
futile in presence of the poised weapon. So this was the way that
lurking Nemesis of his past was to return to him! He was looking, not
at Trevanion, but at his companion, fixedly; recalling, with an odd
sensation of the unreal, a windy lake with that face settling helplessly
in the ripples as he swam toward it, the water roaring in his ears. The
outré thought flashed across him how sane and just the homilists of
England would call it that he should meet his end in such inglorious
fashion at the hands of this particular man.
“You white-livered fool!” scoffed Trevanion. “Why don’t you shoot?”
His companion had paused, eying Gordon in astounded inquiry. His
outstretched arm wavered.
The paralysis of Teresa’s fear broke at the instant. She ran to him,
throwing her arms around him, snatching at the hand that held the
pistol.
“Pietro! Pietro!” she screamed. “Ah, God of love! Hear me, first! Hear
me!”
He thrust her to her knees, and again, as Trevanion sneered, his arm
stiffened. But the negative of that Genevan picture was before his
eyes, too—its tones reversed. He saw himself rising from the beach
clasping the hand of his rescuer—heard his own voice say: “You
have given me my life; I shall never forget it!”
His arm fell.
“Signore,” said Gordon steadily, “I long ago released you from any
fancied obligation.”
“Pietro!” Teresa’s voice was choked with agony. “It is not him alone
you would kill! You are aiming at my heart, too! Pietro!”
Amazedly, as she staggered to her feet, she saw her brother hurl the
pistol through the open window and cover his face with his hands.
Trevanion stared, almost believing Gordon an adept in some
superhuman diablerie, by which in the moment of revenge he had
robbed this cat’s-paw of courage. Then laughing shrilly and wildly, he
turned and lurched past Fletcher—leaning against the wall, dazed
from the blow that had sent him reeling from the landing—down the
stair.
In the street he picked up the fallen pistol. The touch of the cool steel
ran up his arm. He turned back, a devilish purpose in his eye. Why
not glut his hate once and for all? He had tried before, and failed.
Why not now, more boldly? Italian justice would make only a
pretense of pursuit. Yet British law had a long reach. Its ships were in
every quarter of the globe. And Gordon, above all else, was a peer.
A sudden memory made his flesh creep. He remembered once
having seen a murderer executed in Rome. It came back to him as
he stood with the weapon in his hand: the masked priests; the half-
naked executioner; the bandaged criminal; the black Christ and his
banner; the slow procession, the scaffold, the soldiery, the bell
ringing the misericordia; the quick rattle and fall of the ax.
Shuddering, he flung the pistol into the river with an imprecation.
Looking up he saw a gaitered figure that moved briskly along the
street, to stop at the Lanfranchi doorway. Trevanion recognized the
severely cut clerical costume, the clean-shaven face with its broad
scar, the queerish, insect-like, inquisitive eyes. He glanced down the
river with absurd apprehension, half expecting to see His Majesty’s
ship Pylades anchored in its muddy shallows—the ship from which
he had deserted at Bombay once upon a time, at the cost of that livid
scar on Dr. Cassidy’s cheek.
He had shrunk from Cassidy’s observation in the lights of a London
street; but in Italy he had no fear. He looked the naval surgeon boldly
in the face, as he passed on to the police barracks.

In the room from which Trevanion had rushed, Teresa put her hand
on her brother’s arm. Back of Gordon’s only words and his own
involuntary and unexpected action, she had divined some joyful
circumstance of which she was ignorant. What it was she was too
relieved to care.
“Come,” she said gently; “we have much to say to each other.”
She sent one swift glance at Gordon; then the door closed between
them.
 CHAPTER L
CASSIDY FINDS A LOST SCENT

On Gordon, in the shock of the fatal news Teresa had brought, the
menace of that fateful onslaught had fallen numbly. No issue at that
moment would have mattered greatly to himself. But in her piteous
cry: “You are aiming at my heart,” he had awakened. That parting
glance, shining with fluctuant love, relief and assurance, told him
what that tragedy might have meant to her. Absorbed in his grief he
had scarcely cared, had scarcely reckoned, of her.
