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 >Brief Contents

PArt i: Operations Management 1

1 Introduction to Operations and Supply Chain Management 1

S1 Operational Decision-Making Tools: Decision Analysis 33

2 Quality Management 55

3 Statistical Process Control 105

S3 Operational Decision-Making Tools: Acceptance Sampling 151

4 Product Design 160

5 Service Design 193

6 Processes and Technology 232

7 Capacity and Facilities Design 263

S7 Operational Decision-Making Tools: Facility Location Models 304

8 Human Resources 325

S8 Operational Decision-Making Tools: Work Measurement 360

9 Project Management 378

PArt iI: Supply Chain Management 436

10 Supply Chain Management: Strategy and Design 436

11 Global Supply Chain Procurement and Distribution 470

S11 Operational Decison-Making Tools: Transportation and Trans-Shipment Models 492

12 Forecasting517

13 Inventory Management 579

S13 Operational Decision-Making Tools: Simulation 624

14 Sales and Operations Planning 641

S14 Operational Decision-Making Tools: Linear Programming 681

15 Resource Planning 713

16 Lean Systems 757

17 Scheduling793

Solutions to Selected Problems 831

INDEX 835

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 >Contents

Preface xv 2 Quality Management 55

PArt i: OPerAtiOns MAnAgeMent 1 2.1 What Is Quality? 56
Quality from the Customer’s Perspective 56
1 introduction to Operations and Dimensions of Quality for Manufactured Products 58
Dimensions of Quality for Services 58
supply Chain Management 1
Quality from the Producer’s Perspective 58
1.1 The Operations Function 3 A Final Perspective on Quality 59
< What Do Operations and Supply Chain 2.2 Quality Management System 60
Managers Do? 3 The Evolution of Quality Management 60
1.2 The Evolution of Operations and Supply < Applying Deming’s Principles in
Chain Management 7 Award-Winning Hospitals 62
1.3 Globalization 10 2.3 Quality Tools 63
The China Factor 10 Process Flowcharts 63
< Creating Shared Value at Nestlé 13 Cause-and-Effect Diagrams 63
India, The World’s Service Provider 14 Check Sheets and Histograms 66
Pareto Analysis 66
1.4 Productivity and Competitiveness 14
Scatter Diagrams 67
1.5 Strategy and Operations 17 Process Control Charts and Statistical Quality Control 67
Primary Task 18 TQM and QMS 67
Core Competencies 18
2.4 The Role of Employees in Quality Improvement 70
Order Winners and Order Qualifiers 18
Kaizen and Continuous Improvement 71
Positioning the Firm 19
Quality Circles 71
< Whole Foods Market’s Unique Strategy 20 Process Improvement Teams 71
Strategy Deployment 21
< Customer Focus and Employee
Operations Strategy 25 Empowerment at Maple Leaf Foods 72
1.6 Organization of This Text 26 Quality in Services 73
1.7 Learning Objectives of This Course 26 < Customer Satisfaction at Ritz-Carlton Hotels 74
Summary of Learning Objectives 27
2.5 Six Sigma 75
Summary of Key Terms 27
Questions 28
< Motorola’s Six Sigma Quality 75
The Six Sigma Goal—3.4 DPMO 76
Problems 29
The Six Sigma Process 76
Improvement Projects 76
s1 supplement The Breakthrough Strategy: DMAIC 77
Operational Decision-Making Black Belts and Green Belts 77
tools: Decision Analysis 33 Design for Six Sigma 79
Lean Six Sigma 79
S1.1 Decision Analysis with and without Probabilities 33
The Bottom Line—Profitability 80
Decision Making without Probabilities 34
2.6 The Cost of Quality 81
Decision Analysis with Excel 37
The Cost of Achieving Good Quality 81
Decision Analysis with OM Tools 37
The Cost of Poor Quality 82
Decision Making with Probabilities 38
Measuring and Reporting Quality Costs 83
Expected Value of Perfect Information 39
The Quality–Cost Relationship 85
Sequential Decision Trees 40
Summary of Learning Objectives 43 2.7 The Effect of Quality Management on Productivity 85
Summary of Key Formulas 43 Productivity 85
Summary of Key Terms 43 Measuring Product Yield and Productivity 86
Solved Problems 43 The Quality–Productivity Ratio 89
Problems 44 Quality Awards 90

