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Production and Operations
Management
Fifth Edition
About the Author
S.N. Chary has formerly been a Professor with Indian Institute of Management Bangalore where
he taught for over a quarter of a century. A prolific management analyst and thinker, he has writ-
ten several books, papers and articles. He has been the Director, Kirloskar Institute of Advanced
Management Studies, Karnataka and is a well known management and educational consultant. He
is working on social change through people empowerment.
Production and Operations
Management
Fifth Edition
S N Chary
Former Professor
Indian Institute of Management
Bangalore
New Delhi New York St Louis San Francisco Auckland Bogotá Caracas Kuala Lumpur
Lisbon London Madrid Mexico City Milan Montreal San Juan
Santiago Singapore Sydney Tokyo Toronto
Published by Tata McGraw Hill Education Private Limited,
7 West Patel Nagar, New Delhi 110 008
Copyright © 2012, by Tata McGraw Hill Education Private Limited. No part of this publication can be
reproduced or distributed in any form or by any means, electronic, mechanical, photocopying, recording, or
otherwise or stored in a database or retrieval system without the prior written permission of the publishers.
The program listings (if any) may be entered, stored and executed in a computer system, but they may not be
reproduced for publication.
This edition can be exported from India only by the publishers,
Tata McGraw Hill Education Private Limited.
Information contained in this work has been obtained by Tata McGraw Hill, from sources believed to be reliable.
However, neither Tata McGraw-Hill nor its authors guarantee the accuracy or completeness of any information
published herein, and neither Tata McGraw-Hill nor its authors shall be responsible for any errors, omissions, or
damages arising out of use of this information. This work is published with the understanding that Tata McGraw-Hill
and its authors are supplying information but are not attempting to render engineering or other professional services.
If such services are required, the assistance of an appropriate professional should be sought.
Typeset at Script Makers, A1-B, DDA Market, Paschim Vihar, New Delhi 110 063 and printed at Sai Printo Park,
A-102/4, Okhla Industrial Area, Phase-II, New Delhi-110020
Gurudev
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Preface
This latest edition incorporates the changes desired by the readers over the past editions, in view
of the changing global management culture. This book is primarily addressed to the students
studying production and operations management for the first time like those pursuing an MBA,
PGDM, MMS or PGDBA programme. The book would, however, be equally useful for a practic-
ing executive.
Production and operations management is a part of the course curricula of a large number of
professional engineering and other technical courses. The students of these courses would find
this book very useful as a text.
The treatment of the topics and the language in this book has been kept simple to make students
easily grasp the concepts. This book is valuable as a primer for undergraduate students such as the
BBA or BBM students. This edition has additional solved problems at the end of several relevant
chapters to enhance the understanding of the chapter and the various shades of the topic. Each
solved problem highlights a significant aspect of the basic concept described in the chapter.
A chapter on ‘Lean Operations’ has been added since the philosophy underlying ‘lean’ is going
to be the essence of operations and other disciplines of management. ‘Lean’ is not just about cutting
out the flab in the organisation but about the tenet of ‘service’ to the customer and to the society.
That is the direction of the future.
This book has a universal appeal. It contains globally important topics and has numerous ex-
amples drawn from India and abroad. Hence, it can certainly be handy for readers across all the
continents.
While writing this book I have referred to several papers, articles and books. I take this oppor-
tunity to thank the authors and publishers of all the publications I have referred to and some of
whom I have quoted in this edition. Likewise, I have provided the examples and case studies from
many organisations. I thank all these organisations.
My family Geetha, Sathya, Kartik and Manjula have always been a great source of encourage-
ment. Several thanks to them.
Above all, I thank my Gurudev and the Creator of all to whom this book is dedicated.
S.N. Chary
Preface to the First Edition
In the course of my teaching in the postgraduate programme, I have acutely felt the need for a
textbook on production and operations management which does justice to the stipulated curricu-
lum for the basic course in this field. The curricula of the MBA programme offered by the Indian
universities are similar in many ways and a similar need would be felt there too. There are very
few books on production operations management by Indian authors. The dependence has been,
to a large extent, on books by foreign authors written primarily for their curricular requirements
and student audience, and based on their work environment.
There are five major reasons why a book tailored to meet the Indian situation is required. First,
the basic courses in this discipline in India are more detailed and involve more analysis than those
in most American universities. Available foreign books are generally of two kinds: (a) elementary,
and (b) very detailed on a special topic. Neither of them are suitable for our teaching purposes.
Second, there are certain topics which are relatively more important in the Indian environment.
For instance, project management, incentive schemes, job evaluation, logistics management, regu-
latory framework, etc. One may find these topics either underplayed or glossed over in the various
available foreign books as these pertain to a different economic environment.
Third, there are special Indian topics such as Tandon Committee recommendations or location
of facilities. These obviously have to be covered in a book meant for an Indian target audience.
