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 Final PDF to printer

Operations Management

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 Final PDF to printer

viii Preface

Finally, I would like to thank all the people at ­McGraw-Hill Prafulla Joglekar, LaSalle University; Vijay Kannan, Utah
for their efforts and support. It is always a pleasure to work State University; Sunder Kekre, Carnegie-Mellon University;
with such a professional and competent group of p­eople. Jim Keyes, University of Wisconsin at Stout; Seung-Lae Kim,
Special thanks go to Noelle Bathurst, Portfolio Manager; Drexel University; Beate Klingenberg, Marist College; John
Michele Janicek, Lead Product Developer; Fran Simon and Kros, East Carolina University; Vinod Lall, Minnesota State
Katie Ward, Product Developers; Jamie Koch, Assessment University at Moorhead; Kenneth Lawrence, New Jersey
Content Project Manager; Sandy Ludovissy, Buyer; Matt Dia- Institute of Technology; Jooh Lee, Rowan University; Anita
mond, Designer; Jacob Sullivan, Content Licensing Special- Lee-Post, University of Kentucky; Karen Lewis, University of
ist; Harper Christopher, Executive Marketing Manager; and Mississippi; Bingguang Li, Albany State University; Cheng
many others who worked behind the scenes. Li, California State University at Los Angeles; Maureen P.
I would also like to thank the many reviewers of previous Lojo, California State University at Sacramento; F. Victor
editions for their contributions: Vikas Agrawal, Fayetteville Lu, St. John’s University; Janet Lyons, Utah State Univer-
State University; Bahram Alidaee, University of Mississippi; sity; James Maddox, Friends University; Gita Mathur, San
Ardavan Asef-Faziri, California State University at North- Jose State University; Mark McComb, Mississippi College;
ridge; Prabir Bagchi, George Washington State University; George Mechling, Western Carolina University; Scott Metlen,
Gordon F. Bagot, California State University at Los Angeles; University of Idaho; Douglas Micklich, Illinois State Univer-
Ravi Behara, Florida Atlantic University; Michael Bendixen, sity; Ajay Mishra, SUNY at Binghamton; Scott S. Morris,
Nova Southeastern; Ednilson Bernardes, Georgia Southern Southern Nazarene University; Philip F. Musa, University of
University; Prashanth N. Bharadwaj, Indiana University of Alabama at Birmingham; Roy Nersesian, Monmouth Univer-
Pennsylvania; Greg Bier, University of Missouri at Columbia; sity; Jeffrey Ohlmann, University of Iowa at Iowa City; John
Joseph Biggs, Cal Poly State University; Kimball Bullington, Olson, University of St. Thomas; Ozgur Ozluk, San Francisco
Middle Tennessee State University; Alan Cannon, University State University; Kenneth Paetsch, Cleveland State Univer-
of Texas at Arlington; Injazz Chen, Cleveland State Univer- sity; Taeho Park, San Jose State University; Allison Pearson,
sity; Alan Chow, University of Southern Alabama at Mobile; Mississippi State University; Patrick Penfield, Syracuse Uni-
Chrwan-Jyh, Oklahoma State University; Chen Chung, Uni- versity; Steve Peng, California State University at Hayward;
versity of Kentucky; Robert Clark, Stony Brook University; Richard Peschke, Minnesota State University at Moorhead;
Loretta Cochran, Arkansas Tech University; Lewis Cooper- Andru Peters, San Jose State University; Charles Phillips,
smith, Rider University; Richard Crandall, Appalachian State Mississippi State University; Frank Pianki, Anderson Uni-
University; Dinesh Dave, Appalachian State University; Scott versity; Sharma Pillutla, Towson University; Zinovy Rado-
Dellana, East Carolina University; Kathy Dhanda, DePaul vilsky, California State University at Hayward; Stephen A.
University; Xin Ding, University of Utah; Ellen Dumond, Raper, University of Missouri at Rolla; Pedro Reyes, Baylor
California State University at Fullerton; Richard Ehrhardt, University; Buddhadev Roychoudhury, Minnesota State Uni-
University of North Carolina at Greensboro; Kurt Engemann, versity at Mankato; Narendra Rustagi, Howard University;
Iona College; Diane Ervin, DeVry University; Farzaneh Herb Schiller, Stony Brook University; Dean T. Scott, DeVry
Fazel, Illinois State University; Wanda Fennell, University of University; Scott J. Seipel, Middle Tennessee State Univer-
Mississippi at Hattiesburg; Joy Field, Boston College; War- sity; Raj Selladurai, Indiana University; Kaushic Sengupta,
ren Fisher, Stephen F. Austin State University; Lillian Fok, Hofstra University; Kenneth Shaw, Oregon State University;
University of New Orleans; Charles Foley, Columbus State Dooyoung Shin, Minnesota State University at Mankato;
Community College; Matthew W. Ford, Northern Kentucky Michael Shurden, Lander University; Raymond E. Simko,
University; Phillip C. Fry, Boise State University; Charles Myers University; John Simon, Governors State University;
A. Gates Jr., Aurora University; Tom Gattiker, Boise State Jake Simons, Georgia Southern University; Charles Smith,
University; Damodar Golhar, Western Michigan University; Virginia Commonwealth University; Kenneth Solheim,
Robert Graham, Jacksonville State University; Angappa DeVry University; Young Son, Bernard M. Baruch College;
Gunasekaran, University of Massachusetts at Dartmouth; Victor Sower, Sam Houston State University; Jeremy Staf-
Haresh Gurnani, University of Miami; Terry Harrison, Penn ford, University of North Alabama; Donna Stewart, Univer-
State University; Vishwanath Hegde, California State Uni- sity of Wisconsin at Stout; Dothang Truong, Fayetteville State
versity at East Bay; Craig Hill, Georgia State University; University; Mike Umble, Baylor University; Javad Varzan-
Jim Ho, University of Illinois at Chicago; Seong Hyun Nam, deh, California State University at San Bernardino; Timothy
University of North Dakota; Jonatan Jelen, Mercy College; Vaughan, University of Wisconsin at Eau Claire; Emre Veral,

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 Final PDF to printer

Preface ix

Baruch College; Mark Vroblefski, University of Arizona; Geoff Willis, University of Central Oklahoma; Pamela Zelbst,
Gustavo Vulcano, New York University; Walter Wallace, Sam Houston State University; Jiawei Zhang, NYU; Zheny-
Georgia State University; James Walters, Ball State Univer- ing Zhao, University of Maryland; Yong-Pin Zhou, Univer-
sity; John Wang, Montclair State University; Tekle Wanorie, sity of Washington.
Northwest Missouri State University; Jerry Wei, University
of Notre Dame; Michael Whittenberg, University of Texas; William J. Stevenson

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 Final PDF to printer

Walkthrough

MAJOR STUDY AND LEARNING FEATURES

A number of key features in this text have been specifically

designed to help introductory students learn, understand, and
apply operations concepts and problem-solving techniques.

Examples with Solutions

Throughout the text, wherever a quantitative or Rev.Confirming Pages
analytic technique is introduced, an example is
included to illustrate the application of that tech-
nique. These are designed to be easy to follow.
Chapter Three Forecasting 103

Determining a Regression Equation EXAMPLE 8

Sales of new houses and three-month lagged unemployment are shown in the following
table. Determine if unemployment levels can be used to predict demand for new houses
mhhe.com/stevenson14e
and, if so, derive a predictive equation.
Period . . . . . . . . . . . . . 1 2 3 4 5 6 7 8 9 10 11
Units sold . . . . . . . . . . 20 41 17 35 25 31 38 50 15 19 14
Unemployment %
(three-month lag) 7.2 4.0 7.3 5.5 6.8 6.0 5.4 3.6 8.4 7.0 9.0

1. Plot the data to see if a linear model seems reasonable. In this case, a linear model S O L U T I O N
seems appropriate for the range of the data.

50

40
Units sold, y

30

20

10

0
2 4 6 8 10
Level of unemployment (%), x

2. Check the correlation coefficient to confirm that it is not close to zero using the web-
site template, and then obtain the regression equation:
r = −.966
This is a fairly high negative correlation. The regression equation is
y = 71.85 − 6.91x
Note that the equation pertains only to unemployment levels in the range 3.6 to 9.0, because
sample observations covered only that range.

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 Chapter Two Competitiveness, Strategy, and Productivity Final PDF to printer
1. Competitive pressure often means that business organizations must frequently assess their com-
petitors’ strengths and weaknesses, as well as their own, to remain competitive. KEY POINTS
2. Strategy formulation is critical because strategies provide direction for the organization, so they
can play a role in the success or failure of a business organization.
3. Functional strategies and supply chain strategies need to be aligned with the goals and strategies
of the overall organization.
4. The three primary business strategies are low cost, responsiveness, and differentiation.
5. Productivity is a key factor in the cost of goods and services. Increases in productivity can
become a competitive advantage.
6. High productivity is particularly important for organizations that have a strategy of low costs.

competitiveness, 42 mission statement, 44 quality-based strategies, 52

core competencies, 46 operations strategy, 51 strategies, 44 KEY TERMS
environmental scanning, 48 order qualifiers, 48 SWOT, 48

Solved Problems goals, 44

mission, 44
order winners, 48
productivity, 56
tactics, 45
time-based strategies, 53

At the end of chapters

and chapter ­supplements, SOLVED PROBLEMS
“Solved Problems” are Computing Productivity Problem 1
­provided to illustrate A company that processes fruits and vegetables is able to produce 400 cases of canned peaches in
one-half hour with four workers. What is labor productivity?
­problem solving and the Quantity produced 400 cases
mhhe.com/stevenson14e

Labor productivity = ________________ = ________________________ Solution

core ­concepts in the chapter. Labor hours 4 workers × 1 / 2 hour / worker
= 200 cases per labor hour
These have been carefully
prepared to help students Computing Multifactor Productivity Problem 2
A wrapping-paper company produced 2,000 rolls of paper in one day. Labor cost was $160, material
understand the steps cost was $50, and overhead was $320. Determine the multifactor productivity.
mhhe.com/stevenson14e
Quantity produced
involved in solving different Multifactor productivity = ______________________________
Labor cost + Material cost + Overhead
Solution
types of problems. The Excel 2,000 rolls
= _______________ = 3.77 rolls per dollar input
$160 + $50 + $320
logo indicates that a spread-
A variation of the multifactor productivity calculation incorporates the standard price in the
sheet is available on the numerator by multiplying the units by the standard price.Rev.Confirming Pages

text’s website.
Computing Multifactor Productivity Problem 3
Compute the multifactor productivity measure for an eight-hour day in which the usable output was
300 units, produced by three workers who used 600 pounds of materials. Workers have an hourly
mhhe.com/stevenson14e
wage of $20, and material cost is $1 per pound. Overhead is 1.5 times labor cost.
Chapter Sixteen Scheduling Usable output 707
Multifactor productivity = __________________________________ Solution
Labor cost + Material cost + Overhead cost
300 units
TABLE 16.5 Excel solution for Example 2a = _____________________________________________________
(3 workers × 8 hours × $20 / hour) + (600 pounds × $1 / pound) +

