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 Production
and
Operations Management

Prof. K.C. Jain

Dr. P.L. Verma
Mr. Prabhat Kartikey
&
Kogent Learning Solutions Inc.

Published by:
© copyright 2013 by Dreamtech Press, 19-A, Ansari Road, Daryaganj, New Delhi-110002.

This book may not be duplicated in any way without the express written consent of the publisher, except in
the form of brief excerpts or quotations for the purposes of review. The information contained herein is for
the personal use of the reader and may not be incorporated in any commercial programs, other books,
databases, or any kind of software without written consent of the publisher. Making copies of this book or
any portion for any purpose other than your own is a violation of copyright laws.

Limits of Liability/disclaimer of Warranty : The author and publisher have used their best efforts
in preparing this book. The author make no representation or warranties with respect to the accuracy or
completeness of the contents of this book, and specifically disclaim any implied warranties of
merchantability or fitness of any particular purpose. There are no warranties which extend beyond the
descriptions contained in this paragraph. No warranty may be created or extended by sales representatives
or written sales materials. The accuracy and completeness of the information provided herein and the
opinions stated herein are not guaranteed or warranted to produce any particulars results, and the advice
and strategies contained herein may not be suitable for every individual. Neither Dreamtech Press nor
author shall be liable for any loss of profit or any other commercial damages, including but not limited to
special, incidental, consequential, or other damages.

*Case Studies presented in the book are the proprietary information of the respective organizations, and
have been used here specifically and only for educational purposes.

Trademarks : All brand names and product names used in this book are trademarks, registered
trademarks, or trade names of their respective holders. Dreamtech Press is not associated with any product
or vendor mentioned in this book.

ISBN: 978-93-5004-509-1

ISBN: 978-93-5119-125-4 (ebk)

Edition : 2013
Preface
The Dreamtech Management Textbook Philosophy
“You can be appointed a manager, but you are not a leader until your appointment is ratified in the hearts and minds of those who work with
you.”
John Adair – Author on Leadership and Management

With a strong student orientation, our Management series aims at continuous improvement of readers to help them
turn out to be leaders, not just appointed managers. The series offers an absolute package of theoretical concepts and
practice exercises to the readers ranging from students of prominent B-schools to the professionals at the pinnacle of
their careers. The pedagogical style of the books keeps pace with the needs and aspirations of the students and teachers,
prudently adopting the current trends in management education and profession. Easy to use, comprehensive, lucid, and
enriched text developed to encourage critical thinking and application by means of activities, tips, and case studies are
the hallmark of our books in the series. In addition, you would also find the intricacies of various topics and concepts of
management in a simplified manner. The cognitive deliberation of our books is endorsed by our continuous approach
for the development of content with re-modeled thinking, innovative planning, and emerging needs of change
management. In addition, a continuous interaction of our authors with the teaching community provides us an edge to
prevent the constraints in teaching-learning context.
Table of Contents

Preface ..................................................................................................... iii

Introduction ............................................................................................ xvii

Chapter 1: Overview of Production and Operations Management ........................................ 1

1.1 Introduction ......................................................................................................................................... 2
1.2 Concept of Production and Operations Management ........................................................................ 2
1.2.1 Evolution of Production and Operations Management ........................................................ 3
1.2.2 Elements of Production and Operations Management ......................................................... 4
1.2.3 Objectives of Production and Operations Management ....................................................... 4
1.2.4 Scope of Production and Operations Management .............................................................. 5
1.2.5 Advantages of POM .............................................................................................................. 6
1.3 Role and Responsibilities of a Productions and Operations Manager ................................................ 7
1.4 Recent Trends in Production and Operations Management .............................................................. 8
1.5 Summary ........................................................................................................................................... 11
1.6 Key Terms ......................................................................................................................................... 11
1.7 Exercise .............................................................................................................................................. 11
Multiple Choice Questions ................................................................................................................ 11
Short Answer Type Questions ........................................................................................................... 14
Long Answer Type Questions ........................................................................................................... 14

Chapter 2: Operations Strategy ..................................................................................... 15

2.1 Introduction ....................................................................................................................................... 16
2.2 Concept of Strategy ........................................................................................................................... 16
2.2.1 Features and Importance of Strategy .................................................................................. 17
2.2.2 Levels of Strategy ................................................................................................................. 18
2.2.3 Role of Strategists ................................................................................................................ 19
2.3 Concept of Strategic Management .................................................................................................... 20
2.3.1 Definition of Strategic Management ................................................................................... 21
2.3.2 Need of Strategic Management ........................................................................................... 21
2.3.3 Components of Strategic Management ............................................................................... 22
2.3.4 Process of Strategic Management ........................................................................................ 22
2.3.5 Role of Strategic Management in an Organization ............................................................ 24
vi „ Table of Contents

2.4 Concept of Operations Strategy ........................................................................................................ 26

2.4.1 Competitive Priorities .......................................................................................................... 26
2.4.2 Relationship among Organization, Operations, and Marketing Strategies ........................ 28
2.4.3 Factors Influencing Operations Strategy ............................................................................. 29
2.4.4 Types of Operations Strategies ............................................................................................ 30
2.5 Modification of an Operations Strategy ............................................................................................ 36
2.6 Summary ........................................................................................................................................... 37
2.7 Key Terms ......................................................................................................................................... 37
2.8 Exercise .............................................................................................................................................. 37
Multiple Choice Questions ................................................................................................................ 37
Short Answer Type Questions ........................................................................................................... 40
Long Answer Type Questions ........................................................................................................... 40

Chapter 3: Forecasting ................................................................................................. 41

3.1 Introduction ....................................................................................................................................... 42
3.2 Concept of Forecasting ...................................................................................................................... 42
3.2.1 Period of Forecasting ........................................................................................................... 42
3.2.2 Forecasting in Different Departments ................................................................................. 43
3.2.3 Steps in Forecasting ............................................................................................................. 44
3.3 Techniques of Forecasting ................................................................................................................. 45
3.3.1 Survey Method .................................................................................................................... 45
3.3.2 Statistical Methods .............................................................................................................. 47
3.4 Limitations of Forecasting.................................................................................................................. 64
3.5 Criteria for Efficient Forecasting ....................................................................................................... 65
3.6 Summary ........................................................................................................................................... 67
3.7 Key Terms ......................................................................................................................................... 67
3.8 Exercise .............................................................................................................................................. 67
Multiple Choice Questions ................................................................................................................ 67
Short Answer Type Questions ........................................................................................................... 70
Long Answer Type Questions ........................................................................................................... 70

Chapter 4: Product Analysis.......................................................................................... 71

4.1 Introduction ....................................................................................................................................... 72
4.2 Concept of Product and its Characteristics ........................................................................................ 72
4.2.1 Levels of Product ................................................................................................................. 72
4.2.2 Product Classification .......................................................................................................... 73
4.2.3 Product Differentiation and its Basis ................................................................................... 75
4.2.4 Product Line Analysis .......................................................................................................... 76
4.2.5 Product Mix Analysis........................................................................................................... 77
4.3 Product Selection ............................................................................................................................... 79
4.4 Product Design .................................................................................................................................. 80
4.4.1 Factors to be Considered for Product Design ...................................................................... 80
4.4.2 Design for Manufacture and Assembly (DFMA) ................................................................. 87
 Table of Contents „ vii

4.4.3 Service Design ..................................................................................................................... 87

4.4.4 Different Techniques Used for Product Design................................................................... 90
4.5 Concept of Product Development ..................................................................................................... 90
4.5.1 Advantages of Product Development .................................................................................. 91
4.5.2 Process of Developing the Existing Product ........................................................................ 91
4.5.3 New Product Development Process ..................................................................................... 92
4.6 Summary ........................................................................................................................................... 97
4.7 Key Terms ......................................................................................................................................... 97
4.8 Exercise .............................................................................................................................................. 98
Multiple Choice Questions ................................................................................................................ 98
Short Answer Type Questions ......................................................................................................... 100
Long Answer Type Questions ......................................................................................................... 100

Chapter 5: Capacity Management ................................................................................ 101

5.1 Introduction ..................................................................................................................................... 102
5.2 Concept of Capacity ........................................................................................................................ 102
5.2.1 Short Run Average Costs .................................................................................................. 102
5.2.2 Long Run Average Cost .................................................................................................... 103
5.2.3 Long Run Marginal Cost .................................................................................................. 104
5.2.4 Economies of Scale ............................................................................................................ 104
5.2.5 Diseconomies of Scale ....................................................................................................... 105
5.3 Concept of Capacity Management .................................................................................................. 106
5.3.1 Determining Capacity Requirements ................................................................................ 107
5.3.2 Relationship among Design Capacity, System Capacity, and Actual Output .................. 107
5.4 Estimation of Equipment Requirements.......................................................................................... 108
5.5 Concept of Capacity Planning ......................................................................................................... 110
5.6 Methods for Measuring Capacity .................................................................................................... 111
5.6.1 Linear Programming ......................................................................................................... 111
5.6.2 Decision Tree Analysis ...................................................................................................... 117
5.7 Summary ......................................................................................................................................... 119
5.8 Key Terms ....................................................................................................................................... 119
5.9 Exercise ............................................................................................................................................ 119
Multiple Choice Questions .............................................................................................................. 119
Short Answer Type Questions ......................................................................................................... 122
Long Answer Type Questions ......................................................................................................... 122

Chapter 6: Quality Management: Strategic Issues ........................................................... 123