Fourth, there are Indian concerns, such as management of sectors and services, problem of infla-
tion, concern about closing the gap in technology and matching it with the available resources, etc.
These have to be reflected upon in the discussions of various topics which may appear universal.
Finally, the book should also appeal to those practising executives who wish to undertake a
refresher course in this discipline. The treatment of each topic should, therefore, be practical and
simple, yet comprehensive. The book should have sufficient material to offer on individual topics,
such as materials management or quality management.
I have made an attempt to fulfil these needs through this book. Readers from other develop-
ing countries may also find it useful for the possible reason that we share common concerns and
similar objectives. However, the book may have a universal appeal; it may also find interested
readership in the developed countries. Perhaps, its comprehensiveness and novel interpretation
of the topics could be the attractive features for foreign readers.
This book is my maiden venture. In the course of writing it, I have received much encourage-
ment from my colleagues Prof. Prasanna Chandra, B K Chandrasekhar, Ronald W Haughton,
T S Nagabhushana, S Subba Rao, V K Tewari, G K Valecha and Vinod Vyasulu. I express my sincere
gratitude to them. My other colleagues, V Vilasini, Anna Robinson and S Murali have helped me
by way of secretarial assistance. My thanks are also due to them. In the course of writing this book
I have referred to many publications. Wherever possible, I have taken permission and given credits
for the sources and I thank them all very much. If some of the sources have been left out inadvert-
ently, I seek their pardon. Any mistakes/errors in the book are, however, fully my responsibility.
I have drawn inspiration from the encouragement of the former Chairman of IIM Bangalore,
Mr V Krishnamurthy, now Chairman of Steel Authority of India. My heartfelt thanks to him for
writing the Foreword to this book.
Above all, I thank my Gurudev and Creator of all to whom this book is dedicated.
S N Chary
Contents
Preface vii
Preface to the First Edition ix
Section I
Role of Production and Operations Management in a Changing Business World
1. Production and Operations Management Function 1.5–1.17
2. Operations Strategy 2.1–2.18
3. Services 3.1–3.20
Section II
Useful Basic Tools
4. Relevant Cost Concepts 4.3–4.10
5. Linear Programming 5.1–5.9
6. Capital Budgeting 6.1–6.16
7. Queueing Theory 7.1–7.19
8. Forecasting 8.1–8.32
Section III
Imperatives of Quality and Productivity
9. Quality Management–I 9.5–9.34
Section IV
Supply Chain Management
20. Purchasing 20.3–20.23
21. Inventory Models and Safety Stocks 21.1–21.46
Section V
Spatial Decisions in Production and Operations Management
29. Plant Layout 29.3–29.30
Section VI
Timing Decisions
32. Production Planning and Control 32.5–32.11
33. Aggregate Planning 33.1–33.26
Section VII
Present Concerns and Future Directions
39. Environmental Considerations in Production and
Operations Management 39.3–39.20
Bibliography B.1–B.37
Index I.1–I.15
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Role of Production and
Operations Management
in a Changing Business World
The last century, particularly the latter half of it, has seen an upsurge in industrial
activity. Industries are producing a variety of products. Consumerism has been
on a steep rise. People, all over the world, have been demanding more and better
products and devices. The developments in technology, particularly in the areas of
telecommunications, Internet, mass media and transport have made it possible for
products and ideas to travel across the globe with minimal effort. A Chinese girl
sitting in Shanghai can see on the television what girls of her age wear in distant
USA or Europe. A housewife from Delhi, while visiting her son in San Jose in the
Silicon Valley, is able to check out on the interiors and furniture available in that part
of the world. A middle class newly married couple from Bangalore thinks of Malaysia
or Mauritius as a honeymoon destination. The world has shrunk. Despite the political
boundaries, nations are getting closer in trade and commerce. Products are aplenty. A
variety of devices are available Communications are quicker. Consumers are the kings.
It is obvious that a lot is being demanded of the production and operations
management function. The responsibility of that function is to see that the required
products and devices are of a good quality, with an acceptable price and delivered at
a time and place the customer desires. Quality, productivity (and hence price) and
delivery have become the basic minimums that a firm must offer in order to stay
in competition. There is competition amongst firms even at the level of these basic offerings. In
order to have differentiation and a unique selling proposition (USP), a firm and its production or
operations function have to make continuous efforts. The USP that exists today may be copied by
another firm tomorrow, thus nullifying the competitive advantage. New products or variants of
products and devices have to be continuously designed, produced and delivered—all profitably.
Production/operations function has to very actively support the marketing function. Engineering
has to listen to customer needs. Materials and Logistics people have to react swiftly to the needs of
the manufacturing system. The human resources (HR) function has to ensure that people within
the firm not only have the needed skills but also the essential attitudes. The production operations
function has to interact with the HR function on this count. Each function needs to be attuned
to the other function within the firm. The modern business world has necessitated a high level of
integration within organisations. It is not that integration was not needed earlier and it is needed
now. It is not that quality of products was not a concern earlier and it is so only now. The basic roles
and requirements remain, but the intensity of application has increased. The role of production and
operations—which is central to the industrial organisation—has become much more intense.