300 units
Excel Spreadsheet
(3 workers × 8 hours × $20 / hour × 1.50)
= ________________
$480 + $600 + $720
= .167 units of output per dollar of input
Solutions
Where applicable, the
­examples and solved
­problems include screen
shots of a spreadsheet
ste3889X_ch02_040-073.indd 63
solution. 09/04/19 09:59 AM

Source: Microsoft

c. Using earliest due date as the selection criterion, the job sequence is C-A-E-B-D-F.
The measures of effectiveness are as follows (see table):
(1) Average flow time: 110/6 = 18.33 days xi
(2) Average tardiness: 38/6 = 6.33 days
(3) Average number of jobs at the work center: 110/41 = 2.68

(1) (2) (3) (2) – (3)

Job Processing Flow Due Days Tardy
Sequence Time Time Date [0 if negative]
C 4 4 4 0
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A xi 2 6 7 0 11/29/19 03:49 PM
E 5 11 15 0
 Final PDF to printer

CHAPTER ELEMENTS

Within each chapter, you will find the following elements

that are designed to facilitate study and learning. All of
these have been carefully developed over many editions and
have proven to be successful.

Learning Objectives
Every chapter and supplement lists the ­learning
objectives to achieve when studying the ­chapter Rev.Confirming Pages

material. The learning objectives are also Rev.Confirming Pages

included next to the specific material in the

­margins of the text.

4
C H A P T E R
Product and Service
Design

LEARNING OBJECTIVES
After completing this chapter, you should be able to:
LO4.1 Explain the strategic importance of product and service design.
LO4.2 Describe what product and service design does.
LO4.3 Name the key questions of product and service design.
LO4.4 Identify some reasons for design or redesign.
LO4.5 List some of the main sources of design ideas.
LO4.6 Discuss the importance of legal, ethical, and sustainability considerations in product and service design.
Mark Lennihan/AP Images
LO4.7 Explain the purpose and goal of life-cycle assessment.
LO4.8 Explain the phrase “the 3 Rs.”
LO4.9 Briefly describe the phases in product design and development.
165 Service Blueprinting 168 4.12 Operations Strategy 170
LO4.10 Discuss several key issues in product or service design. 4.11 Service
OverviewDesign
of Service Design 166 Characteristics of Well- Operations Tour: High Acres
LO4.11 Discuss the two key issues in service design. Differences between Designed Service Systems 168 Landfill 174
LO4.12 List the characteristics of well-designed service systems. Service Design and Challenges of Service Chapter Supplement:
Product Design 166 Design 169 Reliability 176
LO4.13 List some guidelines for successful service design.
Phases in the Service Design Guidelines for Successful
Process 167 Service Design 169
C H A P T E R O U T L I N E
4.1 Introduction 140 4.7 Environmental Factors: Designing for Mass
What Does Product and Service Sustainability 146 Customization 154 The essence of a business organization is the products and services it offers, and every LO4.1 Explain the strate-
Design Do? 140 Cradle-to-Grave Assessment 146 Reliability 156 aspect of the organization and its supply chain are structured around those products gic importance of product
Objectives of Product and End-of-Life Programs 147 Robust Design 157 and services. Organizations that have well-designed products or services are more and service design.
Service Design 141 The Three Rs: Reduce, Reuse, Degree of Newness 158 likely to realize their goals than those with poorly designed products or services. Hence,
Key Questions 141 and Recycle 147
Reduce: Value Analysis 147
Quality Function Deployment 158 organizations have a strategic interest in product and service design. Product or service design should be closely tied
Reasons for Product or Service The Kano Model 160
Design or Redesign 141 Reuse: Remanufacturing 148 to an organization’s strategy. It is a major factor in cost, quality, time-to-market, customer satisfaction, and competitive
Recycle 149 4.9 Phases in Product Design advantage. Consequently, marketing, finance, operations, accounting, IT, and HR need to be involved. Demand fore-
4.2 Idea Generation 142 and Development 162
4.3 Legal and Ethical 4.8 Other Design casts and projected costs are important, as is the expected impact on the supply chain. It is significant to note that an
Considerations 151 4.10 Designing for Production 163
Considerations 144
Concurrent Engineering 163
important cause of operations failures can be traced to faulty design. Designs that have not been well thought out, or
Strategies for Product or
4.4 Human Factors 145 Service Life Stages 151 Computer-Aided Design are incorrectly implemented, or instructions for assembly or usage that are wrong or unclear, can be the cause of prod-
4.5 Cultural Factors 145 Product Life Cycle (CAD) 164 uct and service failures, leading to lawsuits, injuries and deaths, product recalls, and damaged reputations.
4.6 Global Product and Service Management 153 Production Requirements 165
Design 146 Degree of Standardization 153 Component Commonality 165 continued

138 139

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ste3889X_ch04_138-175.indd 139 08/01/19 07:17 AM

Chapter Outlines Opening Vignettes

Every chapter and supplement includes an Each chapter opens with an introduction to the
outline of the topics covered. important operations topics covered in the ­chapter.
This enables students to see the relevance of
xii
­operations management in order to actively engage
in learning the material.

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 Final PDF to printer

Figures and Photos

The text includes photographs and
Rev.Confirming Pages
graphic illustrations to support
­student learning and provide interest
and motivation. Approximately 100
­carefully selected photos highlight 246 Chapter Six Process Selection and Facility Layout
the 14th edition. The photos illustrate
FIGURE 6.1 Inputs Outputs
applications of operations and supply Process selection and
chain concepts in many successful capacity planning influence Forecasting
Facilities and
equipment
system design
companies. More than 400 graphic Capacity

illustrations, more than any other Planning

text in the field, are included and all Product and

service design
Layout

are color coded with ­pedagogical Rev.Confirming Pages

Process
­consistency to assist students in Selection

understanding concepts. Technological Work

change design
56 Chapter Two Competitiveness, Strategy, and Productivity

A major key to Apple’s continued

success is its ability to keep pushing
the boundaries of innovation. Apple
6.1 INTRODUCTION
LO6.1 Explain the
has demonstrated how to create
growth by dreaming up products so strategic importance of Process selection refers to deciding on the way production of goods or services will be orga-
new and ingenious that they have process selection and the nized. It has major implications for capacity planning, layout of facilities, equipment, and
upended one industry after another. influence it has on the design of work systems. Process selection occurs as a matter of course when new products or
organization and its supply services are being planned. However, it also occurs periodically due to technological changes
chain. in products or equipment, as well as competitive pressures. Figure 6.1 provides an overview
of where process selection and capacity planning fit into system design. Forecasts, product
and service design, and technological considerations all influence capacity planning and pro-
cess selection. Moreover, capacity and process selection are interrelated, and are often done in
concert. They, in turn, affect facility and equipment choices, layout, and work design.
How an organization approaches process selection is determined by the organization’s pro-
cess strategy. Key aspects include:
• Capital intensity: The mix of equipment and labor that will be used by the organization.
Pieter Beens/Shutterstock
• Process flexibility: The degree to which the system can be adjusted to changes in
processing requirements due to such factors as changes in product or service design,
changes in volume processed, and changes in technology.

Moreover, this approach pays little attention to suppliers and government regulations, and
6.2 PROCESS SELECTION
community, environmental, and sustainability issues are missing. These are closely linked,
and business organizations LO6.2
need to Name theoftwo
be aware the impact they are having in these areas and
respond accordingly. Otherwise, organizations
main factors Process
may be subject
that influence choice
to attack by is demand-driven.
pressure groups The two key questions in process selection are:
and risk damage to their reputation.
process selection.
1. How much variety will the process need to be able to handle?
2. How much volume will the process need to be able to handle?
Answers to these questions will serve as a guide to selecting an appropriate process. Usu-
2.7 PRODUCTIVITY ally, volume and variety are inversely related; a higher level of one means a lower level of the
LO2.6 Define the term
other. However, the need for flexibility of personnel and equipment is directly related to the
productivity and explain One of the primary responsibilities of a manager is to achieve productive use of an organiza-
why it is important to com-
level
tion’s resources. The term productivity is used to describe this. of variety the
Productivity is anprocess will need to handle: The lower the variety, the less the need for
index that
panies and to countries. flexibility,
measures output (goods and services) relative to the input (labor, while
materials, the higher
energy, the variety, the greater the need for flexibility. For example, if a
and other
worker’s
resources) used to produce it. It is usually expressed as the ratio job to
of output in input:
a bakery is to make cakes, both the equipment and the worker will do the same
Productivity A measure of thing day after day, with little need for flexibility. But if the worker has to make cakes, pies,
Output cookies, brownies, and croissants, both the worker and the equipment must have the flexibil-
the effective use of resources, Productivity = ______ (2–1)
usually expressed as the ratio Input ity to be able to handle the different requirements of each type of product.
of output to input. Thereitisisanother
Although productivity is important for all business organizations, aspect
particularly of variety that is important. Variety means either having dedicated
impor-
tant for organizations that use a strategy of low cost, becauseoperations
the higherfortheeach differentthe
productivity, product or service, or if not, having to get equipment ready every
lower the cost of the output. time there is the need to change the product being produced or the service being provided.
A productivity ratio can be computed for a single operation, a department, an organiza-
tion, or an entire country. In business organizations, productivity ratios are used for planning
workforce requirements, scheduling equipment, financial analysis, and other important tasks.
Productivity has important implications for business organizations and for entire nations.
For nonprofit organizations, higher productivity means lower costs; for profit-based organiza-
tions, productivity is an important factor in determining how competitive a company is. For
a nation, the rate of productivity growth is of great importance. Productivity growth is the
ste3889X_ch06_244-299.indd 246 08/01/19 07:28 AM
increase in productivity from one period to the next relative to the productivity in the preced-
ing period. Thus,
Current productivity − Previous productivity xiii
Productivity growth = _____________________________________ × 100 (2–2)
Previous productivity