6.1 Introduction ..................................................................................................................................... 124
6.2 Quality Management ....................................................................................................................... 124
6.2.1 Dimensions of Quality ....................................................................................................... 124
6.2.2 Evolution of Quality Management .................................................................................... 126
6.2.3 Fourteen Points of Dr. Edward Deming for Quality ......................................................... 126
6.2.4 Importance of Better Quality ............................................................................................ 127
viii „ Table of Contents

6.3 Total Quality Management ............................................................................................................. 128

6.3.1 Importance of TQM ......................................................................................................... 129
6.3.2 Barriers to the Implementation of TQM ........................................................................... 129
6.4 Cost of Quality ................................................................................................................................. 130
6.4.1 Cost of Prevention ............................................................................................................. 130
6.4.2 Cost of Inspection .............................................................................................................. 131
6.4.3 Cost of Failure ................................................................................................................... 131
6.5 International Organization for Standardization .............................................................................. 131
6.5.1 Steps in ISO 9000 Registration ......................................................................................... 133
6.5.2 Advantages and Limitations of ISO 9000 Series ............................................................... 134
6.6 Summary ......................................................................................................................................... 135
6.7 Key Words ....................................................................................................................................... 136
6.8 Exercise ............................................................................................................................................ 136
Multiple Choice Questions .............................................................................................................. 136
Short Answer Type Questions ......................................................................................................... 138
Long Answer Type Questions ......................................................................................................... 138

Chapter 7: Facility Location and Layout ........................................................................ 139

7.1 Introduction ..................................................................................................................................... 140
7.2 Concept of Facility Location ............................................................................................................ 140
7.2.1 Factors Affecting a Facility Location ................................................................................. 141
7.2.2 Alfred Weber’s Theory of Industrial Location .................................................................. 142
7.2.3 Sargent Florence’s Theory of Industrial Location ............................................................. 143
7.2.4 Influence of Government on Industry Location ................................................................ 143
7.3 Current Trends in Industry Location .............................................................................................. 143
7.4 Concept of Plant Layout .................................................................................................................. 144
7.4.1 Objectives of an Effective Plant Layout ............................................................................. 144
7.4.2 Types of Layouts ............................................................................................................... 145
7.4.3 Factors Affecting a Plant Layout ....................................................................................... 147
7.4.4 Principles for Selecting a Layout ....................................................................................... 147
7.4.5 Prerequisites for Developing a Plant Layout ..................................................................... 148
7.4.6 Process of Designing a Layout ........................................................................................... 148
7.4.7 Designing of a Plant Layout through Computers .............................................................. 148
7.4.8 Revision of an Existing Layout .......................................................................................... 149
7.5 Summary ......................................................................................................................................... 151
7.6 Key Terms ....................................................................................................................................... 151
7.7 Exercise ............................................................................................................................................ 151
Multiple Choice Questions .............................................................................................................. 151
Short Answer Type Questions ......................................................................................................... 154
Long Answer Type Questions ......................................................................................................... 154
 Table of Contents „ ix

Chapter 8: Productivity ............................................................................................... 155

8.1 Introduction ..................................................................................................................................... 156
8.2 Concept of Productivity ................................................................................................................... 156
8.2.1 Factors Affecting Productivity ........................................................................................... 157
8.2.2 Ways to Improve Productivity ........................................................................................... 157
8.3 Concept of Job Analysis .................................................................................................................. 158
8.3.1 Methods for Accumulating Job Analysis Data................................................................... 159
8.3.2 Process of Job Analysis....................................................................................................... 162
8.4 Concept of Job Description ............................................................................................................. 164
8.4.1 Guidelines for Job Description .......................................................................................... 165
8.4.2 Limitations of Job Description ........................................................................................... 165
8.5 Concept of Job Specification ........................................................................................................... 166
8.5.1 Guidelines for Job Specification ........................................................................................ 166
8.5.2 Purpose of Job Specification .............................................................................................. 167
8.6 Concept of Job Design ..................................................................................................................... 167
8.6.1 Techniques of Job Design .................................................................................................. 167
8.6.2 Purpose of Job Design ....................................................................................................... 171
8.7 Concept of Job Evaluation ............................................................................................................... 172
8.7.1 Process of Job Evaluation .................................................................................................. 172
8.7.2 Limitations of Job Evaluation ............................................................................................ 174
8.7.3 Job Evaluation and Compensation .................................................................................... 174
8.7.4 Pre-Requisites for Effective Job Evaluation ....................................................................... 175
8.8 Work Study ...................................................................................................................................... 175
8.8.1 Objectives of Work Study .................................................................................................. 175
8.8.2 Process of Work Study ....................................................................................................... 176
8.8.3 Benefits of Work Study ...................................................................................................... 176
8.9 Method Study .................................................................................................................................. 176
8.9.1 Objectives of Method Study .............................................................................................. 177
8.9.2 Advantages of Method Study ............................................................................................ 177
8.9.3 Process of Method Study ................................................................................................... 177
8.10 Motion Study ................................................................................................................................... 179
8.10.1 Principles of Motion Study ................................................................................................ 179
8.10.2 Micro-motion Study .......................................................................................................... 180
8.10.3 Memo-motion Study ......................................................................................................... 181
8.11 Work Measurement.......................................................................................................................... 181
8.11.1 Benefits of Work Measurement............................................................................................ 182
8.11.2 Process of Work Measurement ............................................................................................ 182
8.11.3 Techniques of Work Measurement ..................................................................................... 182
8.13 Solved Illustrations ........................................................................................................................... 187
8.14 Summary ........................................................................................................................................... 191
8.15 Key Terms ........................................................................................................................................ 191
8.16 Exercise ............................................................................................................................................ 191
x „ Table of Contents

Multiple Choice Questions .............................................................................................................. 191

Short Answer Type Questions ......................................................................................................... 194
Long Answer Type Questions ......................................................................................................... 194

Chapter 9: Aggregate Planning ..................................................................................... 195

9.1 Introduction ..................................................................................................................................... 196
9.2 Concept of Aggregate Planning ....................................................................................................... 196
9.2.1 Master Production Schedule ............................................................................................. 197
9.2.2 Functions of Master Production Schedule ......................................................................... 197
9.2.3 Requisites for Aggregate Planning ..................................................................................... 198
9.2.4 Costs of Aggregate Planning .............................................................................................. 198
9.2.5 Aggregate Planning Process ............................................................................................... 198
9.2.6 Strategies of Aggregate Planning ....................................................................................... 199
9.3 Concept of Linear Programming .................................................................................................... 200
9.3.1 Assumptions of Linear Programming ................................................................................ 200
9.3.2 Advantages and Limitations of Linear Programming ....................................................... 201
9.3.3 Formulation of Linear Programming Problems ................................................................ 202
9.3.4 Methods to Solve Linear Programming Problems ............................................................ 204
9.3.5 Sensitivity Analysis............................................................................................................. 214
9.3.6 Important Applications of Linear Programming ............................................................... 218
9.3.7 Refinements and Variations in the Linear Programming Model ...................................... 219
9.4 Transportation Model ..................................................................................................................... 219
9.4.1 Mathematical Formulation of Transportation Problems .................................................. 220
9.4.2 Procedure for Solving Transportation Problems ............................................................... 222
9.5 Summary ......................................................................................................................................... 225
9.6 Key Terms ....................................................................................................................................... 225
9.7 Exercise ............................................................................................................................................ 225
Short Answer Type Questions ......................................................................................................... 228
Long Answer Type Questions ......................................................................................................... 228

Chapter 10: Material Requirement Planning .................................................................. 229

10.1 Introduction .................................................................................................................................. 230
10.2 Introduction to Material Requirement Planning .......................................................................... 230
10.2.1 Concept of Dependent Demand ....................................................................................... 231
10.2.2 Evolution of MRP ............................................................................................................. 231
10.2.3 Factors Affecting MRP ...................................................................................................... 231
10.2.4 MRP Guidelines ................................................................................................................ 232
10.2.5 Advantages and Disadvantages of MRP ........................................................................... 232
10.3 Inputs of MRP ................................................................................................................................. 233
10.3.1 Master Production Schedule ............................................................................................. 233
10.4 Lot Sizing ......................................................................................................................................... 235
10.5 MRP Updating ................................................................................................................................ 236
10.6 Capacity Requirements Planning .................................................................................................... 236
 Table of Contents „ xi

10.7 Enterprise Resource Planning.......................................................................................................... 237

10.8 Summary ......................................................................................................................................... 239
10.9 Key Terms ....................................................................................................................................... 239
10.10 Exercise ............................................................................................................................................ 239
Multiple Choice Questions .............................................................................................................. 239
Short Answer Type Questions ......................................................................................................... 242
Long Answer Type Questions ......................................................................................................... 242

Chapter 11: Materials Management.............................................................................. 243