As he stood alone the thought stung him like a sword. He
remembered with what tenderness she had tried to blunt the edge of
her mournful message.
His reverie passed with the entrance of Fletcher, still uncertain on his
feet, and with a look of vast relief at the placid appearance of the
apartment. A messenger brought a request from the Rev. Dr. Nott, a
name well-known to Gordon in London. The clergyman, just arrived
in Pisa, asked the use of the ground floor of the Lanfranchi Palace—
he understood it was unoccupied—in which to hold service on the
following Sunday.
Over the smart of his sorrow, the wraith of a satiric smile touched
Gordon’s lips. He, the unelect and unregenerate, to furnish a
tabernacle for Pisan orthodoxy? The last sermon he had read was
one preached by a London divine and printed in an English
magazine; its text was his drama of “Cain,” and it held him up to the
world as a denaturalized being, who, having drained the cup of
sensual sin to its bitterest dregs, was resolved, in that apocalypse of
blasphemy, to show himself a cool, unconcerned fiend.
And yet, after all, the request was natural enough. The palace that
housed him was the most magnificent in Pisa, in proportions almost
a castle. And, in fact, the lower floor was empty and unused. Was he
to mar this saner existence, in which he felt waking those old
inspirations and ideals, with the crude spirit of combativeness in
which his bruised pride took refuge when popular clamor thrust him
from his kind? If he refused, would not the very refusal be made a
further weapon against him?
Had Gordon seen the mottled clerical countenance that waited for
answer in the street below he might have read a partial answer to
this question.
Cassidy’s ship having anchored at Leghorn, he had embraced the
opportunity to distribute a few doctrinal tracts among the English
residents of this near cathedral town. Of Gordon’s life in Pisa he
heard before he left the ship. In the Rev. Dr. Nott he had found an
accidental travelling companion with an eye single to the glory of the
Established Church, who was even then bemoaning the lack of
spiritual advantages in the town to which he was bound. His zealous
soul rejoiced in the acquaintance and fostered it on arrival. The idea
of Sabbath service in English had been the clergyman’s; that of the
Lanfranchi Palace as a place wherein to gather the elect, had been
Cassidy’s. The suggestion was not without a certain genius. To the
doctor’s uplifted hands he had remarked with unction that to ask
could do no harm; and the request, even if refused, might be
precious seed sown. Cassidy mentally presaged refusal—which
should make test and material for future discourse of his own.
Waiting at the Lanfranchi entrance he remembered a sermon of
which he had delivered himself years before at Newstead Abbey—
perched upon a table. He had never forgotten it. He touched his lips
with his tongue at the pious thought that he who had then been
master of the Abbey—host of that harebrained crew who afterward
made him a butt of egregious ridicule in London—was now spurned
of the righteous.
Gordon at that hour had no thought of Cassidy, whom he had not
seen in years. “Say to the messenger that Mr. Nott is very welcome
to the use of the floor,” was the answer he gave the valet.
A moment later Teresa and Count Pietro Gamba re-entered. Teresa’s
eyes were wet and shining. Her brother’s face was calm. He came
frankly to Gordon and held out his hand.
While the two men clasped hands, the naval surgeon was ruminating
in chagrin. Gordon’s courteous assent gave him anything but
satisfaction. He took it to Dr. Nott’s lodgings.
As Cassidy set foot in the street again he stopped suddenly and
unaccountably. At the Lanfranchi portal in the dusk he had had a
view of a swarthy face that roused a persistent, baffling memory. The
unanticipated reply to the message he had carried had jarred the
puzzle from his mind. It recurred again now, and with a sudden stab
of recollection. His teeth shut together with a snap.
He lay awake half that night. At sun-up he was on his way back to
Leghorn, with a piece of news for the commander of the Pylades.
 CHAPTER LI
DR. NOTT’S SERMON

It was a thirsty afternoon. Teresa and Mary Shelley—the latter,

bonneted and gloved—sat at an upper window of the palace,
watching through the Venetian blinds the English residents of Pisa
approaching by twos and threes the entrance below them.