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ste3889X_ch02_040-073.indd 56 09/04/19 09:59 AM
 Final PDF to printer

Rev.Confirming Pages

Chapter Five Strategic Capacity Planning for Products and Services 213

5.12 OPERATIONS STRATEGY Operations Strategies

The strategic implications of capacity decisions can be enormous, impacting all areas of the An Operations Strategy section
organization. From an operations management standpoint, capacity decisions establish a set is included at the end of most
of conditions within which operations will be required to function. Hence, it is extremely
important to include input from operations management people in making capacity decisions.
­chapters. These sections discuss
Flexibility can be a key issue in capacity decisions, although flexibility is not always an how the chapters’ concepts can
option, particularly in capital-intensive industries. However, where possible, flexibility allows
an organization to be agile—that is, responsive to changes in the marketplace. Also, it reduces
be applied and how they impact
to a certain extent the dependence on long-range forecasts to accurately predict demand. And the operations of a company.
flexibility makes it easier for organizations to take advantage of technological and other inno-
vations. Maintaining excess capacity (a capacity cushion) may provide a degree of flexibility,
albeit at added cost.
Some organizations use a strategy of maintaining a capacity cushion for the purpose of
blocking entry into the market by new competitors. The excess capacity enables them to pro-
duce at costs lower than what new competitors can. However, such a strategy means higher-
than-necessary unit costs, and it makes it more difficult to cut back if demand slows, or to
shift to new product or service offerings.
Efficiency improvements and utilization improvements can provide capacity increases.
Such improvements can be achieved by streamlining operations and reducing waste. The
chapter on lean operations describes ways for achieving those improvements.
Bottleneck management can be a way to increase effective capacity, by scheduling non-
bottleneck operations to achieve maximum utilization of bottleneck operations.
In cases where capacity expansion will be undertaken, there are two strategies for deter-
mining the timing and degree of capacity expansion. One is the expand-early strategy (i.e.,
before demand materializes). The intent might be to achieve economies of scale, to expand
market share, or to preempt competitors from expanding. The risks of this strategy include Rev.Confirming Pages
an oversupply that would drive prices down, and underutilized equipment that would result in
higher unit costs.
The other approach is the wait-and-see strategy (i.e., to expand capacity only after demand
materializes, perhaps incrementally). Its advantages include a lower chance of oversupply due
to more accurate matching of supply and demand, and higher capacity utilization. The key
READING DUTCH BOY BRUSHES
risks are loss of market share and the inability to meet demand if expansion requires a long
UP ITS PAINTS
lead time.
Sherwin-Williams’ Dutch Boy Group put a revolutionary spin on
In cases where capacity contraction will paint be undertaken, capacity
cans with its innovative disposal Twist
square-shaped strategies
& PourTM
become important. This can be the result of thepaint-delivery
need to replace
container aging equipment
for the Dirt with
Fighter interior latexnewer
paint line.
equipment. It can also be the result of outsourcing and downsizing
The four-piece square containeroperations. The
could be the first majorcost or in
change
how house paint is packaged in decades. Lightweight but sturdy,
benefit of asset disposal should be taken into account when contemplating these actions.
the Twist & Pour “bucket” is packed with so many conveniences, it

Readings is next to impossible to mess up a painting project.

Winning Best of Show in an AmeriStar packaging competi-
tion sponsored by the Institute of Packaging Professionals, the
Readings highlight important
Capacity refers to a system’s potential for producingexclusive,
goods orall-plastic
delivering
paint services over aalmost
container stands specified
7½ in. time
tall and
holds 126isoz.,
interval. Capacity decisions are important because capacity a bit lesson
a ceiling than 1 gal. Rust-resistant
output and a majorand moisture-
determi- SUMMARY
real-world applications, ­provide
nant of operating costs.
resistant, the plastic bucket gives users a new way to mix, brush,
and store paint.
examples of production/­
Three key inputs to capacity planning are the kind ofA capacity
hollow handlethatonwill
one be
sideneeded,
makes it how muchtowill
comfortable pourbeand
needed, and when it will be needed. Accurate forecasts areA critical
carry. convenient,to the planning
snap-in process.
pour spout neatly pours paint into
operations issues, and offer
The capacity planning decision is one of the most a trayimportant decisions
with no dripping but canthat managers
be removed make.toThe
if desired, allow
capacity decision is strategic and long term in nature,a wide brushinvolving
often to be dipped into the 5¾-in.-diameter
a significant mouth. Cap-
initial investment
further elaboration of the text
of capital. Capacity planning is particularly difficultping the container
in cases whereis returns
a large, twist-off lid that over
will accrue requires no tools to
a lengthy
material. They also provide a
period, and risk is a major consideration.
open or close. Molded with two lugs for a snug-finger-tight clos-
ing, the threaded cap provides a tight seal to extend the shelf life
Jerry Simon

A variety of factors can interfere with effective capacity, so effective capacity is usually somewhat
basis for classroom discussion of unused paint.
less than design capacity. These factors include facilitiesWhiledesign and layout,
the lid requires no tools human
to access,factors,
the snap-offproduct/
carry bail
in the bottom that mates with the lid’s top ring. “The new design
allows for one additional shelf facing on an eight-foot rack or
and generate interest in the
service design, equipment failures, scheduling problems,
can be
and quality
is assembled on theconsiderations.
container in a “locked-down position” and
pulled up after purchase for toting or hanging on relate
a ladder.
shelf area.”
Capacity planning involves long-term and short-term considerations. Long-term considerations The labels are applied automatically, quite a feat, considering
subject matter. Many of the Large, nearly 4½-inch-tall label panels allow glossy front and back
to the overall level of capacity; short-term considerations relate to variations in capacity requirements their complexity, size, and the hollow handle they likely encounter
labels printed and UV-coated to wrap around the can’s rounded during application. MacDonald admits, “Label application was a
due to seasonal, random, and irregular fluctuations corners,
end-of-chapter readings include in demand. Ideally, display.
for an impressive capacity will match demand.
challenge. We had to modify the bottle several times to accom-
Jim MacDonald, co-designer of the Twist & Pour and a packag- modate the labeling machinery available.”
assignment questions. ing engineer at Cleveland-based Sherwin-Williams, tells Packaging
Digest that the space-efficient, square shape is easier to ship and Source: “Dutch Boy Brushes Up Its Paints,” Packaging Digest, October 2002.
easier to stack in stores. It can also be nested, courtesy of a recess Copyright ©2002 Reed Business Information. Used with permission.

4.2 IDEA GENERATION

ste3889X_ch05_190-221.indd 213 08/01/19 07:22 AM
LO4.5 List some of the
main sources of design Ideas for new or redesigned products or services can come from a variety of sources, includ-
ideas. ing customers, the supply chain, competitors, employees, and research. Customer input can
come from surveys, focus groups, complaints, and unsolicited suggestions for improvement.
xiv Input from suppliers, distributors, and employees can be obtained from interviews, direct or
indirect suggestions, and complaints.
One of the strongest motivators for new and improved products or services is competi-
tors’ products and services. By studying a competitor’s products or services and how the
competitor operates (pricing policies, return policies, warranties, location strategies, etc.), an
organization can glean many ideas. Beyond that, some companies purchase a competitor’s
product and then carefully dismantle and inspect it, searching for ways to improve their
Reverse engineering Dis- own product. This is called reverse engineering. Automotive companies use this tactic in
mantling and inspecting a developing new models. They examine competitors’ vehicles, searching for best-in-class
competitor’s product to dis- components (e.g., best hood release, best dashboard display, best door handle). Sometimes,
ste3889X_fm_i-1.indd xiv cover product improvements. reverse engineering can enable a company to leapfrog the competition by developing an even03:49 PM
11/29/19
better product. However, some forms of reverse engineering are illegal under the Digital
 Technique Formula Definitions

Ft = a + bt
Final PDF to printer
where
n∑ ty − ∑ t∑ y a = y intercept
Linear trend forecast b = ______________
n∑ t 2 − (∑ t 2) b = Slope
∑ y − b∑ t
a = ______ or ¯y − b¯t
n

Trend-adjusted TAF t+1 = S t + T t t = Current period

forecast where TAF t+1 = Trend-adjusted forecast for
S t = TAF t + α( A t − TAF t) next period
T t = T t−1 + β( TAF t − TAF t−1 − T t−1) S = Previous forecast plus
smoothed error
T = Trend component

Y c = a + bx y c = Computed value of dependent

where variable
n (∑ xy ) − (∑ x) (∑ y) x = Predictor (independent) variable
Linear regression b = _____________________
n(∑ x 2) − (∑ x 2) b = Slope of the line
forecast
a = Value of y c when x = 0
∑ y − b∑ x

END-OF-CHAPTER RESOURCES a = ______ or ¯y − b¯x

n

√
________
Standard error of ∑ (y − y c) 2
_______
S e = Standard error of estimate
estimate Se = y = y value of each data point
n−2
n = Number of data points

For student study and review, the following items are

t
Tracking signal ∑e
TS t = _____
MAD t
_____
√ √
Control limits UCL = 0 + z MSE
_____ MSE = standard deviation

­provided at the end of each chapter or chapter supplement.