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 viii Contents

ISO 9000 92 Summary of Key Terms 157

<ISO 9001 Certification at Monarcas Morelia 93 Solved Problem 157
Summary of Learning Objectives 95 Questions 158
Summary of Key Formulas 96 Problems 158
Summary of Key Terms 96
Solved Problems 97
4 Product Design 160
Questions 97
Problems 99 4.1 The Design Process 162
Idea Generation 163
3 statistical Process Control 105 < Pixar’s Creativity 164
Feasibility Study 164
3.1 The Basics of Statistical Process Control 107 Rapid Prototyping and Concurrent Design 165
SPC in Quality Management 107 Form Design 166
Quality Measures: Attributes and Variables 108 < Apple’s Design Process 166
SPC Applied to Services 108 Functional Design 167
Where to Use Control Charts 109 Production Design 170
3.2 Control Charts 109 Final Design and Process Plans 171
3.3 Control Charts for Attributes 111 4.2 Technology in Design 171
p-Chart 111 Collaborative Product Design Systems 173
< Using Control Charts for Improving 4.3 Design Quality Reviews 173
Health-Care Quality 114 < Jugaad, Design for the Times 175
c-Chart 115
4.4 Design for the Environment 175
3.4 Control Charts for Variables 117 Green Sourcing 176
Mean (x̄-) Chart 117 Green Manufacturing 177
Range (R-) Chart 122 Green Consumption 177
Using x¯- and R-Charts Together 123 Recycling and Re-Use 177
3.5 Control Chart Patterns 124 < Nike’s Trash Talking Shoes 178
Sample Size Determination 126 4.5 Quality Function Deployment 178
SPC with Excel and OM Tools 126
Design for Robustness 183
3.6 Process Capability 127 Summary of Learning Objectives 185
Process Capability Measures 130 Summary of Key Terms 186
< Design Tolerances at Harley-Davidson Summary of Key Formulas 186
Company 131 Solved Problems 187
Process Capability with Excel and OM Tools 132 Questions 187
Summary of Learning Objectives 133 Problems 188
Summary of Key Formulas 134
Summary of Key Terms 134
Solved Problems 135 5 service Design 193
Questions 136 5.1 The Service Economy 194
Problems 136
5.2 Characteristics of Services 195
5.3 The Service Design Process 197
s3 supplement < Zip.ca Brings Self-Service to Movie Rentals 197
Operational Decision-Making The Service-Process Matrix 199
tools: Acceptance sampling 151 5.4 Tools for Service Design 202
Service Blueprinting 202
S3.1 Single-Sample Attribute Plan 152
Front-Office and Back-Office Activities 203
Producer’s and Consumer’s Risks 152
Servicescapes 204
S3.2 The Operating Characteristic Curve 153 Quantitative Techniques 204
Developing a Sampling Plan with OM Tools 154
5.5 Waiting Line Analysis for Service Improvement 204
S3.3 Average Outgoing Quality 155 Elements of Waiting Line Analysis 204
S3.4 Double- and Multiple-Sampling Plans 156 Basic Waiting Line Structures 206
Summary of Learning Objectives 157 Operating Characteristics 208