Dr. Nott’s service had been well advertised, and a pardonable
curiosity to gain a view, however limited, of the palace’s interior,
swelled the numbers. Besides this, one of the Lanfranchi servants
had had an unlucky fracas with a police sergeant which, within a few
hours of its occurrence, rumor had swollen to a formidable and
bloody affray: Gordon had mortally wounded two police dragoons
and taken refuge in his house, guarded by bulldogs; he had been
captured after a desperate resistance; forty brace of pistols had been
found in the palace. These tales had been soon exploded, but the
affair nevertheless possessed an interest on this Sunday afternoon.
The pair at the window conversed on various topics: Pietro, the new
member of the household, and his rescue in Lake Geneva, of which
Mary had told Teresa; Prince Mavrocordato, his patron, exiled from
Wallachia, and watching eagerly the plans of the primates, now
shaping to revolution, in Greece, his native country; Shelley’s new
sail-boat, the Ariel, anchored at the river-bank, a stone’s throw from
where they sat. As they talked they could hear from the adjoining
study Gordon’s voice reading aloud and the sharp, eager, explosive
tones of Shelley as he commented or admired.
Both watchers at length fell silent. The sight of the people below,
soberly frocked and coated, so unmistakably British in habiliment
and demeanor, had brought pensive thoughts to Mary Shelley of the
England and Sabbaths of her girlhood. Teresa was thinking of
Gordon.
Since the hour he had learned that melancholy news from
Bagnacavallo he had not spoken of Allegra, but there had been a
look in his face that told how sharply the blow had pierced.
If there had been a lurking jealousy of his past in which she had no
part, it had vanished forever when he had said, with that patient
pathos that wrung her heart: “I understand.” The words then had
roused in her something even deeper than the maternal instinct that
had budded when she took him wounded to Casa Guiccioli, deeper
than the utter joy with which she had felt his arms as they rode
through the night from the villa where he had waked her from that
death-like coma. It was a sense of more intimate comprehension to
which her whole being had vibrated ever since.
Not but that she was conscious of straggles in him that she did not
fully grasp. But to-day, as she sat silent by the window, her heart was
saying: “His old life is gone—gone! I belong to his new life. I will love
him so that he will forget! We shall live always in Italy together, and
he will write poems that the whole world will read. And some day it
will know him as I do!”
The sound of a slow hymn rose from the floor below, and Teresa’s
companion stole to the hall where the words came clearly up the
marble staircase:
“O spirit of the living God,
In all Thy plenitude of grace,
Where’er the foot of man hath trod.
Descend on our apostate race.”
As Mary listened, Teresa came and stood beside her. Convent bred,
religion to her had meant churchings, candled processionals and
adorations before the crucifix which hung always above her bed. Her
mind direct, imaginative, yet with a natural freedom from traditional
constraint, suffered for the home-nurtured ceremony left behind in
her flight with Gordon. But her new experience retained a sense of
devotion deeper because more primitive and instinctive than these: a
mystic leaning out toward good intelligences all about her—the pure
longing with which she had framed the prayer for Gordon so long
ago. She listened eagerly now, not only because of the priestly
suggestion in the sound, but also from a thought that the ceremony
below had been a part of his England.
This was in her mind as a weighty voice intoned the opening
sentences, to drop presently to the recitation of the collect for the
day.
While thus absorbed, Gordon and Shelley came and leaned with
them at the top of the stair. The congregation was responding now to
the Litany:
“From all blindness of heart; from pride, vainglory and
hypocrisy; from envy, hatred and malice, and all
uncharitableness,
“Good Lord, deliver us.”
It was not alone Mary Shelley to whom memories were hastening.
The chant recalled to Gordon, with a singular, minute distinctness,
the dreary hours in the Milbanke pew in the old church at Seaham,
where he had passed that “treacle-moon” with Annabel. Blindness of
heart, hatred, uncharitableness: he had known all these.