In the competition to seek differentiation, manufacturing firms are finding ways of attaching
‘service’ components to the physical product. Services are no longer ‘frills’ that some firms
offered earlier. Services have become intertwined with the output of the production process.
It is the combination that the customer buys today. No manufacturing company is purely into
manufacturing. It is also, in part, a service-providing company. Therefore, the special characteristics
of services are getting incorporated into the design of the production system. For one, there is a
lot more interaction and interfacing of the production function with the customers today than it
was earlier. Customer, so to say, has come closer to, and sometimes within, the company. This has
ramifications for the production function. It is no longer an aloof outfit.
The service sector is increasing at a tremendous rate. For instance, there are more banks in one
town now than they were in an entire district earlier. More and more banks from the developed
world are doing business in the developing countries. Money is more easily available to the
consumers. Hence, more leisure activities are being pursued. The number of hotels is, therefore,
increasing rapidly. In the places where there were only government-run hospitals, now there are
corporate hospitals and lifestyle clinics providing health care combined with comfort. There are
thus primary, secondary and tertiary hospitals. A bank also has several back-office operations.
A corporate hospital offering comprehensive ‘executive health check-ups’ needs to streamline its
operations right from the minute a ‘customer’ arrives at the reception counter to her undergoing
a series of medical tests and check-ups to her receiving a complete report and personal advice
from the physician. Besides, this series of ‘check-up’ operations has to be a great ‘experience’ for
the customer. Operations management is being called upon to deliver these varied outputs. Since
the services sector is as large as (in some economies it is larger than) the manufacturing sector,
managing operations in non-manufacturing businesses has assumed as much significance as
managing production in a manufacturing set-up.
The fundamentals of this new production-cum-service economy are the same as the earlier
manufacturing dominated economy. However, the orientation has changed. For instance, in a bank
the customer is right at the place where the operations are taking place. In a hotel, she gets the
various ‘utilities’. In a way, she is the input that is being transformed. Same is true of a hospital and
an educational institution. Thus, ‘customer focus’ is built into the system. This attitude is rubbing
into the manufacturing firms too. The criteria for performance of an operations system today
strongly emphasise customer satisfaction. Production and operations management is becoming
less about machines and materials and more about service to the customer. The focus has shifted.
All that is done with regard to the machines and materials, spatial and timing or scheduling
decisions is with the customer in view.
This has made a huge difference. It has brought relationships to the fore. Since a customer is now
an individual or individual entity, the requirements on the production and operations system tend
to be multitudinous (number), multifarious (variety) and multi-temporal (time). The tolerance for
mistakes is low for a system that is subjected to several variations in demand. This requires real
leadership on the part of the firms so as to align the firm’s interests with that of its people inside
the firm and with that of its suppliers and others outside who provide inputs into the production
and operations system. The joint family concept may have gone from the society today, but it has
found a new place in the corporate world. A ‘supply chain’ is one such manifestation. Outsourcing
is increasingly being used to gain maximum advantage from the ‘core competence’ of other firms
in the ‘family’. Such relationships could spread over several continents; distance or political bound-
ary is not necessarily a constraint. Production and operations have become globalised. A bank in
UK or USA can send its several accounting and other operations to be performed in Mumbai by
an India-based firm—just as an auto-part producing firm in Chennai provides supplies to an auto
manufacturer in Detroit. Long distance business relationships are possible because of the progress
in the fields of telecommunication, computers and the Internet. These technologies have made the
integration (which means extensive and intensive interconnections) of various business organisa-
tions feasible. One may call the present times as the world of inter-relationships.
Due to the inter-relationships, certain things have become easier. For instance, a firm could
truly depend on its business associates. Thus the market undulations, i.e., the changing needs of
the customers can be met more easily. However, it would behove on the firm to be equally reliable
or be better. A relationship comes with its accompanying responsibilities. The modern day produc-
tion and operations management is expected to provide that kind of leadership.
If ‘efficiency’ was the all important factor yesterday, and if today ‘service’ and ‘relationships’
are the buzz words of production and operations management, what will be in store for tomor-
row? The concept of a ‘product’ has changed over the past few decades to include ‘service’ in it
Environmental and larger social concerns are getting to increasingly occupy the decision space
of the management. The production and operations function will remain in the future, even in a
‘post-industrial’ society. Utilities—of form, state, possession and place—have to be provided and
operations cannot be wished away. What may perhaps change would be the nature of the product
and the service.