11.1 Introduction ..................................................................................................................................... 244
11.2 Materials Management .................................................................................................................... 244
11.2.1 Objectives of Materials Management ................................................................................ 244
11.2.2 Importance of Materials Management .............................................................................. 245
11.2.3 Scope of Materials Management ....................................................................................... 245
11.2.4 Hierarchical Structure of Materials Management ............................................................. 246
11.3 Materials Planning and Control ...................................................................................................... 246
11.3.1 Concept of Materials Planning .......................................................................................... 246
11.3.2 Concept of Materials Budgeting ........................................................................................ 248
11.3.3 Concept of Materials Control ............................................................................................ 248
11.4 Purchase Management ..................................................................................................................... 249
11.4.1 Objectives of Purchasing ................................................................................................... 249
11.4.2 Functions of a Purchase Department ................................................................................ 249
11.4.3 Purchase Organization ...................................................................................................... 250
11.4.4 Purchasing Cycle ............................................................................................................... 250
11.4.5 Value Analysis ................................................................................................................... 252
11.5 Stores Management ......................................................................................................................... 252
11.5.1 Objectives of Stores Management ..................................................................................... 253
11.5.2 Functions of Stores Department ........................................................................................ 253
11.5.3 Stores Location and Layout............................................................................................... 253
11.5.4 Types of Stores Layout ...................................................................................................... 253
11.5.5 Measurement of Stores Efficiency ..................................................................................... 254
11.5.6 Stock Verification .............................................................................................................. 254
11.5.7 Classification and Codification .......................................................................................... 255
11.6 Materials Handling .......................................................................................................................... 255
11.6.1 Objectives of Materials Handling ...................................................................................... 255
11.6.2 Materials Handling Survey ................................................................................................ 256
11.6.3 Classification of Materials Handling Equipment ............................................................... 258
11.6.4 Selection of Materials Handling Equipment ..................................................................... 259
11.7 Supply Chain Management ............................................................................................................. 259
11.7.1 Logistics ............................................................................................................................. 260
11.7.2 Warehousing ...................................................................................................................... 261
11.8 Summary .......................................................................................................................................... 263
11.9 Key Terms........................................................................................................................................ 263
xii „ Table of Contents

11.10 Exercise ............................................................................................................................................ 263

Multiple Choice Questions .............................................................................................................. 263
Short Answer Type Questions ......................................................................................................... 266
Long Answer Type Questions ......................................................................................................... 266

Chapter 12: Inventory Management .............................................................................. 267

12.1 Introduction ..................................................................................................................................... 268
12.2 Concept of Inventory Management ................................................................................................. 268
12.2.1 Objectives of Inventory Management ............................................................................... 269
12.2.2 Different Types of Inventory ............................................................................................. 269
12.2.3 Inventory Costs .................................................................................................................. 269
12.2.4 Benefits of Inventory .......................................................................................................... 270
12.2.5 Process of Inventory Management .................................................................................... 271
12.3 Reorder Point .................................................................................................................................. 272
12.4 Safety Stock...................................................................................................................................... 273
12.5 Techniques of Inventory Management ............................................................................................ 273
12.5.1 Stock Levels ....................................................................................................................... 273
12.5.2 VED Analysis .................................................................................................................... 275
12.5.3 FSD Analysis ..................................................................................................................... 276
12.5.4 Just in Time (JIT) Inventory Management ....................................................................... 276
12.5.5 Always Better Control (ABC) Analysis .............................................................................. 276
12.5.6 Economic Order Quantity (EOQ) Model ......................................................................... 278
12.6 Solved Illustrations ........................................................................................................................... 280
12.7 Summary ......................................................................................................................................... 286
12.8 Key Terms ....................................................................................................................................... 286
12.9 Exercise ............................................................................................................................................ 286
Multiple choice questions................................................................................................................. 286
Short Answer Type Questions ......................................................................................................... 288
Long Answer Type Questions ......................................................................................................... 288

Chapter 13: Production Planning and Control ................................................................ 289

13.1 Introduction ..................................................................................................................................... 290
13.2 Concept of Production Planning...................................................................................................... 290
13.3 Production Planning- A Part of Corporate Planning ....................................................................... 290
13.4 Meaning of Production Control ...................................................................................................... 291
13.5 Integration between Production Planning and Production Control ................................................ 292
13.6 Concept of Production Planning and Control ................................................................................. 292
13.4.1 Scope of Production Planning and Control ....................................................................... 293
13.4.2 Significance of Production Planning and Control ............................................................. 294
13.4.3 Limitations of Production Planning and Control .............................................................. 295
13.4.4 Process of Production Planning and Control ..................................................................... 295
 Table of Contents „ xiii

13.5 Concept of Line of Balance.............................................................................................................. 298

13.5.1 Steps Involved in LOB Technique .................................................................................... 298
13.5.2 Benefits of LOB Technique in Production ........................................................................ 300
13.6 Summary ......................................................................................................................................... 303
13.7 Key Terms ....................................................................................................................................... 303
13.8 Exercise ............................................................................................................................................ 303
Multiple Choice Questions .............................................................................................................. 303
Short Answer Type Questions ......................................................................................................... 305
Long Answer Type Questions ......................................................................................................... 306

Chapter 14: Production Scheduling ............................................................................... 307

14.1 Introduction ..................................................................................................................................... 308
14.2 Overview of Production Scheduling ................................................................................................ 308
14.3 Concept of Loading ......................................................................................................................... 309
14.3.1 Types of Loading ............................................................................................................... 309
14.3.2 Charts Used in Loading..................................................................................................... 310
14.3.3 Assignment Problems in Loading ...................................................................................... 312
14.4 Sequencing....................................................................................................................................... 324
14.4.1 Rules of Priority ................................................................................................................. 325
14.4.2 Sequencing ‘n’ Jobs on One Machine ............................................................................... 326
14.4.3 Sequencing ‘n’ Jobs on Two Machines ............................................................................. 329
14.4.4 Sequencing ‘n’ Jobs on Three Machines ........................................................................... 330
14.5 Project Scheduling ........................................................................................................................... 333
14.5.1 Developing a Project Network ........................................................................................... 333
14.5.2 Estimation of Time ............................................................................................................ 336
14.5.3 Project Network Analysis ................................................................................................... 338
14.6 Summary ......................................................................................................................................... 345
14.7 Key Terms ....................................................................................................................................... 345
14.8 Exercise ............................................................................................................................................ 346
Multiple Choice Questions .............................................................................................................. 346
Short Answer Type Questions ......................................................................................................... 348
Long Answer Type Questions ......................................................................................................... 348

Chapter 15: Quality Control ........................................................................................ 349

15.1 Introduction ..................................................................................................................................... 350
15.2 Concept of Quality Control ............................................................................................................. 350
15.2.1 Functions of Quality Control............................................................................................. 351
15.2.2 Significance of Quality Control ......................................................................................... 351
15.2.3 Process of Quality Control ................................................................................................ 352
15.2.4 Scope of Quality Control................................................................................................... 353
15.3 Statistical Quality Control ............................................................................................................... 353
15.4 Tools of Descriptive Statistics .......................................................................................................... 354
xiv „ Table of Contents

15.5 Tools of Statistical Process Control.................................................................................................. 356

15.5.1 Control Charts for Variables ............................................................................................. 356
15.5.2 Control Charts for Attributes ............................................................................................ 360
15.6 Tools for Acceptance Sampling ....................................................................................................... 362
15.6.1 Types of Sampling Plans ................................................................................................... 362
15.6.2 Operating Characteristic Curve ........................................................................................ 363
15.7 Six Sigma ......................................................................................................................................... 363
15.7.1 Benefits of Six Sigma ......................................................................................................... 364
15.7.2 Principles of Six Sigma ...................................................................................................... 364
15.7.3 DMAIC Framework-A Six Sigma Methodology .............................................................. 364
15.8 Process Capability ............................................................................................................................ 365
15.9 Quality Circles ................................................................................................................................. 367
15.9.1 Objectives of Quality Circles ............................................................................................. 367
15.9.2 Structure of Quality Circles ............................................................................................... 367
15.10 Summary ......................................................................................................................................... 369
15.11 Key Terms....................................................................................................................................... 369
15.12 Exercise ........................................................................................................................................... 370
Multiple Choice Questions .............................................................................................................. 370
Short Answer Type Questions ......................................................................................................... 372
Long Answer Type Questions ......................................................................................................... 372

Chapter 16: Maintenance Management ......................................................................... 373

16.1 Introduction ..................................................................................................................................... 374
16.2 Concept of Maintenance Management ........................................................................................... 374
16.2.1 Objectives of Maintenance Management .......................................................................... 374
16.2.2 Types of Maintenance ....................................................................................................... 375
16.3 Replacement of Equipment ............................................................................................................. 377
16.3.1 Factors Responsible for Replacement ............................................................................... 377
16.3.2 Replacement Analysis ........................................................................................................ 378
16.3.3 Systematic Equipment Replacement Program .................................................................. 380
16.3.4 Advantages of Systematic Equipment Replacement Program .......................................... 381
16.4 Concept of Reliability ...................................................................................................................... 381
16.4.1 Reliability Engineering ...................................................................................................... 381
16.4.2 Maintenance and Reliability ............................................................................................. 382
16.5 Maintenance Management System ................................................................................................. 383
16.5.1 Benefits of Maintenance Management System.................................................................. 383
16.5.2 Procedures for Maintenance Management System Design ............................................... 383
16.6 Total Productive Maintenance ........................................................................................................ 384
16.6.1 Evolution of Total Productive Maintenance ..................................................................... 384
16.6.2 Objectives of Total Productive Maintenance .................................................................... 384
16.6.3 Impact of Total Productive Maintenance ......................................................................... 385
16.6.4 Overall Equipment Efficiency ........................................................................................... 386
16.6.5 Pillars of Total Productive Maintenance ........................................................................... 386
 Table of Contents „ xv

16.7 Summary ......................................................................................................................................... 389

16.8 Key Terms ....................................................................................................................................... 389
16.9 Exercise ............................................................................................................................................ 389
Multiple Choice Questions .............................................................................................................. 389
Short Answer Type Questions ......................................................................................................... 392
Long Answer Type Questions ......................................................................................................... 392

Chapter 17: Just-in-Time System .................................................................................. 393