_____ z = Number of standard deviations;
√ LCL = 0 − z MSE
2 and 3 are typical values
Microsoft

Summaries and Key Points

1. Demand forecasts are essential inputs for many business decisions. They help managers decide
how much supply or capacity will be needed to match expected demand, both within the organiza- KEY POINTS
tion and in the supply chain.
2. Because of random variations in demand, it is likely that the forecast will not be perfect, so man-

3.
agers need to be prepared to deal with forecast errors.
Other, nonrandom factors might also be present, so it is necessary to monitor forecast errors to
Chapters contain summaries that provide an
4.
check for nonrandom patterns in forecast errors.
It is important to choose a forecasting technique that is cost-effective and one that minimizes fore-
Rev.Confirming Pages overview of the material covered, and the
cast error.
key points of the chapter are emphasized in a
associative model, 80 judgmental forecasts, 80 regression, 98
bias, 109
centered moving average, 96
least squares line, 99
linear trend equation, 89
seasonality, 82
seasonal relative, 94
KEY TERMS
­separate section.
control chart, 107 Chapter One deviation
mean absolute Introduction to Operations Management
seasonal variations, 93 37
correlation, 102 (MAD), 106 standard error of estimate, 100 Confirming Pages
cycle, 82 mean absolute percent error time series, 82
7. What are models
Delphi
8. Why error,
method,and
is the
81why are they important?
(MAPE), 106
degree of customization an mean
105 important consideration
squared
time-series forecasts, 80
in process
error (MSE), 106 planning?
tracking signal, 109
Key Terms
9. Listexponential smoothing,
the trade-offs 87consider for
you would moving
each average,
of these 84
decisions: trend, 82
focus forecasting, 88 naive forecast, 82
a. Driving your own car versus public transportation.
forecast, 76 predictor variables, 98
trend-adjusted exponential
smoothing, 92
Key
Chapter Five
terms are highlighted in the text and then217
Strategic Capacity Planning for Products and Services
b. irregular
Buying a variation,
computer 82
now versus waiting for an
random improved82model.
variations, weighted average, 86
c. Buying a new car versus buying a used car. repeated in the margin with brief definitions for
5. Give some examples of building flexibility into system design.
d. Speaking up in class versus waiting to get called on by the instructor.
e. A small business owner having a website versus newspaper advertising. emphasis.
6. Why is it important to adopt a big-picture They
approach to capacity are listed at the end of each
planning?

Taking Stock and Critical

10. Describe each of these systems: craft production, mass production, and lean production.
11. Why might some workers prefer not to work in a lean production environment?
7. What is meant by “capacity in chunks,” and why is that a factor in capacity planning?
8. What kinds of capacity problems do chapter
many elementary(along
and secondarywith page experi-
schools periodically references) to aid in
Thinking Exercises
12. Discuss the importance of each of the following:
a. ste3889X_ch03_074-137.indd
Matching supply and demand 117
ence? What are some alternatives to deal with those problems?

09/25/19 10:58 AM
reviewing.
9. How can a systems approach to capacity planning be useful?
10. How do capacity decisions influence productivity?
These activities encourage analytical thinking
b. Managing a supply chain
13. List and briefly explain the four basic sources of variation, and explain why it is important for
11. Why is it important to match process capabilities with product requirements?
12. Briefly discuss how uncertainty affects capacity decisions.
managers to be able to effectively deal with variation.
and14.help broaden
Why do people conceptual
do things that are unethical? understanding. 13. Discuss the importance of capacity planning in deciding on the number of police officers or fire
trucks to have on duty at a given time.
A ­q15.
uestion related
Explain the term value-added.
to ethics
16. Discuss the various impacts of outsourcing.
is included in the Discussion and Review Questions
14. Why is capacity planning one of the most critical decisions a manager has to make?
15. Why is capacity planning for services more challenging than it is for goods production?
­Critical Thinking Exercises.
17. Discuss the term sustainability, and its relevance for business organizations.
16. What are some capacity measures for each of the following?
a. University Each chapter and each supplement have a
b. Hospital
This item appears at the end of each chapter. It is intended to focus your attention on three key
issues for business organizations in general, and operations management in particular. Those issues TAKING c.STOCK
Computer repair shop list of discussion and review questions. These
d. Farm
are trade-off decisions, collaboration among various functional areas of the organization, and the
impact of technology. You will see three or more questions relating to these issues. Here is the first precede
17. What is the benefit to a business organization of havingthe
capacityproblem
measures? sets and are intended
set of questions:
1. What are trade-offs? Why is careful consideration of trade-offs important in decision making?
to serve as a student self-review or as class
1. What are the major trade-offs in capacity planning?
2. Who needs to be involved in capacity­d iscussion starters.
2. Why is it important for the various functional areas of a business organization to collaborate? TAKING STOCK
planning?
3. In what general ways does technology have an impact on operations management decision 3. In what ways does technology have an impact on capacity planning?
making?

1. A computer repair service has a design capacity of 80 repairs per day. Its effective capacity, how-
ever, is 64 repairs per day, and its actual output is 62 repairs per day. The manager would like to CRITICAL THINKING
This item also will appear in every chapter. It allows you to critically apply information you learned in increase the number of repairs per day because demand is higher than 70 repairs per day, creating a EXERCISES
the chapter to a practical situation. Here is the first set of exercises: CRITICAL THINKING
backlog of orders. Which factors would you recommend that the manager investigate? Explain your
EXERCISES
1. Many organizations offer a combination of goods and services to their customers. As you learned reasoning.
in this chapter, there are some key differences between the production of goods and the delivery of 2. Compared to manufacturing, service requirements tend to be more time dependent, location depen-
services. What are the implications of these differences relative to managing operations? dent, and volatile. In addition, service quality is often directly observable by customers. Find a
recent article in a business magazine that describes how a service organization is struggling with
2. Why is it important to match supply and demand? If a manager believes that supply and demand
one or more of these issues and make recommendations on what an organization needs to do to
will not be equal, what actions could the manager take to increase the probability of achieving a
overcome these difficulties.
match?
3. Identify four potential unethical actions or inactions related to capacity planning, and the ethical
3. One way that organizations compete is through technological innovation. However, there can be principle each violates (see Chapter 1).
downsides for both the organization and the consumer. Explain.
4. Any increase in efficiency also increases utilization. Although the upper limit on efficiency is
4. What ethical considerations are important in development of technology in general, as well as AI 100 percent, what can be done to achieve still higher levels of utilization?
(artificial intelligence)?
5. a. What would cause a businessperson to make an unethical decision?

Problem Sets
b. What are the risks of doing so?
1. Determine the utilization and efficiency for each of the following situations.
a. A loan processing operation that processes an average of 7 loans per day. The operation has a
PROBLEMS
design capacity of 10 loans per day and an effective capacity of 8 loans per day.

Each chapter includes a set of problems b. A furnace repair team that services an average of four furnaces a day if the design capacity is
six furnaces a day and the effective capacity is five furnaces a day.

for assignment. The problems have been c. Would you say that systems that have higher efficiency ratios than other systems will always
have higher utilization ratios than those other systems? Explain.

refined over many editions and are intended 2. In a job shop, effective capacity is only 50 percent of design capacity, and actual output is 80 percent
of effective output. What design capacity would be needed to achieve an actual output of eight jobs
per week?
to be challenging but doable for students.
ste3889X_ch01_002-039.indd 37 08/01/19 06:47 AM

Short answers to most of the problems

are included in Appendix A so students
can check their understanding and see ste38891_ch05_190-221.indd 217 07/12/19 04:29 PM

­immediately how they are progressing.

xv

ste3889X_fm_i-1.indd xv 11/29/19 03:49 PM

 After the dot-com business he tried to start folded, David “Marty” Final PDF to printer
Dawkins decided to pursue his boyhood dream of owning a bike
factory. After several false starts, he finally got the small company suppliers):
up and running. The company currently assembles two models
Marty designed: the Arrow and the Dart. The company hasn’t Item Lead Time (weeks) On Hand Lot-Sizing Rule
turned a profit yet, but Marty feels that once he resolves some of Arrow 2 5 Lot-for-lot
the problems he’s having with inventory and scheduling, he can Dart 2 2 Lot-for-lot
increase productivity and reduce costs. X 1 5 Multiples of 25
At first, he ordered enough bike parts and subassemblies for
W 2* 2 Multiples of 12
four months’ worth of production. Parts were stacked all over the
place, seriously reducing work space and hampering movement F 1 10 Multiples of 30
of workers and materials. And no one knew exactly where any- K 1 3 Lot-for-lot
thing was. In Marty’s words, “It was a solid mess!” Q 1 15 Multiples of 30
He and his two partners eventually managed to work off M 1 0 Lot-for-lot
most of the inventory. They hope to avoid similar problems in the *LT = 3 weeks for orders of 36 or more units on this item
future by using a more orderly approach. Marty’s first priority is to Confirming Pages
Scheduled receipts are:
develop a materials requirement plan for upcoming periods. He
wants to assemble 15 Arrows and 10 Darts each week, to have Period 1: 20 Arrows and 18 Ws
Operations Tours them ready at the start of weeks 4 through 8. The product struc-
ture trees for the two bikes follow.
Period 2: 20 Darts and 15 Fs
As the third partner, it is your job to develop the material require-
These provide a simple “walkthrough” of an ­operation Arrow
Chapter Thirteen MRP and ERP
Dart ments plan. 605

for students, describing the company, its product

17. The MRP Department has a problem. Its computer
X “died”
M just as it spit W
out the following
K(2) infor- F
or service, and its Planned
mation: process of managing
order release operations.
for item J27 = 640 units in week 2. The firm has been able to
reconstruct all the information they lost except
F the master schedule for end item 565. The firm is
­Companies featured include
fortunate because Wegmans
J27 is used Food
only in 565s. Given Markets,
the following productW(2)
structure tree and asso-
Q
ciated inventory status record information, determine what master schedule entry for 565 was
Morton Salt, Stickley Furniture, and Boeing.
exploded into the material requirements plan that killed the computer.