1 Production and Operations
Management Function
DEFINITION
Production and operations management concerns itself with the conversion of inputs into outputs,
using physical resources, so as to provide the desired utility/utilities—of form, place, possession or
state or a combination thereof—to the customer while meeting the other organisational objectives
of effectiveness, efficiency and adaptability. It distinguishes itself from the other functions such
as personnel, marketing, etc. by its primary concern for ‘conversion by using physical resources’.
Of course, there may be and would be a number of situations in either marketing or personnel or
other functions which can be classified or sub-classified under production and operations manage-
ment. For example, (i) the physical distribution of items to the customers, (ii) the arrangement
of collection of marketing information, (iii) the actual selection and recruitment process, (iv)
the paper flow and conversion of the accounting information in an accounts office, (v) the paper
flow and conversion of data into information usable by the judge in a court of law, etc. can all be
put under the banner of production and operations management. The ‘conversion’ here is subtle,
unlike manufacturing which is obvious. While in case (i) and (ii) it is the conversion of ‘place’
and ‘possession’ characteristics of the product, in (iv) and (v) it is the conversion of the ‘state’
characteristics. And this ‘conversion’ is effected by using physical resources. This is not to deny
the use of other resources such as ‘information’ in production and operations management. The
input and/or output could also be non-physical such as ‘information’, but the conversion process
uses physical resources in addition to other non-physical resources. The management of the use
of physical resources for the conversion process is what distinguishes production and operations
management from other functional disciplines. Table 1.1 illustrates the many facets of the produc-
tion and operations management function.
Often, production and operations management systems are described as providing physical
goods or services. Perhaps, a sharper distinction such as the four customer utilities and physical/
non-physical nature of inputs and/or outputs would be more appropriate. When we say that the
Central Government Health Service provides ‘service’ and the Indian Railways provide ‘service’,
these are two entirely different classes of utilities, therefore criteria for reference will have to be
entirely different for these two cases. To take another example the postal service and the telephones
1.6 Production and Operations Management
service are different because the major inputs and major outputs are totally different with different
criteria for their efficiency and effectiveness.
Also, a clear demarcation is not always possible between operations systems that provide
‘physical goods’ and those that provide ‘service’, as an activity deemed to be providing ‘physical
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Dear Sir:—You will please take such measures as to put me in
possession of the above amount, which is justly due me as above
stated; to say nothing of false imprisonment and other expenses. This
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Robert B. Thompson, my clerk.
Joseph Smith.
In the year seventeen of the Emperor Tiberius Caesar, and the 25th day
of March, the city of the Holy Jerusalem, Anna and Caiaphas being
priests, sacrificators of the people of God, Pontius Pilate, governor of
Lower Galilee, sitting on the presidential chair of the Praetory,
condemns Jesus of Nazareth to die on the cross between two thieves—
the great and notorious evidence of the people saying—1. Jesus is a
seducer. 2. He is seditious. 3. He is an enemy of the law. 4. He calls
himself falsely the Son of God. 5. He calls himself falsely the King of
Israel. 6. He entered into the temple, followed by a multitude bearing
palm branches in their hands. Order the first centurion, Quills
Cornelius, to lead him to the place of execution. Forbid to any person
whomsoever, either poor or rich, to oppose the death of Jesus.
A few years ago, there was found at Catskill, in New York, a shekel of
Israel, of the time of our Savior. On one side was the representation of
a palm leaf, on the other a picture of the temple, with the words
underneath, "Holy Jerusalem," in the Hebrew tongue.
Footnotes:
1. Edward Hunter was the second son and seventh child of Edward and
Hannah Hunter. He was born in Newtown Township, Delaware county,
Pennsylvania. June 22, 1793. His paternal ancestors were from the north of
England, and on his mother's side he was of Welsh extraction. John Hunter,
his great-grandfather, passed over to Ireland some time in the seventeenth
century and served as a lieutenant of cavalry under William of Orange at the
battle of the Boyne, where he was wounded. He afterwards came to
America and settled in Delaware county, Pennsylvania, about twelve miles
from Philadelphia. Edward Hunter, Esq., the Bishop's father, was justice of
the peace in Delaware county for forty years. On his mother's side three
generations back was Robert Owen of North Wales, a man of wealth and
character, a firm sympathizer with Cromwell and the Protectorate, who on
the restoration of Charles the Second, refused to take the oath of allegiance,
and was imprisoned for five years. After his release he emigrated to
America and purchased property near the "City of Brotherly Love." Like
the founder of that city, Robert Owen was a Quaker. His son George sat in
the state legislature and held various positions of public trust (Whitney).