“From lightning and tempest—”
One phase of his old life was lifting before him startlingly clear: the
phase that confounded the precept with the practice and resented
hypocrisy by a wholesale railing at dogma—the sneer with which the
philosophic Roman shrugged at the Galilean altars. The ancient
speculation had fallen in the wreck at Venice—to rise again one
sodden dawn in the La Mira forest. The discarded images had re-
arisen then, but with new outlines. They still framed skepticism, but it
was desponding, not scoffing—a hopelessness whose climax was
reached in his soul’s bitter cry to Padre Somalian at San Lazzarro: “If
it were only true!” Since, he had learned the supreme awakening of
love which had already aroused his conscience, and now in its
development, that love, lighting and warming his whole field of
human sympathy, made him conscious of appetences hitherto
unguessed.
“That it may please Thee to forgive our enemies,
persecutors, and slanderers, and turn their hearts;
 “We beseech Thee to hear us, good Lord.”
Gordon neither smiled now nor frowned.
The chant died while the visitors said their adieus. The feeling of
estrangement had been deepening in Shelley’s fair-haired wife. For
a moment she had been back in old St. Giles’-in-the-Fields, whither
she had gone so often of a Sunday from William Godwin’s musty
book-shop. She put her hand on Shelley’s arm.
“Bysshe,” she whispered, “let us stop a while as we go down. It
seems so like old times. We can slip in at the back and leave before
the rest. Will you?”
Shelley looked ruefully at his loose nankeen trousers, his jacket
sleeves worn from handling the tiller, and shook his tangled hair, but
seeing her wistful expression, acquiesced.
“Very well, Mary,” he said; “come along.” He followed her, shrugging
his shoulders.

At the entrance of the impromptu audience-room, Mary drew back

uncertainly. The benches had been so disposed that the late-comers
found themselves fronting the side of the audience and the center of
curious eyes. Shelley colored at the scrutiny, but it was too late to
retire, and they seated themselves in the rear.
At the moment of their entry the Rev. Dr. Nott, in cassock and
surplice, having laid off the priest (he was an exact high-churchman)
was kissing the center of the preacher’s stole. He settled the
garment on his shoulders with satisfaction. He had been annoyed at
the disappearance of Cassidy, on whose aid he had counted for
many preliminary details, but the presence of the author of “Queen
Mab” more than compensated. This would indeed be good seed
sown. He proceeded with zeal to the text of his sermon:
“Ye are of your father the devil, and the lusts of your father ye will
do.”
A flutter winged among the benches and the blood flew to Mary’s
cheek as he doled the words a second time.
With his stay in the town, the clergyman’s concern had grown at the
toleration with which it regarded the presence of this reprobated
apostle of hellish unbelief. The thought had been strong in his mind
as he wrote his sermon. This was an opportunity to sound the
alarum of faith. His face shone with ardor.
The doctor possessed a vocabulary. His voice was sonorous, his
vestments above reproach. He was under the very roof of Asteroth,
with the visible presence of anti-Christ before his eyes. The situation
was inspiratory. From a brief judicial arraignment of skepticism, he
launched into allusions unmistakably personal, beneath which Mary
Shelley sat quivering with resentment, her softer sentiment of lang
syne turned to bitter regret. Furtive glances were upon the pair; Pisa
—the English part of it—was enjoying a new sensation.
A pained, flushing wonder was in Shelley’s diffident, bright eyes as
the clergyman, with outstretched arm, thundered toward them the
warning of Paul:
“Beware lest any man spoil you through philosophy and vain deceit,
after the tradition of men, after the rudiments of the world! Their
throat is an open sepulcher; the poison of asps is under their lips.”
Mary’s hand had found her husband’s. “Let us go,” he said in an
undertone, and drew her to her feet. They passed to the door, the
cynosure of observation, the launched utterance pursuing them:
“Whose mouth is full of cursing and bitterness, and the way of peace
have they not known.”
In the street Mary turned to him. “Don’t mind, Bysshe,” she pleaded.