Part Number On Hand Lot Size Lead Time 565

565 0 Lot-for-lot 1 week
X43 60 Multiples of 120 1 week
X43 Y36 (2) N78
N78 0 Lot-for-lot 2 weeks
Y36 200 Lot-for-lot 1 week
OPERATIONS TOUR
J27 0 Lot-for-lot 2 weeks
J27 (4) X43 STICKLEY FURNITURE
18. Develop a material requirements plan for component H. Lead times for the end item and each compo-
nent except B are one week. The lead time forIntroduction
B is three weeks. Sixty units of A are needed at the start in New York State, two in Connecticut, one in North Carolina, and
of week 8. There are currently 15 units of B on hand and 130 of E on hand, and 50 units of H are in its furniture is sold nationally by some 120 dealers.
www.stickley.com
production and will be completed by the start of week 2. Lot-for-lot ordering will be used for all items.
AL. & J.G. Stickley was founded in 1900 by brothers Leopold and Production
George Stickley. Located just outside of Syracuse, New York, the The production facility is a large, rectangular building with a
company is a producer of fine cherry, white oak, and mahogany 30-foot ceiling. Furniture making is labor intensive, although saws,
furniture. In the 1980s, the company reintroduced the company’s sanders, and other equipment are very much a part of the pro-
B(2) original line of Cmission oak furniture, which now accounts for cess. In fact, electric costs average about $60,000 a month. The
nearly 50 percent of the company’s sales. company has its own tool room where cutting tools are sharp-
Over the years, the company experienced both good and bad ened, and replacement parts are produced as needed.
times, and at one point it employed over 200 people. However, Worker skills range from low-skilled material handlers to highly
D(2) E(2) by the
D(2)early 1970s, the business
E(4) was in disarray; there were only skilled craftsmen. For example, seven master cabinet makers han-
about 20 full-time employees, and the company was on the brink dle customized orders.
of bankruptcy. The present owners bought the ailing firm in 1974, The process (see figure below) begins with various sawing
and under their leadership, the company has prospered and grown, operations where large boards received from the lumber mills
H(3) and
K now has 1,350 H(3)employees. Stickley
K has five retail showrooms are cut into smaller sizes. The company recently purchased a

606

CASE PROMOTIONAL NOVELTIES

ste3889X_ch13_560-609.indd 606 08/08/19 09:27 AM

Promotional Novelties provides a wide range of novelty items for The company can complete final assembly of the tractor-
its corporate customers. It has just received an order for 20,000 trailers at the rate of 10,000 a week. The tractor and trailer bodies
toy tractor-trailers that will be sold by a regional filling station com- are purchased; lead time is three weeks. The wheels are the
pany as part of a holiday promotion. The order is to be shipped manager’s main concern.
at the beginning of week 8. The tree diagram shows the various The company has a sufficient supply of brackets on hand.
components of the trucks. Assembly time is one week each for tractors, trailers, and wheel
Tractor-trailer assembly. However, the wheel department can only produce
wheels at the rate of 100,000 a week. The manager plans to
use the wheel department to full capacity, starting in week 2
Tractor Trailer of the schedule, and order additional wheels from a supplier
as needed. Ordered wheels come in sets of 6,400. The lead
time for delivery from the supplier is expected to be two to
three weeks. Use lot-for-lot ordering for all items except the
Wheel Body Wheel Body purchased wheels.
assembly assembly
Questions
1. How many wheel sets should the manager order?
Wheels (6) Bracket Wheels (12) Bracket 2. When should the wheel sets be ordered?

ste3889X_ch13_560-609.indd 605 08/08/19 09:27 AM

Cases
The text includes short cases. The cases were
selected to provide a broader, more integrated
thinking opportunity for students without taking
a full case approach.

xvi

ste3889X_fm_i-1.indd xvi 11/29/19 03:49 PM

Visit https://testbankfan.com
now to explore a rich
collection of testbank or
solution manual and enjoy
exciting offers!
 Final PDF to printer

INSTRUCTOR RESOURCES
Available within Connect, instructors have access to teaching supports such as electronic files
of the ancillary materials: Solutions Manual, Instructor’s Manual, Test Bank, PowerPoint
Lecture Slides, Digital Image Library, and accompanying Excel files.

Instructor’s Manual. This manual, revised for the new edition by Tracie Lee, Idaho
State University, includes teaching notes, chapter overview, an outline for each chapter, and
­solutions to the problems in the text.

Test Bank. Updated for the new edition by Leslie Sukup, Ferris State University, and
reviewed by Nancy Lambe, University of South Alabama, the Test Bank includes over
2,000 true/false, multiple-choice, and discussion questions/problems at varying levels of
difficulty. The Test Bank is available to assign within Connect, as Word files available in
the Instructor Resource Library, and through our online test generator. Instructors can orga-
nize, edit, and customize questions and answers to rapidly generate tests for paper or online
administration.

PowerPoint Lecture Slides. Revised by Avanti Sethi, University of Texas-Dallas, 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 PowerPoint
slides or for class discussion.

xvii

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 Final PDF to printer

FOR INSTRUCTORS

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connect/smartbook
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make it affordable. challenges.
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Learning Management Systems— and come with training and
Blackboard®, Canvas, and D2L, among ongoing support when you need it
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FOR STUDENTS

Effective, efficient studying.

Connect helps you be more productive with your study time and get better grades using tools like
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 Final PDF to printer

Note to Students

The material in this text is part of the core knowledge in your 5. Discuss the subject matter in some depth, including its
education. Consequently, you will derive considerable ben- relevance, managerial considerations, and advantages
efit from your study of operations management, regardless and limitations.
of your major. Practically speaking, operations is a course in
You will encounter a number of chapter supplements.
management.
Check with your course syllabus to determine which ones are
This book describes principles and concepts of operations
included.
management. You should be aware that many of these prin-
This book places an emphasis on problem solving. There
ciples and concepts are applicable to other aspects of your
are many examples throughout the text illustrating solutions.
professional and personal life. You can expect the benefits of
In addition, at the end of most chapters and supplements you
your study of operations management to serve you in those
will find a group of solved problems. The examples within
other areas as well.
the chapter itself serve to illustrate concepts and techniques.
Some students approach this course with apprehension, and
Too much detail at those points would be counterproductive.
perhaps even some negative feelings. It may be that they have
Yet, later on, when you begin to solve the end-of-chapter
heard that the course contains a certain amount of quantitative
problems, you will find the solved problems quite helpful.
material that they feel uncomfortable with, or that the subject
Moreover, those solved problems usually illustrate more and
matter is dreary, or that the course is about “factory manage-
different details than the problems within the chapter.
ment.” This is unfortunate, because the subject matter of this
I suggest the following approach to increase your chances
book is interesting and vital for all business students. While
of getting a good grade in the course:
it is true that some of the material is quantitative, numerous
examples, solved problems, and answers at the back of the 1. Do the class preparation exercises for each chapter if
book help with the quantitative material. As for “factory man- they are available from your instructor.
agement,” there is material on manufacturing, as well as on 2. Look over the chapter outline and learning objectives.
services. Manufacturing is important, and something that you
3. Read the chapter summary, and then skim the chapter.
should know about for a number of reasons. Look around you.
Most of the “things” you see were manufactured: cars, trucks, 4. Read the chapter and take notes.
planes, clothing, shoes, computers, books, pens and pencils, 5. Look over and try to answer some of the discussion and
desks, and cell phones. And these are just the tip of the ice- review questions.
berg. So it makes sense to know something about how these 6. Work the assigned problems, referring to the solved
things are produced. Beyond all that is the fact that manufac- problems and chapter examples as needed.
turing is largely responsible for the high standard of living
people have in industrialized countries. Note that the answers to many problems are given at the
After reading each chapter or supplement in the text, end of the book. Try to solve each problem before turning to
attending related classroom lectures, and completing assigned the answer. Remember—tests don’t come with answers.
questions and problems, you should be able to do each of the And here is one final thought: Homework is on the
following: Highway to Success, whether it relates to your courses, the
workplace, or life! So do your homework, so you can have a
1. Identify the key features of that material. successful journey!
2. Define and use terminology.
3. Solve typical problems. W.J.S.
4. Recognize applications of the concepts and techniques
covered.

xx

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 Final PDF to printer

Brief Contents

Preface vii
1 Introduction to Operations Management 2
2 Competitiveness, Strategy, and Productivity 40
3 Forecasting 74
4 Product and Service Design 138
SUPPLEMENT TO CHAPTER 4: Reliability 176
5 Strategic Capacity Planning for Products and Services 190
SUPPLEMENT TO CHAPTER 5: Decision Theory 222
6 Process Selection and Facility Layout 244
7 Work Design and Measurement 300
SUPPLEMENT TO CHAPTER 7: Learning Curves 336
8 Location Planning and Analysis 348
9 Management of Quality 378
10 Quality Control 418
11 Aggregate Planning and Master Scheduling 464
12 Inventory Management 502
13 MRP and ERP 560
14 JIT and Lean Operations 610
SUPPLEMENT TO CHAPTER 14: Maintenance 646
15 Supply Chain Management 654
16 Scheduling 692
17 Project Management 732
18 Management of Waiting Lines 784
19 Linear Programming 824

Appendix A: Answers to Selected Problems 858

Appendix B: Tables 870
Appendic C: Working with the Normal Distribution 876
Appendic D: Ten Things to Remember Beyond the Final Exam 882
Company Index 883
Subject Index 884

xxi

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the cote back of the nankeen sail, where Bridget kept her doves at
night. While the parents moved back and forth, carrying the
remaining odds and ends and finding a place for them on the cart,
anxious treble voices issued from the load:
“Mah, did yer put in the skate?”
“Don’t fergit der duster handle.”
“Where’s der Jack Tar wagon?”
“Say, Biddy’s gone ter sleep.”
At last Domenico locked the door, and with Bridget by his side at
the shafts, began the exodus from Mulberry, first stopping to shake
his fist at the scene of his downfall and observe:
“I’m no dead-a yet, you bet-a!”
“Dead is it?” said Bridget, as she put her strength to the crossbar.
“Sure it’s yersilf’ll live manny a day to wink at the undertaker.”
It was smooth going over the asphalt of Bayard and Mulberry
Streets, and silently the strange caravan trundled along. San Patrizio
tolled a late hour for that quarter of early-rising toilers—eleven
o’clock—and the sidewalks, which had swarmed with buzzing life
earlier in the night, now gave back the echo of but a few heavy
footfalls. From Paradise Park the wooing children of Italy had
departed to their homes, leaving the benches to all-night lodgers of
other climes. Passing the Caffè Good Appetite, the Tomatoes were
startled by a mighty chorus of “bravoes” and “vivas,” followed by the
clink of wineglasses. It was Signor Di Bello and his boon comrades.
The merchant had just announced his betrothal and coming
marriage to Juno.
 CHAPTER XVI
THE LAST LADY UNMASKED