2. To the sentiment here expressed by the Prophet, no one will withhold his
assent, but he will need to emphasize the phrase "properly authenticated,"
because it is unquestionably the case that many alleged early Christian
documents of the character of the above are spurious: and whether the
above alleged formal sentence was really rendered by Pontius Pilate or not,
may not be determined. As remarked by nearly all authorities upon this
subject, it is probable that Pilate made an official report to Tiberius of both
the condemnation and punishment of Jesus Christ. Rev. J. R. Beard, D. D.,
member of the Historico-Theological society of Liepzig, and author of the
article "Pilate," in Kitto's Biblical Literature, says: "The voice of antiquity
intimates that Pilate did make such a report; the words of Justin Martyr are:
[second century] 'That these things were so done you may know from the
'Acts' made in the time of Pontius Pilate.' A similar passage is found a little
further on in the same work [i. e. Justin's apology]. Now when it is
considered that Justin's Apology was a set defense of Christianity, in the
shape of an appeal to the heathen world through the persons of its highest
functionaries, it must seem very unlikely that the words would have been
used had no such document existed; and nearly as improbable that these
'Acts' [of Pilate] would have been referred to had they not been genuine."
Dr. Lardner, who has, perhaps, more fully discussed the subject than any
other writer upon it, decides that, "It must be allowed by all that Pontius
Pilate composed some memoirs concerning our Savior, and sent them to the
emperor." (See Lardner, Vol. vi, p. 610.) And yet this very author says that
the Acts of Pontius Pilate, "and his letter to Tiberius which we now have,
are not genuine, but manifestly spurious."
In Smith's Dictionary of the Bible, it is stated that "We learn from Justin
Martyr, Tertullian, Eusebius and others, that Pilate made an official report to
Tiberius of our Lord's trial and condemnation, and in a homily ascribed to,
though marked as spurious by his Benedictine editors, certain 'acts' or
'comments' of Pilate, are spoken of as well known documents in common
circulation." (Article Pilate.) Then the author of this article on Pilate—Rev.
Henry Wright Phillott, student of Christ Church, Oxford, adds: "That he,
(Pilate) made such a report is highly probable, and it may have been in
existence in Chrysostom's time; but the 'Acts of Pilate,' (Acta Pilati,) now
extant in Greek, and two Latin epistles from him to the emperor, are
certainly spurious;" and it is further said, "The number of extant 'Acta
Pilati,' in various forms, is so large as to show that very early the demand
created a supply of documents manifestly spurious, and we have no reason
for looking on any one of those that remain as more authentic than the
others."
Day stormy and cold, a few assembled, but conference did not organize.
Conference met in the Grove. The Presidency being absent laying the
corner stone of the Nauvoo House, the meeting was called to order by
President Brigham Young; the several quorums were arranged and
seated in order.
2 p. m., President Joseph Smith opened the meeting. Choir sung the
18th hymn.
The President then read a letter from Elder Orson Hyde, dated
Ratisbon, July 17, 1841, giving an account of his journey and success
in his mission, which was listened to with intense interest; and the
conference by vote, expressed their approbation of the style and spirit
of said letter. The President then made remarks on the inclemency of
the weather, and the uncomfortable situation of the Saints with regard
to a place of worship, and a place of public entertainment.
Elders Lyman Wight, and Henry W. Miller testified that they had
traveled in places where Elder Babbitt had been, on his return from his
visit to Nauvoo, [he had] taught doctrine contrary to the revelations of
God, and detrimental to the interests of the Church.
Sunday, 3.
Translated bodies cannot enter into rest until they have undergone a
change equivalent to death. Translated bodies are designed for future
missions.
The angel that appeared to John on the Isle of Patmos was a translated
or resurrected body [i. e. personage], Jesus Christ went in body after
His resurrection, to minister to resurrected bodies. There has been a
chain of authority and power from Adam down to the present time.
The best way to obtain truth and wisdom is not to ask it from books,
but to go to God in prayer, and obtain divine teaching. It is no more
incredible that God should save the dead, than that he should raise the
dead.
There is never a time when the spirit is too old to approach God. All
are within the reach of pardoning mercy, who have not committed the
unpardonable sin, which hath no forgiveness, neither in this world, nor
in the world to come. There is a way to release the spirits of the dead;
that is by the power and authority of the Priesthood—by binding not
loosing on earth. This doctrine appears glorious, inasmuch as it
exhibits the greatness of divine compassion and benevolence in the
extent of the plan of human salvation.
Many objections are urged against the Latter-day Saints for not
admitting the validity of sectarian baptism, and for withholding
fellowship from sectarian churches. Yet to do otherwise would be like
putting new wine into old bottles, and putting old wine into new
bottles. What! new revelations in the old churches? New revelations
would knock out the bottom of their bottomless pit. New wine into old
bottles! The bottles burst and the wine runs out! What! Sadducees in
the new church! Old wine in new leathern bottles will leak through the
pores and escape. So the Sadducee saints mock at authority, kick out of
the traces, and run to the mountains of perdition, leaving the long echo
of their braying behind them.
He then referred to the [lack of] charity of the sects, in denouncing all
who disagree with them in opinion, and in joining in persecuting the
Saints, who believe that even such may be saved, in this world and in
the world to come (murderers and apostates excepted).