He half smiled, but his eyes were feverishly bright. He kissed her as
he answered:
“I’m going for a sail. Don’t worry if I’m not back to-night. I’ll run up to
Via Reggia. The wind will do me good.”
He crossed the pavement bareheaded and leaped into his sail-boat.
A moment later, from the bridge, she saw through clouding tears the
light craft careening down the Arno toward the sea.
The agitated ripple of the audience that followed their exit was not
yet stilled when the discourse was strangely interrupted. From the
pavement came the sound of running feet, a hoarse shout and a
shot, ringing out sharply on the Sabbath stillness.
A second later a man dashed panting into the outer hall with a British
marine at his heels.
 CHAPTER LII
TREVANION IN THE TOILS

In sending Trevanion that day to the barracks on the Lung’ Arno—

whose door Cassidy had once seen him enter and in whose vicinity
the naval surgeon, following this clue, had posted his squad of tars—
luck had fallen oddly. The coursed hare has small choice of burrow.
The Lanfranchi entrance was the quarry’s only loophole and he took
it.
As the hunted man sprang across the threshold he snatched the
great iron key from the lock and swung it on the head of his pursuer.
The marine dropped with a cut forehead, falling full in the doorway of
the room where the service was in progress.
Instantly the gathering was in confusion. The sermon ceased,
women screamed and their escorts poured into the hall to meet
Cassidy, entering from the street, flushed and exultant, with a half-
dozen more blue-jackets.
His foremost pursuer fallen, Trevanion leaped like a stag for the stair.
But half-way up he stopped at sight of a figure from whom he could
hope no grace. Gordon had heard the signal-shot, armed himself
and hastened to the stairway.
For once in his life Cassidy was oblivious of things religious. He had
forgot the afternoon’s service. He scarcely saw Dr. Nott’s horror-lifted
hands as his cassock fluttered between frightened worshipers to the
door. His look did not travel to Gordon or beyond, where Teresa’s
agitated face watched palely. His round, peering eyes fastened with
malignant triumph on the lowering figure midway of the marble
ascent.
“Now, my fine ensign,” he said with exultation, “what have you to say
to a trip to the Pylades?”
Trevanion’s dark face whitened. But his hand still gripped the key.
“I had enough of your cursed ship!” he flung in surly defiance, “and
you’ll not take me, either.”
Cassidy laughed and turned to the seamen at his back. They
stepped forward.
In Gordon’s mind, in that moment of tension, crucial forces were
weirdly contending. Over the heads of the group below, through the
open door, he saw a ship’s jolly-boat, pulling along the Arno bank.
Leghorn—the Pylades—and years in a military fortress. That was
what it meant for Trevanion. And what for him? The peace he
coveted, a respite of persecution, for him and for Teresa—the right to
live and work unmolested.
It was a lawless act—seizure unwarranted and on a foreign soil; an
attempt daring but not courageous—they were ten against one. It
was a deed of personal and private revenge on the part of Cassidy.
And the man had taken refuge under his roof. For any other he
would have interposed from a sheer sense of justice and hatred of
hypocrisy. But for him—a poltroon, a skulker, and—his enemy?
What right had he to interfere? The manner was high-handed, but
the penalty owed to British admiralty was just. It was not his affair.
The hour he had sat in the moonlight near the Ravenna osteria,
when his conscience had accepted this Nemesis, he had put away
the temptation to harm him; though the other’s weapon had struck,
he had lifted no hand. He had left all to fate. And fate was arranging
now. He had not summoned those marines!
But through these strident voices sounded a clearer one in his soul.
It was not for that long-buried shame and cowardice in Greece—not
for the attempt on his life at Bagnacavallo, nor for anything belonging
to the present—that Trevanion stood now in this plight. It was
ostensibly for an act antedating either, one he himself had known
and mentally condoned years ago—a boy’s desertion from a hateful
routine. If he let him be taken now, was he not a party to Cassidy’s
revenge? Would he be any better than Cassidy? Would it be in him
also any less than an ignoble and personal retaliation—what he had
promised himself, come what might, he would not seek?
He strode down the stair, past Trevanion, and faced the advancing
marines.