Dawn began to show the shapes of things an hour after the

Tomato outfit had left the environs of Jamaica and struck into a
gravel-strewn byway that followed the Long Island Railroad. All night
the banker and his faithful helpmeet had pushed the cart through a
country sparsely settled in places, but always with a good road under
the wheels. Now they had reached the last stage of their journey,
and the little passengers, who had fallen asleep on the ferryboat
crossing the East River, began to open their eyes. Mike was first to
crawl out from under the furniture, and Pat and Biddy appeared soon
afterward. They were allowed to get down and stretch their legs,
which they did by frisking ahead of the cart and dancing for pure joy
at finding themselves in a new and beautiful world. Never before had
they seen a piece of Nature larger than the lawn of Paradise. In the
delight and wonder of beholding the gloried east they almost forgot
to be hungry, but did not, and presently set up a cry for breakfast.
Bridget told them they would have to wait until the villa was reached,
which would be in a little while, her husband said. Their route now
lay directly over the pipe line of the Brooklyn aqueduct, the manhole
caps of which projected from the ground at intervals of a hundred
yards. To the north and east stretched a level countryside, covered in
spots with oaks of scrubby growth. From the low thicket a quail now
and then blew his shrill whistle, to the deep bewilderment of the
gamins of Mulberry. They would scamper after the mystery and
thrash the bushes for it, only to hear the piercing note elsewhere,
when the bird had flown away.
At last Signor Tomato, who had been peering anxiously into the
distance, pointed ahead and exclaimed:
“Be praised de Madonna! Ees-a dere! ees-a dere! Now ees-a all
right evrytheen.”
 “Phat’s there?”
“De villa Tomato. Ees-a var fine. You not see?”
“Upon me sowl I see nothin’ but two big black things that do look
like whales.”
Domenico put on a grin and said:
“Ah, my dear wife, moosta tell you de trut honesta. I’m been
mague lill fun. Deesa villa she no ees-a joosta der same lika de
housa. Ees-a not mague of wood; but you wait-a, some time I’m
show you how ees-a nice and cool-a de iron when ees-a cover wit
leaves. Pietro Sardoni he been liv-a here, and he lik-a var mooch,
I’m blief.”
“Phat d’yer mane at all at all? Is it not a house ye’re takin’ us to,
thin? What is it, annyway? Howly wafer! Pipes!”
They had drawn near enough for her to distinguish two black iron
pipes of the largest size used for underground conduits. Though they
seemed much smaller from that distance, each was twelve feet long
with an interior diameter of five feet. They lay side by side, as they
had been left by the builders of the aqueduct.
“Moosha, moosha,” she went on, but not relaxing her effort at the
shafts, “it’s far down in the worruld y’are now, Bridget O’Kelly, and
yer father’s own third cousin coachman to the Lord Mayor iv Dublin!”
“My dear wife, moosta forgive your husband; ees-a got northeen
better. De proverbio he say: One who is contented has enough.”
The strip of green that crowned the margin of the railroad cut was
spangled with bright yellow, and, his eye lighting on it, Signor Tomato
said, by way of a comforting crumb to Bridget:
“Look! Guess-a we goin’ mague plenta mon here pickin’
dandelion salad.”
One of the youngsters had heard the talk about the pipes, and,
telling the others, all three ran ahead to investigate. After a peep into
one of the huge tubes they came trooping back in a state of fright.
“Somebody in our pipe, pah!” said Mike.
 “A big man; guess he’s dead,” from Pat.
It had never struck Domenico’s fancy that the water pipes
whereon he had counted for a final refuge might become a château
in Spain because of some rival claimant to their shelter.
“Gran Dio! More trouble!” he whined, and bundled through the
grass to see for himself, while Bridget trudged on with the cart, the
children close at her heels. Stooping, he peered into one of the
pipes, rose again quickly, threw up his arms, brandished his open
hands, bent again, and put his head into the mouth of the iron
cavern. Then he sprang up and shrieked:
“It is he! By the blood of St. Januarius, his blood shall pay!”
From the deep pocket of his threadbare coat he drew a heavy-
bladed clasp knife, jerked it open, and the next instant would have
tried its steel on the awakened figure in the pipe but for Bridget, who
caught both his arms from behind and pinioned them in able style.
“Is it bloody murther yer’d be addin’ to all the rest, Dominick
Tomah-toe,” said she, tightening her grip, while the little man
struggled and profaned the canonized host. “Phat the divil’s the
manin’ iv it, annyhow?”
“Let-a go! You hear? Let-a go, I’m tell-a you! Look in de pipa and
you see ees-a what for. Guess-a you goin’ want kill too.”
At this point a well-thatched head stuck out of the pipe, and the
drowsy eyes of a man on his knees looked up wonderingly at the
group of Tomatoes. It was the face of Bertino Manconi.
“Ah-ha! Now you see what for I’m go kill. Let-a go, I’m tell-a you!”
“Aisy now, me darlint. No, no; I’ll not lave you go yit awhile; not till
that ghinny fire in ye has burnt out a bit. Will ye give me the knife?
Here, lave go iv it—there y’are. Now ye can use yer fists in
Donnybrook shtyle, and not a worrud from Bridget O’Kelly.”
She had captured the knife. Bertino was on his feet. Tomato
moved toward him with claws outspread.
 “See what you have done,” he snarled in the Naples patter.
“Famous joke, neh? To rob a poor man of his last cent, that you
might have a bust of your amorosa—some good-for-naught of a
woman! A-h-h! A famous joke! But you shall pay. Oh, woman, give
me that knife.”
“Phat ails yer fists?”
“You are a fool,” broke out Bertino, and the banker jumped at
him, but did not strike. “A fool, I say. You talk much and say nothing.
What is it about the bust? Tell me. Can’t you see I am hungry to
know? What has become of it? Is it a fine likeness of the
Presidentessa?”
“Presidentessa!” sneered the banker, and Bridget echoed the
word in like contempt.
“Yes. Beautiful, neh?”
The banker waved the back of his hand beneath his chin in token
that he was not to be fooled. “You are a great innocent. Yes; but you
can’t play off on me. You know it is not the First Lady of the Land.”
“Not the Presidentessa?”
“No, you thief!”
“For the love of the bright Saints, who is it?”
“Bah! You know.”
“I swear I do not. It was a picture of the Presidentessa that I sent
to the sculptor. Maria! Has Armando made the wrong woman?
Where is it?”
“Here.”
In a jiffy the furniture atop of it was removed and the boxed
marble set on the ground. When the paper had been torn off and the
face of Juno stood revealed in the morning’s first flush Bertino was
on hands and knees before it.
“Holy Madonna of Grace!” he shrieked, and got up covering his
eyes and turning away. “It is too much, too much!”
 “Who is it?” asked Bridget and Domenico in concert.
“My wife!”
“Arrah, now I know the mug iv it!” cried Bridget in triumph. “Sure
that pug nose has been dancin’ in me brain like a nightmare since
iver I seen it in the bank. She’s noane other than the singer I seen in
the Caffè of the Bella Siciliana the day ye was writin’ at the table. Do
ye moind?”
She spoke in Signor Tomato’s jargon, tinctured freely with dashes
of her mother brogue.
“Yes,” Bertino answered; “it was on that day she promised to be
my wife, and that day I wrote the letter to Armando and put in a
picture of the First Lady.”
“Be the same token, ye did nothin’ iv the koind, for it’s mesilf that
remimbers seein’ her take out that pictoor when ye ran to the dure at
her biddin’, and putt another wan in its place. Then it was she putt in
her own ugly mug and ruined the hull iv us. Sure anny blind man can
see it now wid half an eye. Worra, worra, why didn’t I know what it
mint at the toime!”
“I will kill her,” Bertino said in a low voice, and Signor Tomato
dropped wearily on the ground. It was the moment for a soul-thrilling
proverb, but the apt one would not come, and he eased his feelings
with the poor makeshift, “He who goes slow goes safe” (Chi va piano
va sano).
No impolite questions were put to Bertino concerning the affair
that had necessitated his sudden exit from Mulberry, nor did Bertino
give any hint of his belief, inspired by Juno’s ruse, that Signor Di
Bello had been laid low. Had not the ethics of Mulberry rendered the
knife-play and the names of all concerned a forbidden subject, they
could have told him that his uncle was up and about and cracking
walnuts in his usual form. But the vendetta is sacred, and Bridget,
itching as she was to discuss the murderous attempt, was too much
Italianized to venture upon that hallowed ground. Aided by their
knowledge of Signor Di Bello’s admiration for Juno, however, the
Tomatoes were easily able to understand why Bertino had risen to
the assertion of a husband’s rights under the law of the stiletto.
When Bertino told them he had slept in the pipe every night since
his hasty departure from the city, the banker, with an expansive
grace that atoned handsomely for the insult of attempting to slay
him, begged him to remain a guest at Villa Tomato. They were not
quite settled in their summer home, to be sure, but in a few minutes
they would be prepared to serve breakfast. The formality ended
here, for one and all they fell to the task of putting their house in
order. First the clamour of Mike, Pat, and Biddy was silenced by
issuing to each a large chunk of coarse bread, with the command
that they go at once and gather dry twigs for firewood. The urchins
returned quickly with the stock of bread greatly diminished, but the
store of firewood not much increased. Meantime Signor Tomato and
Bertino had set up the stove, and fitted a sheet-iron chimney to the
end of the pipe that was to serve as kitchen and parlour. Bridget
soon had a fire crackling, though it tried her back somewhat stooping
as she moved from the parlour door to the kitchen. But she did not
grumble. Her heart warmed with womanly response to the blessing
of a home, lowly as it was, and she stirred inside and out of the pipe
with a jollity of temper that bespoke the halcyon days of the babies.
The Last Lady, as they now called the wicked bust, had
swallowed all but a dollar or two of the bank’s capital, but for what
remained to give them a new start Bridget was full of thanksgiving.
She had rationed the outfit with a small supply of codfish, with which
to make the indispensable Neapolitan baccalà; a generous measure
of the cheap but enduring lupine beans, some bacon, red onions,
and a half dozen loaves of secondhand bread. So well had she
managed the finances that a balance of forty-seven cents was left in
the treasury. Soon after the blue smoke began writhing from the
chimney she had a pot of soup on the stove, and hungrily Domenico
and Bertino busied themselves in the current of its gustful odour.
They brought leafy boughs from the scrub oaks and fashioned them
thickly atop and beside both wings of the iron villa to shield it from
the sun’s fire. They made it look like a mound of the plain grown with
tangled greenery and pierced by two grottoes straight and smooth as
arrow shafts. Of the pipe not used as a kitchen they devised a
dormitory, and placed therein the Last Lady, first swathing her
tenderly in paper and putting her back in the casing of pine wood.
For doors the nankeen sail was made to serve a new turn, but not
without a throe of sorrow did the banker cut it in parts and fasten
them to the ends of the pipes.
The first meal cooked in the villa scullery was a triumph for
Bridget’s art. Never in all her Mulberry days had she produced a
better minestrone. Bertino was asked to a seat at the table, which
consisted of a piece of oilcloth spread on the ground. While they sat
like tailors in a circle spooning their thick soup from tin plates and
munching the secondhand bread, a bobolink and his wife, drawn by
the human habitation, dashed above them, weighing the question of
becoming neighbours:

“...Now they rise and now they fly;

They cross and turn, and in and out, and down the middle and
wheel about,
With a ’phew, shew, Wodolincon; listen to me, Bobolincon!”