This doctrine presents in a clear light the wisdom and mercy of God in
preparing an ordinance for the salvation of the dead, being baptized by
proxy, their names recorded in heaven and they judged according to
the deeds done in the body. This doctrine was the burden of the
scriptures. Those Saints who neglect it in behalf of their deceased
relatives, do it at the peril of their own salvation. The dispensation of
the fullness of times will bring to light the things that have been
revealed in all former dispensations; also other things that have not
been before revealed. He shall send Elijah, the Prophet, &c., and
restore all things in Christ.
President Joseph Smith then announced: "There shall be no more
baptisms for the dead, until the ordinance can be attended to in the
Lord's House; and the Church shall not hold another General
Conference, until they can meet in said house. For thus saith the
Lord!"
The conference appointed Elias Higbee, John Taylor, and Elias Smith,
to petition Congress for redress of wrongs sustained in Missouri; and
Elder John Taylor to present the petition.
Closed by the choir singing hymn 125, and prayer by President John
Smith.
Tuesday, 5th. Conference opened by the choir singing hymn 274, and
prayer by Elder Orson Pratt.
Elias Smith,
Gustavus Hills,
Clerks.
Thursday, 7.
Saturday, 9.
Now the facts are these: I sent my brother Hyrum, and Doctor Galland
with means in their hands—say not money—but with power to obtain
either property or money which was necessary to enable them to fulfill
the contract I made with Mr. Hotchkiss. My brother Hyrum was under
the necessity of returning to this place on account of his ill health,
leaving the business in the hands of Dr. Galland, with the fullest
expectation that he would make over the property or money to Mr.
Hotchkiss, and make everything square so far as the interest is
concerned, if not the principal. He was instructed to pay the interest
that had accrued, and should accrue up to the fall of 1842, so as to be
in advance of our indebtedness.
I had also made arrangements with the eastern churches, and had it in
my power to deed over lands for the whole debt, and had expected that
an arrangement of that kind would have been entered into.
I am well assured that Dr. Galland did not look for any means
whatever, to pay the interest at any rate, if not the principal; and, why
he has not done according to my instructions, God only knows. I do
not feel to charge him with having done wrong, until I can investigate
the matter, and ascertain to a certainty where the fault lies. It may be
through sickness or disaster, this strange neglect has happened. I would
to God the thing had not happened.
And now in contemplating the face of the whole subject, I find that I
am under the necessity of asking a little further indulgence—say, till
next spring, so that I may be enabled to recover myself, and then, if
God spares my life, and gives me power to do so, I will come in person
to your country, and will never cease my labors until the whole matter
is completely adjusted to the full satisfaction of all of you. The subject
of your debt was fairly presented before our general conference held
on the first of this month, consisting of ten thousand people for their
decision on the wisest and best course in relation to meeting your
demands.
The Twelve, as they are denominated in the Times and Seasons were
ordered by the conference to make arrangements in the Eastern
branches of the Church, ordering them to go to you and turn over their
property as you and they might agree, and take up our obligations and
bring them here, and receive property here for them; and I have been
ordered by the conference to write this letter to you, informing you of
the measures which are about to be taken to make all things right.
I would inform you that Dr. Galland has not returned to the western
country as yet. He has a considerable amount of money in his hands,
which was to have been paid to you, as we intended. He is on his way,
for aught we know, and is retarded in his journey by some misfortune
or other. He may return, however, as yet, and give a just and honorable
account of himself. We hope this may be the case. I am sorrowful on
account of your disappointments. It is a great disappointment to me, as
well as to yourselves.
As to the growth of our place, it is very rapid, and it would be more so,
were it not for sickness and death. There have been many deaths,
which leaves a melancholy reflection, but we cannot help it. When
God speaks from the heavens to call us hence, we must submit to His
mandates.
And as for your sincerity and friendship, gentlemen, we have not the
most distant doubt of it. We will not have any. We know it is for your
interest to do us good, and for our welfare and happiness to be
punctual in fulfillment of all our vows, and we think for the future you
will have no cause for complaint. We intend to struggle with all our
misfortunes in life, and shoulder them up handsomely, like men.
We are the sons of Adam. We are the free born sons of America, and
having been trampled upon, and our rights taken from us—even our
constitutional rights, by a good many who boast themselves of being
valiant in freedom's cause, while their hearts possess not a spark of its
benign and enlightening influence—will afford a sufficient excuse, we
hope, for any harsh remarks that may have been dropped by us, when
we thought there was an assumption of superiority designed to gall our
feelings.
Joseph Smith.
Monday, 10.—The Twelve met for the purpose of counsel, and spent most
of the day in visiting the sick.
Tuesday, 12.
While the minutes of the general conference are before you, which will
be read with interest by every lover of Zion, we shall recapitulate some
items, and detail more particularly to the understanding of those who
had not the privilege of being present on that interesting occasion, the
past, present and future situation and prospects of the Church, and the
stakes, and those things which immediately concern their best
interests.