17.1 Introduction ..................................................................................................................................... 394
17.2 Concept of Just-in-Time .................................................................................................................. 394
17.2.1 Objectives of JIT ............................................................................................................... 395
17.2.2 Characteristics of JIT......................................................................................................... 395
17.2.3 Little JIT and Big JIT ........................................................................................................ 396
17.3 Elements of JIT ................................................................................................................................ 396
17.4 Ideal Production System and JIT Production .................................................................................. 397
17.5 Benefits of JIT .................................................................................................................................. 398
17.5.1 Improved Organizational Efficiency ................................................................................. 399
17.5.2 On-Time Delivery of Materials ......................................................................................... 399
17.5.3 Reduced Machine Breakdowns ......................................................................................... 400
17.5.4 Improved Quality .............................................................................................................. 400
17.5.5 Reduced Costs ................................................................................................................... 400
17.5.6 High Employee Morale ..................................................................................................... 400
17.6 Tools and Techniques of JIT ........................................................................................................... 401
17.6.1 Kanban .............................................................................................................................. 401
17.6.2 SMED ............................................................................................................................... 402
17.7 Implementation of JIT ..................................................................................................................... 403
17.8 JIT in Service Sector ........................................................................................................................ 404
17.9 Synchronous Production and JIT .................................................................................................... 405
17.10 DBR Mechanism ............................................................................................................................. 405
17.11 Summary ......................................................................................................................................... 407
17.12 Key Terms....................................................................................................................................... 407
17.13 Exercise ........................................................................................................................................... 408
Multiple Choice Questions .............................................................................................................. 408
Short Answer Type Questions ..................................................................................................................... 410
Long Answer Type Questions ..................................................................................................................... 410

Chapter 18: Change Management ................................................................................. 411

18.1 Introduction ..................................................................................................................................... 412
18.2 Concept of Change .......................................................................................................................... 412
18.3 Factors Responsible for Change in Production Environment ......................................................... 413
18.4 Interventions for Change Management in Production Environment .............................................. 415
18.5 Challenges in Change Management ................................................................................................ 415
18.6 Operational Change Management .................................................................................................. 416
xvi „ Table of Contents

18.7 Business Process Re-engineering in Change Management .............................................................. 417

18.7.1 Principles of Re-engineering .............................................................................................. 418
18.7.2 Implementation of BPR Project ........................................................................................ 418
18.7.3 Rapid Completion of BPR Project .................................................................................... 419
18.8 Summary ......................................................................................................................................... 421
18.9 Key Terms ....................................................................................................................................... 421
18.10 Exercise ........................................................................................................................................... 421
Multiple Choice Questions .............................................................................................................. 421
Short Answer Type Questions ......................................................................................................... 424
Long Answer Type Questions ......................................................................................................... 424

Case Studies ............................................................................................................... 429

Case Study-1: Product Design in ABC Motors ........................................................................................... 429
Case Study-2: Inventory Management by PPL Ltd. ................................................................................... 430
Case Study-3: Strategic Analysis of Tata Group ........................................................................................ 432
Case Study-4: Assignment Problem at Sky Travels Pvt. Ltd ...................................................................... 434
Case Study-5: Materials Management at CCG Biotech ............................................................................ 436
Case Study-6: Operations Strategy of Airline Industry ............................................................................... 437
Case Study-7: Service Delivery Strategy of PepsiCo .................................................................................. 438
Case Study-8: Role of ERP in Inventory Management System-A Case of Boeing .................................... 439
Case Study-9: Supply Chain Management at Walmart ............................................................................. 440
Case Study-10: Just in Time at McDonalds ............................................................................................... 441

Additional Questions.................................................................................................... 442

Glossary..................................................................................................................... 449

Index ......................................................................................................................... 453

Online Resource Available with the Book ........................................................................ 456

Introduction

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This book aims to equip you with the latest information on production and operations management. The concepts and
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 Introduction „ xviii

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side, walked fearlessly between the Dogs, climbed slowly up the
rock, and took off the young one in triumph.”

SACRED BABOON.

Their regard for their mutual safety is even seen in captivity, for it
has happened that when a Baboon, who has been extremely savage,
unbearable, and mischievous in his comportment, had to be chained
to be punished, the others tried to protect him.
“Many kinds of Monkeys,” writes Mr. Darwin, “have a strong taste
for tea, coffee, and spirituous liquors; they will also, as I have myself
seen, smoke tobacco with pleasure.” The wild Baboons of North-
eastern Africa are often caught in consequence of their naughty
propensity and love of a “drop.” The natives fill some vessels with
strong beer, and put them out in places where they look particularly
tempting to the thirsty. The Baboons, ever on the watch for
something new and to steal, see the pitchers and pans, and of
course just taste their contents. Feeling happy and enlivened, after a
while they try again, and finally drink long and deeply, becoming in a
short time decidedly tipsy, and unable to take care of themselves.
Drunk and incapable would be the accusation against them by native
police. Unfortunately for the tipplers their punishment is greater than
the crime; and not only do they suffer all the miseries of headache,
thirst, and bodily depression, but they lose their liberty also, and not
for a time only. The natives, knowing that after a few hours they
may expect to find the Baboons incapable of biting, fighting, or
running away, go out and search for their victims, and bring them
home and place them in durance vile. The next morning they awake
to a sense of their condition. They hold their aching heads with both
hands, and look with a most pitiable expression. Brehm saw some of
them in this plight, and gives a most amusing description of their
grimaces and laughable conduct. A little wine or beer was offered to
some who had recovered from their debauch, but they would have
nothing to do with it at the time. They turned away with disgust, but
they relished the juice of some lemons which was given to them.
 YOUNG HAMADRYAS. (From the Zoological Gardens.)

The Baboons, symbolical of learning, the observers of the moon

in eclipse, and the companions of the bacchanalian jug, once so
esteemed, worshipped, and mummified by the ancient Egyptians,
have terribly fallen in social and religious reputation on the very spot
of their former glories. In modern Egypt they may be seen in some
houses where, at a fanciful kind of banquet, they have to sit around
the room holding torches. And right bad torch-bearers they are, for
every now and then some Baboon becomes aggressive, or some
guest has a nice piece on his plate for which the Baboon longs, and
the consequences are a departure of the light from its perpendicular,
a slight motion amongst the row of curious candelabra, and
oftentimes such disorder as can only be remedied by the timely
application of the discipline of the stick. They are carried about to do
tricks, and brutalised in every way.
 VILLAGE IN NUBIA.

Mansfield Parkyns asserts that the cleverness of these Baboons

depends in some measure upon their power of reason, and not
entirely on that instinct with which all animals are endowed, and
which serves them only to procure the necessaries of life and to
defend themselves against their enemies. In proof he relates an
incident, of which he was an eye-witness. “At Khartûm, the capital of
the provinces of Upper Nubia, I saw a man showing a large male
and two females of this breed, who performed several clever tricks
at his command. I entered into conversation with him as to their
sagacity, the mode of teaching them, and various other topics
relating to them. Speaking of his male Monkey, he said that he was
the most dexterous thief imaginable, and that every time he was
exhibited he stole dates and other provisions sufficient for his food
for the day. In proof of this he begged me to watch him for a few
minutes. I did so, and presently the keeper led him to a spot where
a date-seller was sitting on the ground with his basket beside him.
Here his master put him through his evolutions, and although I could
perceive that the Monkey had an eye to the fruit, yet so completely
did he disguise his intentions, that no careless observer would have
noticed it. He did not at first appear to care about approaching the
basket, but gradually brought himself nearer and nearer, till at last
he got quite close to the owner. In the middle of one of his feats he
suddenly started up from the ground on which he was lying
stretched out like a corpse, and uttering a cry as if in pain or rage,
fixed his eyes full on the face of the date-seller, and then, without
moving the rest of his body, stole as many dates as he could hold in
one of his hind hands. The date man, being stared out of
countenance, and his attention diverted by this extraordinary
movement, knew nothing about the theft till a bystander told him of
it, and then he joined heartily in the laugh that was raised against
him. The Monkey having very adroitly popped the fruit into his
cheek-pouches, had moved off a few yards, when a boy in the crowd
round him pulled him sharply by the tail. Conscience-stricken, he
fancied that it had been done in revenge by the date-seller whom he
had robbed; and so, passing close by the true offender and behind
the legs of two or three others, he fell on the unfortunate fruiterer,
and would no doubt have bitten him severely, but for the
interference of his master, who came to the rescue.”
Although so clever, the Hamadryas is much more deficient in
brain than the higher Apes, the Orang for instance. It is not so much
developed in front, and the whole mass is not so high, but still it
projects well over the little brain, or cerebellum. The convolutions
are simpler, and although all the principal markings noticed even in
man are present, still the smaller ones, and those which belong to
structures which add to the superficial extent of the organ, are
wanting. The ventricles and the posterior horn and its eminences are
present, as is also that particularly monkey development, the fissure,
which is called the external perpendicular.
 Evidently the compressed form of the skull, which seems as if it
had been pressed far above over the forehead, has much to do with
the small bulk of the front of the brain, and this is also diminished by
the projection of the orbits into the brain-case. The skull is certainly
an ugly thing to look at, and is only surpassed by that of the full-
grown Mandrill in want of elegance, of outline, and smooth
configuration. The forehead and top of the skull are broad and flat,
and the whole brain-case appears to slope off at the sides of the
orbits, and then projects but little there, the broadest part of the
skull being at the cheek-bone. The orbits are oblique, that is to say,
they look forwards and outwards, and they are tolerably widely
open. There is a great roundness and swelling of the upper jaw-
bone from the cheek-bone to the long nasal bones, and the front
jaw-bone (the pre-maxillary) is short and projecting. The shape of
the skull resembles that of the Sphinx Baboon.
Their name, given to them by the naturalist, is as great a puzzle
as are many others devoted to animals, for what possible connection
can there be between the Hamadryads, the nymphs whose birth,
life, and death were mysteriously united with the corresponding
epochs in the growth of the oak-tree, and a most un-nymphlike
creature which likes rocks, holes, and dens, but who neither cares
for oaks nor acorns?