At length they dropped in the high grass not many yards away,
and began laying the foundation for their house, undaunted by the
trio of natural nest burglars whose wondering eyes and ears had
taken them in. But Mike, Pat, and Biddy never discovered the pale-
blue egg that soon lay there; and in the days that followed, when the
other Tomatoes and Bertino were afield gathering dandelion leaves,
and Bridget sat with her knitting at the kitchen door, the rollicking
song of these trustful neighbours was often the only sound that
enlivened the desolate moor.
When Saturday morning came, and the push-cart was heaped
high with the esculent herbs, Signor Tomato said to Bridget:
“Guess ees-a better I’m goin’ to de cit for sell-a de salata. See
how moocha! Moosta have tree dollar for dat.”
“Sure,” said Bridget, and away he started with their first load of
produce for market. Bertino helped him push as far as Jamaica; then
he went to the post office to inquire for the letter that Juno had
promised to write telling him the result of his uncle’s wound. There
was no letter for him. He had made up his mind to get away from
America somehow should the death of Signor Di Bello make him a
murderer, but he thirsted for an accounting with Juno in the matter of
the bust. His wife had deceived him, and the canons of vendetta left
him only one course. At the same time he saw that he was in Juno’s
power, and for the present must do naught to fan her wrath. She
knew his hiding place, and could deliver him to the man-hunters of
the Central Office. What a simpleton he had been to tell her! Had his
heart not warned him all along that she did not love him? Well, he
was blind no more. He would wait, and if his uncle died, Australia or
any other land would do for a refuge, but he would not quit America
until he had collected from Juno the debt she owed him and the poor
sculptor whom her treachery would be sure to send to a madhouse.
As he trudged back to the pipes it occurred to him that there
would be fine lyric justice in a measure of vitriol well thrown at the
face that poor Armando’s marble so faithfully depicted. But to this
form of payment he quickly said no; smooth, lean steel, tried and
true, was the best friend of the vendetta.
When Signor Tomato reached Mulberry the day was spent, and
the market minstrels had begun their songs. It was no easy work for
him to find a place at the curbstone wherein he could squeeze and
join the long line of Saturday-night venders who filled the air with
their ditties. In the weary solitude of his journey from Jamaica he had
had ample time to plagiarize an ancient market couplet, so that when
he began to offer his wares he was able to do so in the manner of a
veteran:

“Dandelion, tra-la-la, dandelion, tra-la-lee;

Buy him and eat him, and lusty you’ll be!”

The people marvelled at beholding the banker in his new rôle, but
they bought of his stock, and the first venture of Villa Tomato in the
world of commerce was a resplendent success.
 CHAPTER XVII
THE FALCON SAVES THE DOVE

“Marianna!”
It was the austere voice of Carolina, and a love scene behind the
second-cabin smoking room came to an abrupt close. Though it was
not the first stolen meeting with Armando that she had broken up
during the voyage, Carolina had never told the girl that she must
shun other suitors because of a husband already chosen for her in
New York. Profiting by her experience as a meddler in the love
affairs of others, she had deemed best to conceal her matrimonial
plans for Casa Di Bello until it should be too late for Marianna to defy
her wishes. Not until the final day of the passage, therefore, did she
let out the cat. Then she pictured to the girl the splendid future
prepared for her as the wife of Signor Di Bello, the merchant prince
of Mulberry.
“But I am promised to Armando,” said Marianna. “How can I
marry any one else?”
“Bah! A poor devil whom you would have to feed. You will never
see him again. In America he will soon forget you and find another
amorosa. With my brother for a husband you will be a signora—as
fine a lady as any in America. We have many pigs in Mulberry. With
this good-for-naught sculptor you would soon be one of them.”
“He is as good as any one else—even your brother. Anyhow, I
love him.”
The hour had come for Carolina to assert her power. “Love him!”
she snapped. “What if you do? Will love put meat in your soup? You
are matta [crazy]. Perhaps I shall find a way to give you reason. Do
you think you would like to be homeless in that?”
 The ship was nearing the Battery, and Carolina pointed toward
the New York shore. With deep satisfaction she perceived that the
girl’s spirit quailed before the awful vastness of the city. Presently
Marianna caught sight of Armando coming from the companion way
with his poor little valise, which she knew contained all his worldly
goods. What if she defied her aunt, and cast her fortunes at once
with him? No. She could not add to his burden. But need she do so?
Could she not rather be a help? Toil had been ever her lot. She could
not remember when she had not worked away her days—until, until
Aunt Carolina had taken her up, had provided her with fine clothes,
and made her live like a signora. No matter; she would rather be
poor and work for Armando. But New York! That great monster
crouching there in its Sunday nap, and sending lazy curls of
steaming breath from its thousands of snouts! It was that they would
have to dare—to fight that!
“You are a ninny to stand there in doubt—to think of doing
anything but what I say,” Carolina went on. “See the clothes I have
bought you. Do you know what I paid in Genova for that dress, that
hat, those shoes? Well, I paid sixty lire, not counting the buttons and
lining. But what can one expect from a silly girl? I buy you fine
clothes, I bring you to America in second class like a signora. I offer
you a signore for a husband, with a beautiful house to live in. But
you, the goose, say you like better to dress in rags, to have a beggar
for a husband, to starve, to live in the streets; for into the streets you
go, remember, if you continue to play the fool.”
Carolina was no stranger to the lotus that gives languor of
conscience toward means when the end cries for attainment.
Moreover, her present mood was bordering desperation. The mishap
that laid her low for so many months had worn off her veneer of
placidity, and she returned to America much the same galvanic
Italian that she was the day she first set foot in Castle Garden—the
Carolina of pre-churchly days, who flared up and left her brother’s
roof after a quarrel over watermelons, and put herself under holy
orders. Unluckily for her peace of mind, while she lay a prisoner in
the mountains waiting for broken bones to knit, she had received
advices regularly concerning affairs at Casa Di Bello—especially
affairs matrimonial. The letters were in the fine hand of the public
writer of Mulberry, but the message they bore came from Carolina’s
faithful ally, Angelica. In her zeal to serve, the cook only added
wormwood to her mistress’s cup of gall, for her missives always told
darkly of some would-be wife threatening the castle. The last letter
had spoken with maddening vagueness of a crisis surely at hand,
and Carolina’s instinct told her that the crisis was Juno. For this
reason she had sailed a week before the day given her brother as
the one of her intended departure. How could she remain supine in
Genoa when Casa Di Bello stood menaced with an invasion that
meant ruin to her fond designs? With Juno driven back, Carolina saw
the battle won, for she had no doubt at all of her power to mould the
will of a lovelorn maid. She was guilefully confident that there would
arise no balk to her plans through Marianna’s refusal to be wived by
Di Bello, for, with a subtilty deep set in her nature, she had counted
from the outset, other arguments failing, that she should persuade
the damsel in the end by the homely device of threatening to turn her
adrift. Wherefore, having begun the assault, and observing that this
line of tactics had melted Marianna to a thoughtful silence, she
followed it up while they crossed the ferry from Hoboken, seated in a
cab, their luggage on top. As they rolled over the cobbles of the
lower East Side and the warm breath of May entered the window,
Carolina gave her picture of a girl homeless and starving in the big
city many a convincing touch. At Broadway, chance came to her aid
with an object lesson. There was a cable-car blockade, and while the
cab waited, a haggard woman, young but aged by vice and want, put
her open hand into the window. Carolina drove her away with an
angry word and a contemptuous stare.
“You see how one treats beggars in New York,” she said to
Marianna, whose colour had all gone. “You would be like that if I shut
the door on you. Who do you think would feed you if I turned you
out?”
Marianna looked upon the strange faces that passed by, and
something she saw there—or the lack of something—in the eyes of
her fellow-beings struck fresh terror to her soul, and the tears came.
“Oh, where is Armando?” she asked herself, sobbing. Why had he
left the ship without her? It was all his fault. He should have taken
her with him. He did not love her, and would not care if she did marry
Signor Di Bello. If they had only stayed in Italy—in the mountains,
where she had been so happy! She would have remained if
Armando had. She knew she would, in spite of Carolina. But he, too,
was a fool. All was lost now—their love, their happiness. But for the
bust he would have stayed at home, perhaps—yes, it was the bust!
Maledictions upon it and the First Lady of the Land!
The cab dashed under the roar of an Elevated train. Carolina lay
back in the seat and regarded her charge complacently, with
drooping eyelids. As they turned into Mulberry her face was a
symbol of smug content. She felt certain now of a manageable wife
for Casa Di Bello. But the imperious tug she gave the brass bell
handle of Casa Di Bello sounded the knell of her vivid hopes. The
door opened, and she looked into the awe-struck face of Angelica.
With difficulty the cook found speech for the terrible news: Signor Di
Bello gone to church to be married—and to Juno the Superb! Yes,
yes; the Neapolitan pig! At that very moment they must be standing
at the altar of San Patrizio! Oh, the grand feast that awaited them!
See, there was the table all laid! Ah, such wine, such fruit! All there
under the fine white cloth! Soon they would be back from the church,
and the house would be full of guests eating and drinking, for he had
invited the first families of the Torinesi, Milanesi, and Genovesi,
besides many swine from the south. And all for a Neapolitan pig!
Santissima Vergine!
Marianna felt that she would like to throw herself at this pig’s feet
and kiss them in the joy of her deliverance, while Carolina gave play
to her rage in a storm of anathema against her brother and the
singer. In the thick of her onset—all rituals of conduct torn to shreds
—the door bell jingled tragically. With bated breath, Angelica turned
the knob, and Carolina struck a pose of disdain in the hallway. As the
door opened a chorus of greetings and happy auguries came from a
group of men and women at the threshold, all in their sprucest
Sunday array. They were the first lot of invited guests, and would
have swarmed in, but Carolina ordered them back.
 “We have come to the wedding feast,” they protested. “Signor Di
Bello has bidden us.”
“Begone, you ragabash and bobtail!” said Carolina, and she
slammed the door in their faces.
 CHAPTER XVIII
AT THE ALTAR OF SAN PATRIZIO