“Pardon me,” he said. “This man is in my house. By what right do
you pursue him?”
The blue-jackets stopped. A blotch of red sprang in Cassidy’s straw-
colored cheeks.
“He is a deserter from a king’s ship. These marines are under
orders. Hinder them at your peril!”
“This is Italy, not the high seas,” rejoined Gordon calmly. “British law
does not reach here. You may say that to the captain of the
Pylades.”
Cassidy turned furiously to his men. “Go on and take him!” he
commanded.
Again they advanced, but they looked full into Gordon’s pistol and
the voice behind it said:
“That, under this roof, no man shall do! On my word as a peer of
England!”

A few moments later, Cassidy, his face purpled with disappointment,

had led his marines into the street, the agitated clergyman had
gathered his flock again, and the hall was clear.
A postern gate opened from the Lanfranchi garden and to this
Gordon led Trevanion without a word. The latter passed out with
eyes that did not meet his deliverer’s.
As Gordon climbed the stairway to where Teresa waited, shaken with
the occurrence, the Rev. Dr. Nott was rounding the services so
abruptly terminated with the shorter benediction:
“The grace of our Lord Jesus Christ, and the love of God, and the
fellowship of the Holy Ghost, be with us all evermore. Amen.”
 CHAPTER LIII
THE COMING OF DALLAS

“Go on, Dallas,” said Gordon.

He was standing in his study, its windows thrown open to the stifling
air, the blinds drawn against the pitiless sun that beat hotly up from
the sluggish Arno and loaded the world with fire. In the parched
orange-trees in the garden cicalas shrilled and from the dusty street
came the chant of a procession of religiosi, bearing relics and
praying for rain.
The man who sat by the table wore the same kindly, scholarly face
that Gordon had known of old, though his soft white hair was sparer
at the temples. To make this journey he had spent the last of a check
he had once received for six hundred pounds. His faith in Gordon
had never wavered. Now, as he looked at the figure standing
opposite, clad in white waistcoat and tartan hussar-braided jacket of
the Gordon plaid, young and lithe, though with brown locks grayed,
and with eyes brilliantly haunting and full of a purpose they had
never before possessed, his own gaze misted with hope and
wistfulness. He had had an especial object in this long journey to
Italy.
“Hobhouse is still with his regiment,” he proceeded. “He’ll be in
Parliament before long. We dined together just a month ago to-night
at White’s Club. Lord Petersham is the leader of the dandies now.
Brummell left England for debt.”
In that hour’s conversation Gordon had seen faded pictures fearfully
distinct. He seemed to be standing again in his old lodgings in St.
James Street—a red carnation in his buttonhole—facing Beau
Brummell and Sheridan. He remembered how he had once let the
old wit down in his cocked hat at Brookes’—as he had long ago been
let down into his grave! He smiled painfully while he said with
slowness:
“Three great men ruined in one year: Bonaparte, Brummell and I. A
king, a cad, and a castaway!” His eyes were fixed on the empty
fireplace as he spoke, but what they saw was very far away.
“How is Murray?” he asked presently.
“I visited him a fortnight before I left. He had just published the first
part of ‘Don Juan’.”
Gordon winced. “Well?” he asked.
“He put only the printer’s name on the title-page. The day it
appeared he went to the country and shut himself up. He had not
even dared open his letters.”
“I can’t blame him;”—Gordon’s voice was metallic—“Moore wrote me
the attorney-general would probably suppress it.”
“I carried him the reviews,” continued Dallas.
“I can guess their verdict!”
The other shook his head with an eager smile that brightened his
whole countenance. “A few condemned, of course. Many hedged.
But the Edinburgh Review—”
“Jeffrey. What did he say?”
The answer came with a vibrant emphasis: “That every word was
touched with immortality!”
Gordon turned, surprised into wonder. His ancient detractor, whose
early blow had struck from the flint in his soul that youthful flash, his
dynamic Satire. The literary Nero whose nod had killed Keats. Was
the old sneer become praise—now? Immortality!—not “damned to
everlasting fame”? A glow of color came to his face.