THE GELADA BABOON.[62]

These Baboons are quite as clever as the great Dog-faced kind,

which has been immortalised by the ancient Egyptians, and every
now and then troops of both come in contact and have great fights.
The Gelada Baboon, with its long tail tufted at the end, and black
limbs, has very long hair on its upper parts of a pale brown colour.
This covers the head where there is a dark line from the forehead
backwards, and also the shoulders and rump. This Baboon,
moreover, has the nostrils opening high up in the face, and not close
to the end of the upper jaw, as in the Hamadryas. Differing thus
from the Hamadryas Baboons, each troop soon knows its comrades.
Occasionally, when the fields are ripe with grain, the Geladas,
perched upon their mountain homes, see the glowing and varied
colours of the vegetation, and long for the luxuries of the plains.
They descend and sometimes rob the farmers with impunity, and
return after having committed a vast amount of mischief. But it
happens that the great Dog-faced troops are out on the same
errand, and the two sets of thieves speedily disagree. A fight ensues,
and the Geladas roll down large stones, which the others try to
avoid, and then they all rush together to close quarters, making a
great uproar, and fighting with great fury. Some of these gallant
Geladas had the audacity to stop a Serene Highness in his travels in
Abyssinia, and very effectually, for some hours. A Duke of Coburg-
Gotha was in a caravan which had to traverse the pass of Mensa, in
Abyssinia, and as there were some of the Baboons perched in
numbers on the sides of the high rocky ravine, some of the
Europeans, who of course must try and kill something as often as
possible, fired upon them. The Baboons retaliated in a most military
manner, by rolling down stones in such quantity and of such a size
that not only had the firing party to retire, but the passage of the
caravan was stopped. They positively closed the pass against all
comers for some time.
Darwin tells a laughable anecdote of a Baboon, but does not
mention the kind. He saw in the Zoological Gardens a Baboon who
always got in a furious rage when his keeper took out a letter or
book and read it aloud to him; and his rage was so violent that, as
Mr. Darwin witnessed, on one occasion he bit his own leg till the
blood flowed.

THE PIG-TAILED BABOON, OR CHACMA.[63]

The Hottentots are familiar with one of the largest kinds of the
Baboons, which reaches the size of an English Mastiff, and has
superior strength, and they call it the T’chackamma, which has been
reduced by Europeans to the “Chacma.” The colonists of the Cape of
Good Hope districts called it the Black Ape, and then, from some
fanciful resemblance of its tail to that of a Pig, the creature was
dignified with the name porcarius.
The Chacmas are found in great troops, and they behave very
much after the manner of the other large Baboons, their strength
rendering them a terror to the Dogs of the colonists. In ascending
the kloofs, or passes, in the mountains of South Africa, which are
frequently steep, narrow, and dangerous, travellers often disturb
great troops of these animals, which have been sunning themselves
on the rocks. If not attacked they scamper up the sides of the
mountains yelling and screaming. They resent being fired upon by
rolling down stones.
The Chacma has a fine black tail, which is rather more than half
the length of the body, and it has a tuft of long black hair at its tip.
It is carried like that of the other long-tailed Baboons, being curved
upwards at first, and then falling down straight. Nearly all the fur of
the body is a uniform dark brown, almost black, mixed throughout
with a dark green shade. It is long and shaggy, particularly on the
neck and shoulders of the males. If a solitary hair be pulled out, it
will be found to be very curiously ornamented. It has a root, like all
hairs, springing from a little pimple under the scarf-skin, and its
colour is at first of a light grey colour. Then it is marked with wide
rings of colour, which are perfectly distinct, and they are alternately
black and dark green, but sometimes they are intermixed with a few
of a lighter or yellowish shade. The face and ears are naked, as are
also the palms and soles, and there are small whiskers, grey in
colour and brushed backwards. Naked as are the face, ears, and
hands, the skin is of a very dark violet-blue colour, with a pale ring
surrounding each eye. Strange to say, the upper eyelids are white.
In the adult the muzzle is very long in comparison with the skull,
which is greatly flattened and contracted; but in the young, the size
of the nose is not so apparent, and the head is rounder, and the
brain case is larger in proportion. As age comes on, the brain is not
increased in size correspondingly with the face.
There is no doubt that the old Baboons have a very fine sense of
smelling, their noses are large, and the sentient surface is great;
moreover, this gift has been tested and used to the advantage of
many a wanderer and settler in the districts where water is scarce at
the surface, but plentiful here and there, resting on rocks which are
covered with sand or soil. The Baboon can find out water when even
the Bushmen are quite at fault, and when other animals are dying of
thirst. When a manageable Baboon is at hand, and people are in a
dreary district searching for water, they lead him in the required
direction suffering from thirst, and give him his liberty. He moves
over the ground quickly, smelling here and there, or gallops with
extended nostrils, now turning in one direction and now in another,
quartering out his ground like a Dog. Sooner or later he stops and
begins to dig with his hands, and then the people come up, and
water is almost always found, and in quantity.
 PIG-TAILED BABOON.