A short time since, and the Saints were fleeing from their enemies.
Whippings, imprisonments, tortures, and death stared them in the face,
and they were compelled to seek an asylum in a land of strangers.
They sought, they found it within the peaceful bosom of Illinois—a
state whose citizens are inspired with a love of liberty, whose souls are
endowed with those noble principles of charity and benevolence which
ever bid the stranger welcome, and minister to his wants; in this state,
whose soil is vieing with its citizens in all that is good and lovely, the
Saints have found a resting place where, freed from tyranny and mobs,
they are beginning to realize the fulfillment of the ancient prophets
—"They shall build houses and inhabit them, plant vineyards and eat
the fruit thereof, having none to molest or make afraid."
Scores of brethren in this city have offered to board one and two
laborers each, till the temple is completed, many have volunteered to
labor continually, and the brethren generally are giving one-tenth part
of their time, or one-tenth part of their income, according to
circumstances; while those sisters who can do nothing more, are
knitting socks and mittens, and preparing garments for the laborers, so
that they may be made as comfortable as possible during the coming
winter. In view of these things we would invite our brethren for many
miles distant around us, to send in their teams for drawing stone,
lumber, and materials for the building; and at the same time load their
wagons with all kinds of grain and meat, provisions, and clothing, and
hay, and provender in abundance, that the laborer faint not, and the
teams be made strong; also that journeymen stonecutters, &c., come,
bringing their tools with them, and enlist in the glorious enterprise.
Most of the plats in this city before referred to, as well as several farms
and large lots of land in this, and adjoining counties are paid for, and
secured to the Church by good and sufficient titles; while the town plat
for the town of Warren, near Warsaw, is secured on such conditions
that the brethren can be accommodated with lots on very reasonable
terms; but the large plat in Nauvoo, purchased of Messrs. Hotchkiss,
Tuttle & Co., of New Haven, Connecticut, remains unpaid for, and the
time has now arrived, when it is very desirable on the part of the
Church, as well as on the part of the gentlemen of whom it was
purchased, that payment should be made, and a warrantee title secured;
to accomplish which we have been called upon by the united voice of
the general conference to address the churches in the eastern states, to
advise with the brethren in those regions, and devise ways and means
whereby this debt may be liquidated, Hotchkiss & Co. satisfied, the
plat secured to the Church, and the brethren in the East at the same
time transfer their real estate from the place where it now is, to this
city or region of country, according to their desire.
The contract for the "Hotchkiss purchase" in Nauvoo, consisting of
upwards of five hundred acres, was entered into on or about the 9th of
August, 1839, for the specified sum of fifty-three thousand five
hundred dollars, and security was given to Messrs. Horace R.
Hotchkiss, Smith Tuttle and John Gillet, for the amount of the same, in
two notes of equal amount, one payable in ten years, and the other in
twenty years from the date thereof; signed by Messrs. Hyrum Smith,
Joseph Smith and Sidney Rigdon. In August last interest to the amount
of six thousand dollars or upwards had accumulated on said notes,
which it has not been in the power of the Church to pay up to the
present time. The nature of this purchase and the situation of the
Church is such, that it is necessary that the notes should be taken up,
the interest stopped, and a warrantee title secured immediately; a
correspondence is now in progress with Messrs. Hotchkiss and Co., to
effect this thing, and bring forward a final settlement.
But, say you, what can we do to accomplish this great and desirable
object? Let the brethren in the eastern states who have lands which
they wish to dispose of, so that they may remove hither, and secure to
themselves an inheritance among the Saints either in the cities or farms
in the vicinity, and are willing to have their lands in the East made over
to Messrs. Hotchkiss and Co. towards the payment of the foregoing
notes, communicate with us immediately, at this place, stating to us the
extent and value of their property.
To those brethren who live so far distant that they cannot send in their
loaded teams, and yet desire to assist in building the Lord's house, we
would say, gather yourselves together and bring of your substance,
your silver, and gold, and apparel, and of your superabundance cast
into the treasury of the Lord, and see if He will not pour you out a
blessing till there is not room enough to receive it.
Brethren, the blessings of the kingdom are for you, for the body of
Christ, for all the members, and God will help those who will help
themselves, and bless those who will bless each other, and do as they
would be done unto. The gold and the silver is the Lord's; all the
treasures of the earth, the flocks and the herds of the fields, and the
cattle on the thousand hills are His; if He were hungry, would He crave
thy food, or thirsty, would He ask thy drink? Nay! He would only ask
that which was His own, He would feast on His own flocks and
quench His thirst at His own springs. This God is the God of the
Saints, He is your God and He has made you stewards of all that has
been committed to you, and will require His own with usury, and will
you not be faithful in a little, that you may be made rulers over many
cities? Yes, you will, we know you will.