Never did wedding barouche so gorgeous roll over the asphalt of

Mulberry as the one in which Signor Di Bello and his bride rode to
church; and never had the people beheld such an illustrious couple
in nuptial parade. With an overdone mimicry of the princesses and
duchesses she had watched so often driving in the Chiaja of Naples,
Juno sat erect and grand of mien, deigning scarcely a glance to right
or left. Now and then she did smile with a feigned grace, or bow with
mock condescension in response to some wild salvo of “bravoes”
shot as they passed by a caffè from the throats of Signor Di Bello’s
boon comrades. Nor did these salutes meet with a less dignified
return from the bridegroom. His old friends wondered, and avowed
that the bubbling merchant was not himself to-day. And, in truth, for
the first time in his life the signore had put on an air of loftiness and
gravity. No one could say that the radiant creature in purple by his
side surpassed him in grandeur. Perhaps it was the example of
Juno, perhaps the witchery of his looking-glass. An hour before,
arrayed in evening clothes spick and span from the tailor, who had
worked overtime, Signor Di Bello had viewed his mirrored self with
much approval and delight. It was his first dress suit, and the round
brow, the bushy hair, and the King Humbert mustache showed above
the broad field of shirt front in bolder relief and a light that was new
to their owner. His facial likeness to the monarch of Italy had ever
been a spring of secret pride, but not until to-day, when he beheld
himself in royal raiment, had the similitude played him any mental
pranks. Fondly he gazed in the mirror’s verge, and said to himself:
“Ah! that is the head of the king, and the head is on my shoulders.”
And it was because the king had got into that head so badly that
Signor Di Bello rode to his wedding with the stateliness of a royal
chief.
 At length the plumed steeds turned into the Sicilian quarter, and
the bridal pair could see the Gothic façade of San Patrizio a block
away. At this stage the march lost its triumphal flavour. They had
entered the enemy’s country. Here the dusky women at windows
breathed no auguries of good fortune, and the white-shirted men on
the sidewalk, idling in their Sunday best, had no “bravo” for the
distinguished bridegroom. For about half the distance the Genovese
and his Neapolitan were permitted to pass in respect if not in love.
Doubtless this silent show of bad blood would have continued
unbroken till the church portals were reached, but for the act of a
certain earringed fellow who stood on a low balcony. In the long ago
his eyes had seen Humbert, and now he was struck so hard with the
resemblance borne him by the man in the carriage that, in a voice
ringing sharp to a hundred ears, he shouted:
“Long live the king!” (“Evviva il re!”)
All within earshot laughed as they saw the aptness of the gibe,
and, while the barouche moved along slowly, a dozen tongues by
turns re-echoed the cry with derisive resonance:
“Long live the king!”
It would have been difficult to tell from the faces of Juno and
Signor Di Bello whether they were pleased or offended.
Among the few who cried out was a young man in black
velveteen coat and flowing cravat. His pallid face was serious, had a
puzzled look, and his “Long live the king!” did not smack of mockery.
He fell in beside the carriage, and kept up with it, though with one
hand he lugged a large valise. Twice he tripped and almost fell in his
effort to follow without taking his eyes off Juno. When the carriage
stopped he stood at the curbstone as though enchained, fascinated
by the sight of her, and stared half in bewilderment as Signor Di
Bello with a grand, knightly grace, helped her to alight. Then he ran
ahead, set down his valise, and stood at the church door. As they
passed in, his gaze still fixed upon her and his hands clasped
ecstatically, he exclaimed in a voice that all could hear;
“O beautiful signora! How happy I am! The marble does not lie!”
 “Soul of an ostrich!” gasped Signor Di Bello, clutching the little
silver-tipped horn against the evil eye which he had added to his
watch chain that morning. “What the kangaroo does he mean?”
Juno gave no answer. In the vestibule a mincing sacristan, low of
bow and smiling, came forward to meet the rich merchant and his
bride and conduct them at once to the altar. Already a frail girl in pink
and a hulking fellow clad in new jeans and fumbling his hat were at
the rail receiving a wedlock yoke. In the rear pews sat other wedding
parties, awaiting their turns at the altar—solemn-faced brides and
listless grooms, bridesmaids in gayest feather, best men with red
neckties, aged fathers and mothers half asleep. A stream of opal
light from the clerestory windows fell upon these waiting groups,
touching their coarse faces with a ghastly hue, but adding a mellow
beauty to their cheap finery. It was an hour of silent prayer, yet none
the less a season when marrying and giving in marriage is in full tide
at San Patrizio. Save where the mating couples and their trains were
assembled, every pew contained a row of bowed heads that were
covered with shawls or gaudy kerchiefs—the heads of gaunt-
cheeked age whose lips never ceased moving in prayer, and who
looked up at passers-by with the eyes of a dying dog, side by side
with the gleaming teeth and flashing eyes of swarthy youth. The
hush was broken when the priest asked the names of the pairing
men and women. Then his voice was audible only in the foremost
seats. Wedding parties kept arriving. Always a sacristan met them at
the holy-water font, and, with a monitory finger on his lips, led them
to a rear pew. These were the commoners of Mulberry—the toilers
with hod or sweat-shop needle—who in funereal soberness had
come to the church on foot. They could wait. But for Signor Di Bello
and Juno there was no delay. As they passed up the aisle Juno’s
purple satin brushed the rough-shod feet of women at prayer,
prostrate on the floor. A pew had been reserved for them on the
gospel side. When the priest caught sight of Signor Di Bello, he
bustled into the sacristy to put on a different robe. At the same
moment the man of the black velveteen moved up the aisle with
quick, smooth step, and dropped into a pew on the epistle side, well
forward, from which he could turn and watch Juno. Again he
fastened upon her the stare that never flinched. For the first time
since she had entered upon her bigamous adventure she felt a
twinge of misgiving. Who was this fellow with his big eyes always
upon her? Some friend of Bertino aware that she was already a
wife? The priest beckoned them before him, and as they approached
the velveteen coat slipped into a seat nearer the communion rail.
“What is your name?” asked the priest of the bridegroom.
“Giorgio Di Bello.”
“And yours?” of the bride.
“Juno Castagna.”
“A lie! She is the Presidentessa!” It was the staring man. His
voice, loud and high pitched, resounded through the church and
brought up every row of bowed heads. As he spoke the words he
arose and left the pew, and stood close to the three at the
balustrade. “She can not be that,” he went on, heedless of the
priest’s upraised hands. “She must be the Presidentessa.”
Signor Di Bello seemed ready to fall upon the intruder, and the
sacerdotal hand restrained him. Two sacristans hurried up the aisle,
but without danger to praying women, for these were all on their feet
now.
“The Presidentessa, I tell you—I that know so well.” He pointed
his finger at the bride. Juno had winced at first, but now she
understood it all, and knew she was safe for the present. “Did I not
make every line of that face out of the marble? Don’t believe it,
father. She is the Presidentessa. Juno! Oh, no, no! Child of the
Mother, not that! Where is the peacock, if she is Juno?”
By this time the assistants, each holding an arm, had led
Armando to the sacristy, and closing the door, smothered the last
part of his frantic outburst. The priest went on with the ceremony, but
every bowed head in the pews had been lifted and every eye and
ear was now alert.
“Giorgio Di Bello, wilt thou take this woman to be thy wife——”
“Stop! In the name of the good God, stop!”
 The words were shouted from the rear of the church by Signor
Tomato, who hurried up the aisle, while the three at the altar stood
silent, astounded.
“That woman is already a wife,” the banker continued, puffing as
though he had had a hard run for it. “I swear it by the Madonna of
Mount Carmel. Her husband is alive. Only yesterday I saw him, and
you know what the proverb says: Once a——”
“Silence!” commanded the priest. “This is no place for oaths or—
proverbs.”
“Bah!” Signor Di Bello broke out. “The dog is crazy.”
The priest eyed Juno a moment. “Well, what do you say,
signorina?”
“Don’t believe him, padre,” she answered. Then, turning to the
banker: “Stupid one, you do not know what you are saying. It is
some other woman.”
The banker chuckled grimly and nodded his head in mock
concurrence. “Ah, yes; you are right. I do not know you. It was some
other woman. Oh that it had been! But alas! it was you—you, the last
lady, and I, poor wretch, thought you the First Lady—the
Presidentessa!”
“The Presidentessa again?” said the priest, bewildered.
“Yes, padre. So it was she tricked us—me and her husband.
Some other woman! Anima mia! Does a man forget the face that has
robbed him? In marble I first saw it, and never has it left me, day or
night. Ah, the trouble, grand trouble it has brought me! Seven
hundred liras! All gone.—But you, Signor Di Bello, are rich. You will
pay it back. You will be grateful; for have I not saved you from this
woman? She has deceived me, she has deceived her husband; but
see, I do not let her deceive you.”
“Go away and mind your own affairs,” said Signor Di Bello,
pushing the banker aside. At the same moment the assistants
appeared and would have thrown the second intruder into the
sacristy with the first, but for the priest. He made a sign for them to
desist; then he ordered them to drive back and out of the church the
women, girls, and men who were crowding before the altar. When at
last the doors were closed and the hubbub without had become a
faint murmur, the priest said:
“You must wait for a week, Signor Di Bello. Then, if I find that all
is well, you may come back and I will marry you.”
“Bravo!” cried the banker.
“Silence! Come to me Tuesday with the man you say is this
woman’s husband.”
“Si, padre,” said the banker. “I shall be here.”
Juno took the happening more seriously than Signor Di Bello did.
“What matters it if two crazy donkeys do wag their tongues?” he
said, on the way down the aisle to the door. “You are mine, and
nothing else matters. In a week we shall laugh at these meddlers—
the priest as well.” But Juno knew that the disclosures which the
signore did not believe meant the collapse of her reckless scheme.
Plainly the banker and Bertino had met, and the history of the bust
as well as the secret of their marriage had come out. And they would
meet again before Bertino should receive her letter warning him to fly
from the imaginary danger. In a few hours her husband would know
that his uncle not only lived, but had sought to appropriate his wife.
What firebrands of vendetta! Now it was she who should have to fly,
else feel the temper of Bertino’s knife. What a blockhead she had
been to put off so long the writing of that letter! Had she sent it two or
three days ago, he would be far from New York now, perhaps out of
America.
When the doors opened for them to pass into the street they
found the church steps thronged with the populace of Mulberry.
Word of the doings at the altar had gone abroad, and the
appearance of the brideless groom and the groomless bride was the
signal for a shower of jeers and derisive greetings. But the signore
mustered a bold front and proved himself worthy of his royal
resemblance.