Although the young Chacmas are playful enough, and are full of
nonsense and fun in captivity, they, like all their kindred Baboons,
become surly, ferocious, and unsafe as they grow old and have their
bodies perfectly developed to the perfection of baboonism. That is to
say, when the face, jaws, and teeth become as large as they ever
will be, and the body becomes as short and as muscular as possible.
They then scowl at the visitor, and grind and show their great teeth
at the slightest provocation, grumbling and growling also, and in
fact, to quote the words of a very precise naturalist, “the fierceness
and brutality of their character and manners correspond with the
expression of their physiognomy.” Nevertheless, they are amenable
to soft influences. In spite of their savage and untamable
disposition, they are influenced by that most potent of all attractions.
They are, in the language of the writer just quoted, “agitated by the
passion of love or jealousy. In captivity they are thrown into the
greatest agitation at the appearance of young females”—not females
of the Baboon tribe, but those who, under all circumstances, are
now called ladies. “It is a common practice,” continues the writer,
“among itinerant showmen, to excite the natural jealousy of these
Baboons by caressing or offering to kiss the young females who
resort to their exhibitions, and the sight never fails to excite in these
animals a degree of rage bordering on frenzy. On one occasion a
large Baboon of this species escaped from his place of confinement
in the Jardin des Plantes at Paris, and far from showing any
disposition to return to his cage, severely wounded two or three of
his keepers who attempted to recapture him. After many ineffectual
attempts to induce him to return quietly, they at length hit upon a
plan which was successful. There was a small grated window at the
back part of the den, at which one of the keepers appeared, in
company with the daughter of the superintendent, whom he
appeared to kiss and caress within view of the animal. No sooner did
the Baboon witness this familiarity, than he flew into the cage with
the greatest fury, and endeavoured to unfasten the grating of the
window which separated him from the object of his jealousy. Whilst
employed in this vain attempt, the keepers took the opportunity of
fastening the door, and securing him once more in his place of
confinement. Nor is this a solitary instance of the influence which
women can exert over the passions of these savage animals. It is
said that, generally untractable and incorrigible whilst under the
management of men, it usually happens that Baboons are most
effectually tamed and led to even more than ordinary obedience in
the hands of women, whose attentions they often repay with
gratitude and affection.”
 There is another side to the picture, however, and probably about
as true. “Travellers sometimes speak of the danger which women
run who reside in the vicinity of the situation which these animals
inhabit, and affirm that the negresses on the coast of Guinea are
occasionally kidnapped by the Baboons; we are even assured that
certain of those women have lived among the Baboons for many
years, and that they were prevented from escaping by being shut up
in caves in the mountains, where, however, they were plentifully fed,
and in other respects treated with great kindness! It is to be
observed, however,” writes this author, “that these accounts rest
upon authority which is by no means unexceptionable; credible and
well-informed modern travellers do not relate them, and even their
older and more credulous predecessors give them only from
hearsay.”
There is a curious connection between the growth of the hair on
some parts of Monkeys and their combative habits. Thus these
Baboons have a long mane, and that of the male is, of course, the
longer; and these are perhaps the only Apes which seize each other
by the nape of the neck with their long canine teeth, the males
being the fighters. The mane, then, is clearly of advantage. On one
occasion this propensity displayed itself on one of the higher animals
who was not thus protected, in an attack by a Baboon on one of the
keepers at the Zoological Gardens, the keeper unfortunately having
no clothes on the back of his neck to act as a mane. The man was
stooping down, when the Baboon suddenly pounced on him, and bit
him most severely and dangerously in this exposed spot. During this
savage and unexpected attack, the affectionate impulses of a little
Monkey were of great use and service, for, seeing its keeper in
danger, it bit the brute, and screamed in such a manner as to
distract its attention, and to allow the man to escape.
All the Chacmas, however, are not furiously jealous, or fighters,
or kidnappers of women, for many have excellent memories of
kindnesses, and do not fail to express their gratitude. Thus Sir
Andrew Smith was recognised by a Baboon at the Cape of Good
Hope, with much evidence of satisfaction, after he had been absent
for nine months. The females are also often very tender and
affectionate. One of them, an old female, adopted a little Rhesus
Monkey, and took all sorts of care of it; but when a young Drill and
Mandrill were placed in the cage she seemed to perceive that those
Monkeys, though distinct species, were her nearer relations, for she
at once rejected the Rhesus, and adopted both of them. The young
Rhesus was greatly discontented at being thus rejected, and it
would, like a naughty child, annoy and attack the young Drill and
Mandrill wherever it could do so safely; this conduct exciting great
indignation in the old Baboon. Another female Baboon had so
capacious a heart that she not only adopted young Monkeys of other
species, but stole young Dogs and Cats, which she continually
carried about. Her kindness, however, did not go so far as to share
her food with her adopted offspring. An adopted kitten scratched
this affectionate and selfish old thing, who certainly had a fine
intellect, for she was much astonished at being scratched, and
immediately examined the kitten’s feet, and without more ado bit off
the claws!
Le Vaillant in his African travels was
accompanied by a Monkey, which was
probably one of these Chacmas. It lived on
very good terms with cocks and hens, thus
disproving the antipathy which tradition has
handed down as existing between these very
different creatures. He was amused at the
one, and stole the eggs of the other. In fact,
he not only tasted the eggs of his own
accord, but was made to taste all sorts of
fowls and nuts for the benefit of the
travellers, who feared being poisoned. If this
SKULL OF THE CHACMA.
creature, which was called “Kees,” refused
them, they were left untouched by those who
had a very sensible opinion of his instinct. Besides being taster he
was watch-dog. “By his cries,” writes the traveller, “and other
expressions of fear, we were always informed of the approach of an
enemy before my Dogs could discover it. They were so accustomed
to his voice, that they slept in perfect security, and never went the
rounds, on which account I was very angry, fearing that I should no
longer find that indispensable assistance which I had a right to
expect if any disorder or fatal accident should deprive me of my
faithful guardians. However, when he had once given the alarm, they
all stopped to watch the signal, and on the least motion of his eyes,
or the shaking of his head, I have seen them all rush forward, and
run far away in the quarter to which they observed his looks
directed. I often carried him along with me in my hunting
excursions, during which he would amuse himself climbing up the
trees in order to search for game, of which he was remarkably fond.
Sometimes he discovered honey in the crevices of rocks, or in hollow
trees, but when he found nothing, when fatigue and exercise had
whetted his appetite, and when he began to be seriously oppressed
with hunger, a scene took place which appeared to me exceedingly
comic. When he could not find game or honey, he searched for
roots, and ate them with relish, especially one of a particular
species, which, unfortunately for me, I found excellent and very
refreshing, and which I wanted greatly to partake of. But Kees was
very cunning. When he found any of this root, if I was not near him
to claim my part, he made great haste to devour it, having his eyes
directed all the time towards me. By the distance I had to go before
I could approach him he judged of the time that he had to eat it
alone, and I indeed arrived too late. Sometimes, however, when he
was deceived in his calculation, and when I came upon him sooner
than he expected, he instantly endeavoured to conceal the morsels
from me; but by means of a blow well applied I compelled him to
restore the theft; and in my turn becoming master of the envied
prey, he was obliged to receive laws from the offended party. Kees
entertained no rancour or hatred, and I easily made him
comprehend how detestable was that base selfishness of which he
had set me an example. To tear up these roots Kees employed an
ingenious method, which afforded me much amusement. He laid
hold of the tuft of leaves with his teeth, and pressing his four paws
firmly against the earth, and drawing his head backwards, the root
generally followed. When this method did not succeed, he seized the
tuft as before, as close to the earth as he could, then throwing his
heels over his head, the root always yielded to the jerk he gave it. In
our marches, when he found himself tired, he got upon the back of
one of my Dogs, which had the complaisance to carry him for whole
hours together. One only, which was larger and stronger than the
rest, ought to have served him for this purpose; but the cunning
animal well knew how to avoid this drudgery. The moment he
perceived Kees on his shoulders, he remained motionless, and
suffered the caravan to pass on, without ever stirring from the spot.
The timorous Kees still persisted; but as soon as he began to lose
sight of us he was obliged to dismount, and both he and the Dog ran
with all their might to overtake us. For fear of being surprised, the
Dog dexterously suffered him to get before him, and watched him
with great attention. In short, he had acquired an ascendency over
my whole pack, for which he was perhaps indebted to the superiority
of his instinct; for among animals, as among men, address often
gets the better of strength. While at his meals Kees could not endure
guests; if any of the Dogs approached too near him at that time, he
gave them a hearty blow, which these poltroons never returned, but
scampered away as fast as they could. It appeared to me extremely
singular, and I could not account for it, that next to the Serpent, the
animal which he most dreaded was one of his own species; whether
it was that he was sensible that his being tamed had deprived him of
great part of his faculties, and that fear had got possession of his
senses, or that he was jealous and dreaded a rivalry in my
friendship. Sometimes he heard others of the same species making a
noise in the mountains; and notwithstanding his terror, he thought
proper, I know not for what reason, to reply to them. When they
heard his voice they approached; but as soon as he perceived any of
them he fled with horrible cries; and running between our legs,
implored the protection of everybody, while his limbs quivered
through fear. We found it no easy matter to calm him; but he
gradually resumed after some time his natural tranquillity. He was
very much addicted to thieving, a fault common to almost all
domestic animals; but in Kees it became a talent, the ingenious
efforts of which I admired, and notwithstanding all the correction
bestowed on him by my people who took the matter seriously, he
was never amended. He knew perfectly well how to untie the ropes
of a basket to take provisions from it; and, above all, milk, of which
he was remarkably fond; more than once he has made me go
without any. I often beat him pretty severely myself; but when he
escaped from me, he did not appear at my tent till towards night.”
“Milk in baskets!” why truly the term “basket,” as applied to a vessel
for holding milk, appears to require some explanation; but it was
really carried in baskets woven by the Yonaquas, of reeds so delicate
and so close in texture that they might be employed in carrying
water or any liquid. The abstraction of the milk may be considered
as a kind of set-off against the appropriation of Kees’s favourite root
by his master. The pertinacious way in which Kees bestrode Le
Vaillant’s Dogs will recall to the remembrance of some a Monkey that
was, and perhaps still is, riding about London in hat and feather,
with garments to match, upon a great Dog, with the usual
accompaniment of hand-organ and Pan’s pipe. Upon these occasions
the Monkey evidently feels proud of his commanding position; but
ever and anon we have seen him suffer from one of those sad
reverses of fortune to which the greatest among us are subject. In
the midst of the performance, while the organ and pipe are playing,
and the Monkey has it all his own way, and, elevated with the
grandeur that surrounds him, is looking in a supercilious manner at
the admiring crowd, some good-natured but unlucky boy throws the
Dog a bit of cake, in his zeal to pick up which the latter lowers his
head and shoulders so suddenly as infallibly to pitch his rider over
his head. We have thought more than once that there was a sly look
about the Dog as he regarded the unseated Monkey, utterly
confounded by his downfall, and the accompanying shouts of
laughter from the bystanders.
The Pig-tailed Baboon being very clever, very agile, and able to
use his jaws admirably in digging, eating, and fighting, should have
a good skull, and certainly that of an adult, although useful is
extremely ugly. The brain-case is even for a Baboon small in
comparison with the rest of the skull, and it is hidden in front by the
large prominences over the orbits; it swells out behind, and is
marked by a side crest, which passes backwards to meet that of the
other side from above each ear. The orbits are separated by a
straight (vertical) ridge of bone, which gives a curious look to the
face, and makes the eyes look straight to the front along the swollen
nose. The openings for the nostrils in the skull (anterior nares) are
large and rather oval, and the upper jaw is as it were nipped in
above the grinders, and then swollen out above. The long nose
bones (nasals) are separated by a slight depression from the great
ridges of the upper jaw. The huge upper canine teeth are most
extraordinary. They are slim, slightly curved, long (1½ inch), and
sharp at the tip; when examined they are almost rapier-shaped or
triangular in outline, the front of the triangle is grooved, and the
back is a sharp cutting edge. The groove is for the top of the lower
canine which works into it, and the sharp edge behind cuts upon the
tooth in the lower jaw behind the lower canine (the first pre-molar),
pushing it backwards and displacing it. These fangs are very terrible
to look at, and yet it appears that their principal work is done with
the back edge of the upper one grinding and cutting on the
curiously-started tooth of the lower jaw. They are capital holders,
root-cutters, and nut-crackers.