Is it possible that we labor in vain and toil for nought, and that we shall
be disappointed at the last? No! We know assuredly that the set time to
favor Zion has come, and her sons and daughters shall rejoice in her
glory. The time has come when the great Jehovah would have a resting
place on earth, a habitation for His chosen where His law shall be
revealed, and His servants be endowed from on high, to bring together
the honest in heart from the four winds; where the Saints may enter the
baptismal font for their dead relatives, so that they may be judged
according to men in the flesh, and live according to God in the spirit,
and come forth in the celestial kingdom; a place over which the
heavenly messengers may watch and trouble the waters as in days of
old, so that when the sick are put therein, they shall be made whole; a
place wherein all the ordinances shall be made manifest, and the Saints
shall unite in the songs of Zion, even praise, thanksgiving and
hallelujahs to God and the Lamb, that He has wrought out their
deliverance, and bound Satan fast in chains.
What then shall we do? Let us all arise, and with one united and
mighty exertion, by the strength of Israel's God, oppose the powers of
darkness, and every being and principle that may rise up against us and
complete the work already commenced. Let us not for a moment lend
an ear to evil and designing men who would subvert the truth and
blacken the character of the servant of the Most High God, by
publishing abroad that the Prophet is enriching himself on the spoils of
the brethren.
When Brother Joseph stated to the general conference the amount and
situation of the property of the Church, of which he is Trustee-in-Trust
by the united voice of the Church, he also stated the amount of his own
possessions on earth; and what do you think it was? We will tell you:
his old Charley (a horse) given him in Kirtland, two pet deer, two old
turkeys and four young ones, the old cow given him by a brother in
Missouri, his old Major, (a dog) his wife, children and a little
household furniture; and this is the amount of the great possessions of
that man whom God has called to lead His people in these last days,
this is the sum total of the great estates, the splendid mansions and
noble living of him who has spent a life of toil and suffering, of
privation and hardships, of imprisonments and chains, of dungeons and
vexatious lawsuits, and every kind of contumely and contempt
ungodly men could heap upon him, and last of all report him as rolling
in wealth and luxury which he had plundered from the spoils of those
for whose good he had thus toiled and suffered. Who would be willing
to suffer what he has suffered, and labor near twenty years, as he has
done, for the wealth he is in possession of?
Brethren, in view of all these things, let us be up and doing. Let those
in the eastern states use all diligence in communicating to us their
ability to assist in the Hotchkiss payment, being assured that no
exertion they can make will equal what has already been made for
them and the Church generally; and let all the Saints come up to the
places of gathering, and with their mites and their abundance as God
has given them in trust, help to build up the old waste places which
have been thrown down for many generations, knowing that when they
are completed they will belong unto the people of the Most High God,
even the meek, the honest in heart, they shall possess all things, in the
due time of the Lord. Be not covetous, but deal in righteousness, for
what the Saints shall not possess by purchase and in righteousness they
shall not possess, for no unrighteous thing can enter into the kingdom;
therefore beloved brethren, deal gently, love mercy, walk humbly
before God, and whatever your hands find to do, do it with your might,
keeping all the commandments, and then, whether in life or in death,
all things will be yours, whether they be temples or lands, houses or
vineyards, baptisms or endowments, revelations or healings, all things
will be yours, for you will be Christ's and Christ is God's.
Brigham Young,
Heber C. Kimball,
Orson Pratt,
Lyman Wight,
John Taylor,
Wilford Woodruff,
George A. Smith,
Willard Richards.
Yours in Christ,
Orson Hyde.
President Young, Elders Taylor and Richards, then made some very
appropriate remarks, showing and proving the absolute necessity of
finishing and completing the House of the Lord now building in
Nauvoo, in preference to anything else that can be done, either by
mental or physical exertion, in spreading light, knowledge, and
intelligence among the nations of the earth.
In the evening President Morley met with his counselors together with
President Young, Elders Taylor, and Richards, and brethren of the
Lima branch, for the purpose of entering into certain resolutions
necessary, in order to become more active in forwarding the work on
the House of the Lord.
After much deliberation, it was moved and seconded, that all those
who are willing to consecrate one tenth of their time and property to
the building of the temple at Nauvoo, under the superintendence of
President Morley and counselors, to signify it by the uplifted hands;
when the motion was carried unanimously.
Manchester, England.
On the 20th of September, the ship Tyrean sailed from Liverpool for
New Orleans, under a charter of the Latter-day Saints; she had
upwards of two hundred Saints on board, with Elder Joseph Fielding at
their head. By chartering [the vessel] we saved the company [of
Saints] at least 500 or 600 dollars. The splendid new ship Chaos, 1,200
tons burthen, will sail on the 5th of November, under our charter. She
will have from one to two hundred Saints on board, with Patriarch
Peter Melling at their head.
The Saints in this country are generally rejoicing, and filled with the
testimony of Jesus. Great zeal is manifested by the officers in general,