The older man got up hastily and laid his hand affectionately on the
other’s shoulder. It seemed the moment to say what was on his
mind. His voice shook:
“George, come back to England! Do not exile yourself longer. It is
ready to forget its madness and to regret. Public feeling has
changed! When Lady Caroline Lamb published ‘Glenarvon,’ her
novel that made you out a man-monster, it did not sell an edition.
She appeared at Lady Jersey’s masquerade as Don Juan in the
costume of a Mephistopheles, and the crowd even hissed. London is
waiting for you, George! All it gave you once shall be yours again.
You have only to come back!”
It was out at last, the purport of his journey.
Gordon felt his muscles grow rigid. The meaning of other things
Dallas had told—gossip of society and the clubs—was become
apparent. Could the tide have turned, then? Could it be that the time
had come when his presence could reverse the popular verdict,
cover old infamy and quench in renewed reputation the poisoned
enmity that had poured desolation on his path? The fawning
populace that had made of his domestic life only a shredded
remnant, hounded him to the wilds and entombed him in black
infamy—did it think now to reëstablish the dishonored idol on its
pedestal?
For an instant the undiked memory of all he had undergone swept
over him in a stifling wave. The months of self-control faded. The
new man that had been born in the forest of La Mira fell away. The
old rage rose to clutch at his throat—the fiery, ruthless defiance that
had lashed his enemies in Almack’s Assembly Rooms. It drove the
color from his face and lent flame to his eyes as he answered
hoarsely:
“No! Never—never again! It is over forever. When I wrote then, it was
not for the world’s pleasure or pride. I wrote from the fullness of my
mind, from passion, from impulse. And since I would not flatter their
opinions, they drove me out—the shilling scribblers and scoundrels
of priests, who do more harm than all the infidels who ever forgot
their catechisms, and who, if the Christ they profess to worship
reappeared, would again crucify Him! Since then I have fed the lamp
burning in my brain with tears from my eyes and with blood from my
heart. It shall burn on without them to the end!”
His old tutor’s hand had dropped from his shoulder. Dallas was
crestfallen and disconcerted. He turned away to the window and
looked out sadly over the Arno, where a ship’s launch floated by with
band instruments playing.
For Gordon the rage passed as quickly as it had come. The stubborn
demon that had gnashed at its fetters fell back. A feeling of shame
suddenly possessed him. “Scoundrels of priests!” He thought of
Padre Somalian with a swift sense of contrition that his most
reckless phraseology had never roused in the old days.
Standing there, regaining his temperate control, a sound familiar, yet
long unheard, floated in from out of doors. It was a strain belonging
to the past that had come so sharply home to him—the sound of the
music on the launch in the river playing “God save the King.”
It fell on Gordon’s ear with a strange thrill. A tinge of softer warmth
crept back slowly to his cheeks. For the first time in these years the
hatred of his country that had darkled in the silt of ignominy vanished
and a tenderer feeling took its place. It was the inalienable instinct of
the Englishman, the birthright of English blood, transmitted to him
through long lines of ancestry, from Norman barons who came with
William the Conqueror, welling up now, strong and sweet and not to
be denied. England! He had loved it once! In spite of a rebellious
birth, an acid home, a harsh combative youth, he had loved it! How
often he had heard that air—at Vauxhall—in the Mall—on the
Thames! It brought back the smell of primroses, of blossoming
yellow thorn and hazel-catkins quivering in the hedges. Some lost
spring of recollection, automatically touched, showed him the
balcony of his house on Piccadilly Terrace on the regent’s birthday—
below, the rattling of curbs and scabbards, the Hussar band playing
that tune—he himself sitting with Annabel, and in her arms, Ada, his
child! There were questions, unvoiced as yet, which he had longed
but dreaded to ask. His hand strayed to his breast. There, always
worn, was a tress of baby’s hair. What might his rehabilitation have
meant to her, as she grew and took her place in the world?
He approached the window and touched the man who looked out.
“Dallas!” he said. “—Dallas!”