THE SPHINX BABOON.[64]

There is nothing much more amusing than to see a young Sphinx

Baboon just a little irritated by some one who knows him. They are
fine large creatures even when young, and have then an amiable
expression of countenance, which they lose with the cares of old
age. Greatly resembling the young of the Chacma, they have much
the same disposition for play, and can be made a little jealous and
fierce. Their colour differs, for their black face is encircled by a dark
hair with a decided greenish tint, which is very universal, and upon
this they appear to be arranged as different in kind. One in the
Zoological Gardens was very active, running on all-fours well, and
climbing up the wires of his cage to look at his neighbours. He would
come to the side, and on being asked whether he would have a
scratch, turned round and placed his back at the disposal of the
scratcher, whose operations he much enjoyed; moreover, he put out
his hands and feet for examination, and was very quiet. But he had
a trick which was not only curious but instructive, as it explained
how these Baboons can throw stones, and with good aim.
Somebody who knew him came to see him with a lady and offered
him a greengage, and when he was about to take it, pretended to
give it to her. This excited the indignation of the Sphinx, who trotted
off to the further end of his cage and seized a tin pot, which
sometimes contained food or water. Taking it in both hands he ran
towards the lady and threw it forcibly, and in a good line, at her. He
followed his pot, and as it came back by rebounding from the wires
he escaped it by straddling his legs. Then he came to the side and
scolded much, and looked much put out. He soon forgave the injury,
and submitted to having his back scratched with pleasure. Then the
greengage was offered again, and before he could take it the fruit
was presented to a Baboon in the next compartment. This led to the
same result—a rush off to the end of the cage, a rummage for the
pot, and a very good throw with both the hands. At length, when he
had the fruit given to him he was perfectly content. His looks at the
lady were certainly cross and angry enough. Evidently there is a
good power of aiming, and as the object is thrown as the Baboon is
moving it receives a considerable impetus.
The Sphinx Baboon, or Cynocephalus sphinx, inhabits Guinea,
and is commonly seen in menageries, and stuffed in museums. As
old age comes on its character alters as well as its aspect of
countenance; it ceases to be familiar and becomes morose and
ferocious. The skull of the Sphinx Baboon resembles, to a certain
degree, that of the Hamadryas Baboon, but the orbits are decidedly
oblique. There is the same filling up of the upper jaw-bones, and the
cheek-bones do not project very much.
 THE ANUBIS BABOON.[65]

These Baboons live a very peculiar life in the neighbourhood of

Angola, a Portuguese settlement on the western coast of Africa.
Instead of delighting in the dense woods and glades of the tropical
country close by, where fruit, nuts, and roots exist in vast
abundance, and where water is most plentiful, they prefer to inhabit
a hilly district which is much cut up in all directions by deep dry
gullies, and grand rocky ravines. The country is badly supplied with
vegetation, and water is very scarce. There are a few prickly shrubs,
a few roots of grass, and certain kinds of thick club-stemmed dwarf
shrubs all bearing a few leaves, only during the few months of the
year in which rain falls. During the rest of the year nothing is seen
but bare rock and scorched leafless firewood. At distances far apart,
water only exists in deep dry gullies under the sand. In the
neighbourhood of the rivers on that part of the coast vegetation is
most luxuriant, but the Monkeys prefer the arid country, living
principally on the root and stem of one of the most extraordinary
plants in the world—the Welwitschia.
The dog-like jaws of these Apes are
very useful in gnawing the exposed
roots of these plants, and they
manage to nibble them just as a
Sheep does a turnip. When thirsty they
seek for water, and in company with
Zebras and other animals excavate or
scrape holes in the sand until it is
found over the hard sub-rock.
SKULL OF THE ANUBIS
BABOON. They are very wary, and usually
assemble in troops of fifteen or more,
and when they move about they send
forward one or two who act as scouts, and give signals to the main
body about what is going on in front. Some time since a man
opened a well at some copper-mines on the hills, and he soon found
that the Baboons knew what he had done, for they came down to
drink in bodies of thirty or forty.
They run very fast and on all-fours in a kind of sideway gallop,
and the little ones ride on the backs of their dams, holding very tight
and safely. It appears that there is some discipline going on amongst
them when they are in bodies, for if a scout should happen not to
signal danger or whatever is interesting to the whole band, the rest
set upon him, and give him a good thrashing.
Some similar or perhaps the same kind of Baboon lives a more
pleasant life than these in another district in the neighbourhood of
Angola. There are some most extraordinary rocks which are situated
some two hundred or more miles in the interior, and were mentioned
more than two centuries ago in the books of missionaries and other
travellers as great wonders of nature. They are the Black Rocks of
Pungo Andongo. These rocks, rising on the outskirts of a district
celebrated for its marvellous fertility and richness of vegetation, are
arid-looking on the top, and dark, partly from the natural tint of the
stone which is composed of gneiss. They encircle a valley, and
extend over about ten square miles, being rugged, or in the form of
gigantic pillars. Sloping away from the valley region with its great
forests, they present precipitous sides towards it, and are broken up
by ravines.
At first sight the stone of the precipices appears to be sterile or
poor in vegetation, but the nearer the margin of the high land is
approached the more luxuriant it becomes, the more flowery the
open fields, and the more numerous the crystal brooks. Cultivation
goes on here, and grain is carefully sewn, maize especially. In other
parts of the valley a dense dark-green primeval forest reaches close
to the precipitous and partly sterile walls of rock. The upper part of
the precipices and rocks is, however, bare of any shrub or tree-like
vegetation, and looks arid enough during the greater part of the
year. Now all this is of great importance to the Baboon. He lives on
the top of the rocks in hollows and under ledges of stone, and safely
placed there in inaccessible places, he surveys the fertile scene
below him, and selects the choicest of the fields for the supply of his
food. Probably there would be no such oasis in the country were it
not for a very curious plant which really gives the name to the “Black
Rocks,” and which clothes the hills during the wet season. And if
there were no fertile valley the Baboon would certainly not be found
in this district. As the wet season progresses, the hills look blacker
and blacker, their ruggedness disappears, and even the sterile faces
of the precipices grow dark, and the vegetation of the valley appears
to crowd up their slope. All this alteration is produced by the
vigorous and indeed enormous growth of a singular plant called
Scytonema. It retains much moisture within its tangles, and long
after the rains have ceased to be felt and to influence the vegetation
of the valley, the aridity of the district is antagonised or put off for a
while by this interesting property. The Scytonema selects the bare
rocks for its favourite locality, and these surround the valley with its
teeming vegetation as with a great sponge, whose moisture
prolongs the weeks of plant life and of active growth, and adds to a
wonderful fertility. With plenty of running water, abundance of food,
and a very safe shelter, the Baboons have great cause to thank the
Scytonema. They flourish amongst the rocks, and are a terrible
scourge to the inhabitants of the valley. Their cunning and boldness
are remarkable, and are increased by their numbers. After surveying
the growth of the choicest fields of Indian corn they assemble in
great troops and destroy entire plantations in a single night.

THE COMMON BABOON.[66]

There is a Baboon which is much more commonly seen in

menageries on the Continent than any other, and which is kept by
the Arabian and Egyptian jugglers; yet it is by no means
satisfactorily made out whether it is a particular species or only the
young or even adult form of some one of those already described. It
has a name, however, which ought to leave the identity of the
creature in no doubt—it is the Common Baboon, or Cynocephalus
papio. If it really comes from all the places whence it is said to be
derived it lives over a vast district, and is to be found on the west or
Guinea Coast inland, in Abyssinia, and on the Nile further north. Sir
John Kirk found them in Zambesia in Eastern Equatorial Africa, and
was told that the natives held them as sacred, and preserved them,
calling them “Nyam” and “Manganja.” But probably the specimens
from Guinea are these of the Sphinx Baboon, those from Abyssinia
are the females of the Hamadryas or of Geladas and possibly there
may be some in this district which really are true Papio Baboons.
They are very common in the half wild and tame condition; and
as they often have to take care themselves in the midst of a very
restless and half-starving set of men, their senses become
sharpened, and their intelligence becomes exalted in a most curious
manner. But nothing is known of them in the wild state.
They are large animals, and their hair is of a uniform yellowish-
brown colour, slightly shaded with sandy or light red tints. The
whiskers are of a light fawn colour, and the face, ears, and hands
and naked and black; the upper eyelids are white and naked, and
the tail is about one-half the length of the body, but it has no tuft.
They have no mane, and the muzzle is not so prolonged as in the
Hamadryas and Chacma Baboons; nevertheless, the cheeks are
rather swollen, and in this there is a faint resemblance to the
Mandrill, but they are not coloured, and the muzzle is thin beyond
them, and as it were truncated. The ears are visible, and are black
and hairless, but are somewhat pointed. All the underneath of the
body and the under part of the limbs are covered with hairs of a
brown colour. Some are of a greenish hue, and the hairs are not of
one colour.
Buffon had one that was full grown, and it was as savage as well
could be. It exhibited all the ferocity of disposition and intractability
of nature common to the rest of its kind when full grown “It was
not,” says he, “altogether hideous, and yet it excited horror. It
appeared to be continually in a state of savage ferocity, grinding its
teeth, perpetually restless, agitated by unprovoked fury. It was
obliged to be shut up in an iron cage, of which it shook the bars so
powerfully with its hands as to inspire the spectators with
apprehension. It was a stout-built animal, whose nervous limbs and
compressed form indicated great force and agility; and although the
length and thickness of its shaggy coat made it appear to be much
larger than it was in reality, it was nevertheless so strong and active
that it might have readily resisted the attacks of several unarmed
men.”
But although thus ferocious in old age, they are amusing,
tractable, teachable, and even affectionate when young; they know
and like their master, are orderly when with him, can be taught all
sorts of tricks, and they even like the young of other animals as
pets. There are of course all sorts of stories told about them, some
of which are true, for they were told by reliable naturalists from the
results of their own experience, but the majority have too much of
the wonderful in them, and are clearly the results of Eastern
imaginations. A distinguished naturalist and traveller took much
pains with some Baboons, and learned much of their habits and
curious tricks, and his first pupil was amusing enough. Of course
Baboons differ like higher animals in their temper and lightness of
disposition; some are grumpy and stupid, and others are as friendly
and frolicsome as a genially-disposed Dog. One of these last came
into his hands, and was, for a Baboon, quite amiable-looking, full of
vivacity, and possessed of a vast amount of animal spirits and talent
for the mischievous. He had a place set apart for him near one of
the gates of the establishment in Egypt, where he acted as a sort of
watch-dog. This duty he performed to perfection, and no one dared
to attempt to enter without his leave. To those whom he knew he
was polite, but to all others he was quite the reverse. Walking
backwards and forwards in great ire when disturbed by anybody
unknown to him, he finally stood stiffly on three of his legs, and
hammered away at the floor with the knuckles of the other, just as a
man raps a table when in a pet. His eyes glared, and he gave tongue
in a fierce growling bark.
Sometimes he would put on a most enticing look, and seem most
kindly disposed, seeking as it were the friendly notice of people;
then out would come his hand for something nice to be given him,
and if refused all his good looks departed, and he behaved more like
a devil than a watch-dog, rushing at his enemy, and endeavouring to
bite and scratch. He was on good terms with all the animals of the
neighbourhood, but took a great dislike to some Ostriches which
wandered about, and often came close to him, not apparently that
they were necessarily unbeloved by Apes, but because they did him
some very evil services most unintentionally. He liked to get on a
wall under a quantity of straw, which protected him from the sun,
and there he dozed away. Now the Ostrich had a very bad habit of
trying to swallow or peck at everything; nothing comes amiss so that
it can be swallowed; and they one and all are constantly poking here
and poking there for most curious titbits. This was the case with the
Ostriches in the Baboon’s neighbourhood, and it now and then
happened that as they were on the search for a novelty they noticed
his fine stout tail hanging from the top of the wall. Of course the first
Ostrich which was near gave it a good peck with his strong beak,
and doubtless a good pull also. This was a most uncalled-for liberty,
and not only woke up the sleeper, and hurt him, but also offended
his dignity. He awoke full of rage, and before the Ostrich could give
a second peck at the gristly morsel the furious Baboon rushed from
under the straw, seized his enemy by the neck, and cuffed his head
most soundly. He hated Ostriches ever after. The same Baboon was
taken on board a boat with the travellers, and exhibited a great fear
of the water. After a while he got a little accustomed to it, and
gradually was tempted to touch it. He used to go the whole length
of his cord, which kept him safe and sound, and, clinging on, would
just let one of his feet touch the glistening surface, and drag through
the water. This trick he used to do when he was thirsty, for he
sucked the water from off his foot.
He was very fond of young animals, and took upon himself the
occupation of nurse, whether the mothers liked it, or the little ones
cared for it or not. Thus, on once going through the streets of a
town seated on the baggage-wagon, the Baboon was tied fast by a
good long cord, which gave him much liberty. He saw by the side of
the road a Dog with a litter of puppies, and immediately darted off,
caught up one of them, and was returning before the mother had
recovered from the shock produced by his audacity. She rushed after
him as he retreated with the little puppy clasped to his bosom with
one of his arms, and so vigorously did she pursue that the Baboon
was placed in difficulty, and had to exercise all his resources to get
out of her way with his charge. The wagon was on the move, and
the rope was at its fullest length, when he suddenly took hold of it
with the spare hand, and running himself clear, and alighting on his
hind legs, met the attack of the furious Dog most bravely. So stoutly
did he persist, that the natives rather took his part, and he retained
the little Dog. Afterwards his master took it from him, and restored
it, to his great disgust; and, indeed, he was extremely offended, and
was sulky and out of temper for long afterwards. Doubtless, if some
intelligent men, who were accustomed to treat animals properly,
would undertake the education of Baboons, they would be
successful to a considerable degree; and there is no reason why they
should not be as useful to man as the Dog. But they are teased and
worried into a premature and senile savageness when in captivity.
 ANUBIS BABOON.

One of the plans of teaching a Baboon to like his master is to

keep him constantly in the house where he is; the master feeds him,
and is kind and never teasing to him, giving him, however, friendly
scratches on the back, and having romps with him. Then, when he
will answer to some name or call, and has become familiarised with
all around, some one comes in with a whip and begins to talk loudly,
and to order the Baboon out of the place. The creature is frightened,
and is rather disposed to resist; whereupon the master makes his
appearance, and pretends to take his part by opposing the intruder
with violent gestures and threats, and making much of the poor
brute. This has usually an excellent effect, and produces satisfactory
results, the Baboon clinging henceforth to his friend. They are
taught to help their masters in conjuring and juggling, and do some
tricks well.
 COMMON BABOON.

The skull of this Baboon has a face occupying about half of it,
and the brain case is much contracted behind and at the sides of the
brows, and is flattened behind and above, so that the top of the
head and eyes look pressed down. There is a ridge at the back of
the skull extending from each ear-bone to a little knot at the back
part of the occiput. All the back of the head is marked by the
impression of the muscles of the back and neck, and the space for
the jaw muscles is large on the side. Underneath, the skull is very
long, there is the usual small space for the opening of the nostrils
into the throat, and the palate is long and arched. In a specimen in
the British Museum there is a little hook of bone on one of the small
hones at the base of the skull (internal pterygoid bone), which is
seen also in man, and it is for a tendon of a muscle to pass around,
the use of the muscle being to render the soft palate tense. Why this
should be so well grown in this Baboon, whose voice is no better
than others, is certainly strange. The face is made broad near the
eyes by the projecting cheek-bones, and the orbits are broad, not
widely open, and they are separated, as in some of the other
Baboons, by a part of the forehead bone (frontal), and the upper
part of the nose bones (nasals). The nostril opening is very
triangular, and on either side is the broad smaller surface of the
upper jaw-bone. The front bone of the upper jaw is very projecting.
One is struck with the huge chin of the lower jaw, and how slanting
and comparatively small are the jowl ends of it. Evidently from the
great breadth of the back of the lower jaw, and its roughness for
muscular attachments, it is a very strong one, the narrow part in
front which holds the teeth being well moved up and down, and side
to side, in biting and masticating.
Their hands are rather short, the fingers are black, and the third
and fourth are of the same length; they are strong and hold well,
the thumb, however, being of no very great assistance.
 CHAPTER IX.
THE DOG-SHAPED MONKEYS (concluded). THE BABOONS.

The Second Division of the Baboons—THE MANDRILL—Easily distinguished

from the rest—Peculiar Appearance and Colour of the Face—The
Cheek-ridges—Noticed by the Ancients—Brutality of its Disposition
—“Jerry” at the Surrey Gardens—Their Wild State—Anatomical
Peculiarities—The Back-bone and Liver—THE DRILL—Distinguished from
the Mandrill—Probable Antiquity of these Baboons—Theories of their
Relationship to other Animals—THE BLACK BABOON—Its Locality and
Description—Probably a Forest Ape—General Summary of the Dog-
shaped Quadrumana and Classification of the Group

THE MANDRILL.[67]

THIS large Baboon is the principal one with a very short stump of
a tail, and may be distinguished from all others, with and without
long tails, by the enormous swellings of its cheeks on each side of its
nose, and their odd colouring. In general shape it resembles the rest
of the genus, but perhaps its head and chest may be more bulky,
and its limbs shorter and stouter than the others, when it has
attained its full growth. A full-grown male measures five feet when
standing upright, and the colour of the hair is a light olive-brown
above and silvery-grey beneath, and the chin is decorated with a
small pointed yellow beard. It has a “brutus” in the form of a great
tuft of hair on the top of the head, Nature having brushed up the
hair off the temples and forehead upwards, in a peak-shaped ridge
on the crown, giving a triangular appearance to the whole. The ears
are naked and pointed near their tips, and their colour is bluish-
black. The muzzle and the lips are large, and as it were swollen and
projecting, and the former is not only long, but is surrounded above
with an elevated rim or border, and cut short or truncated like that of
a Hog. But the most extraordinary features of this ugliest of faces
are the projections on each side of the nose. These are formed by
swellings of the cheek-bones along the base of the great canine
teeth, and the skin covering them is ribbed, and has ridges which
are alternately light blue, scarlet, and deep purple in colour,
contrasting strangely with the other tints of the hair. To add to the
strange look, the eyes are deeply sunken, and their colour, a deep
hazel, contrasts with a streak of vermilion, which reaches down each
side of the nose to the lip, and extends upwards in the
neighbourhood of the brows, which are large and “beetled.” A
forehead would clearly be out of place in such a brute, and therefore
it recedes rapidly above the eyes, and is lost in the great tuft of hair.
The canine teeth are immense, and when the animal is enraged
they and the others are shown, their beautiful white colour
contrasting with the strange medley of tints around them. On the
body the hair is very bristly, but the hands and feet are naked, and
as if to add to the many peculiarities of the Mandrill, they are small
in relation to the vigorous-looking limbs and short chest.
So curiously decorated a brute living just outside the civilisation
of the Egyptians, Greeks, and Romans, was sure to attract notice,
especially as they were brought into Europe by the African
merchants. Aristotle appears to have been struck with the hog-like
look of the head, and he called it by the name of Hog-Ape
(Chœropithecus), and all writers, from the earliest to the latest, have
contributed opinions founded on very doubtful facts, to the
detriment of its character. All the iniquities, abominations, and
scandals that have been coupled with the Gorilla, Chimpanzee, and
Orang-utan, are linked on fourfold to the character of the ill-favoured
Mandrill, and this is decided to be quite correct by the natives of the
Gold Coast and the inland regions, where it lives a most dreaded and
independent life.
There is no doubt that the Mandrill is extremely brutal in its adult
age, and that the males are ferocious and disgusting, there being no
particular choice as regards ugliness and oddity of decoration
between their faces and sterns, whose callosities are vast. But the
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