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 Contents ix

Traditional Cost Relationships < Urban Outfitters’ New Distribution

in Waiting Line Analysis 208 Facility 278
The Psychology of Waiting 209
7.5 Designing Service Layouts 279
Single-Server Waiting Line Model 210
Multiple-Server Waiting Line Model 214
7.6 Designing Product Layouts 280
Little’s Law 218 < Mark’s Format 281
Summary of Learning Objectives 220 Line Balancing 281
Summary of Key Terms 221 Computerized Line Balancing 285
Summary of Key Formulas 221 7.7 Hybrid Layouts 285
Solved Problems 222 Cellular Layouts 285
Questions 223 Flexible Manufacturing Systems 289
Problems 224 Mixed-Model Assembly Lines 289
Summary of Learning Objectives 291
Summary of Key Formulas 292
6 Processes and technology 232 Summary of Key Terms 292
Solved Problems 293
6.1 Process Planning 234
Questions 294
Outsourcing 234
Problems 295
Process Selection 235
Process Selection with Break-Even Analysis 237
Process Plans 241
s7 supplement
6.2 Process Analysis 241
Process Flowcharts 243
Operational Decision-Making
Process Maps 244 tools: Facility location Models 304
< Making Fast Food Faster 246 S7.1 Types of Facilities 304
6.3 Process Innovation 247 S7.2 Site Selection: Where to Locate 305
6.4 Technology Decisions 251 S7.3 Site Selection: Factors to Consider 306
Financial Justification of Technology 251 Global Supply Chain Factors 306
A Technology Primer 252 Regional and Community Location Factors in Canada 307
Summary of Learning Objectives 255 Location Incentives 308
Summary of Key Terms 256 Geographic Information Systems 308
Summary of Key Formulas 256
S7.4 Location Analysis Techniques 310
Solved Problems 256
Location Factor Rating 310
Questions 257
Location Factor Rating with Excel and OM Tools 311
Problems 258 Centre-of-Gravity Technique 312
Centre-of-Gravity Technique with Excel and OM Tools 314
Load-Distance Technique 315
7 Capacity and Facilities
Load-Distance Technique with Excel and OM Tools 316
Design 263 Summary of Learning Objectives 317
7.1 Capacity Planning 264 Summary of Key Formulas 318
Summary of Key Terms 318
7.2 Facilities 267
Solved Problem 318
< Bank of America’s and TD Canada Trust’s Questions 318
Achievement in Green Design 267
Problems 319
Objectives of Facility Layout 268
7.3 Basic Layouts 269
Process Layouts 269
8 human resources 325
Product Layouts 270
Fixed-Position Layouts 272 8.1 Human Resources and Quality Management 328
7.4 Designing Process Layouts 273 8.2 The Changing Nature of Human Resources
Block Diagramming 273 Management 329
<The Health Benefits of Good Layout 274 The Assembly Line 329
Relationship Diagramming 276 Limitations of Scientific Management 330
Computerized Layout Solutions 278 Employee Motivation 330

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 x Contents

< Human Resources Management: Helping Stopwatch Time Study 361

Women Break the “Glass-Ceiling”; Number of Cycles 365
Rotman School of Management with Elemental Time Files 366
TD Bank Group 331 Predetermined Motion Times 367
8.3 Contemporary Trends in Human Resources S8.2 Work Sampling 367
Management 332 Summary of Learning Objectives 370
Job Training 332 Summary of Key Formulas 371
< Having Good Training Can Lead to Summary of Key Terms 371
Higher Turnover Rates! 332 Solved Problems 371
Cross-Training 333 Questions 372
< Employee Training at Kyphon, Inc., Problems 372
and Triage Consulting Group 333
Job Enrichment 334
9 Project Management 378
Empowerment 334
Teams 335 9.1 Project Planning 380
Flexible Work Schedules 335 Elements of a Project Plan 380
Alternative Workplaces and Telecommuting 335 Project Return 380
<Reducing Costs by Going Green in The Project Team 382
the Workplace 337 < Cross-Cultural Project Teams 383
Temporary and Part-Time Employees 337 The Project Manager 383
< Part-Time Employees at UPS 338 Scope Statement 383
8.4 Employee Compensation 338 Work Breakdown Structure 384
Types of Pay 338 Responsibility Assignment Matrix 384
Gainsharing and Profit Sharing 339 < Green Projects on the Increase
8.5 Managing Diversity in the Workplace 339 Around the World 386
<English and French in the Workplace 340 9.2 Project Scheduling 387
Diversity Management Programs 340 The Gantt Chart 387
Global Diversity Issues 341 9.3 Project Control 388
< ERIEC: A Commitment to Diversity 341 Time Management 389
< Developing a Skilled Workforce in China 342 Cost Management 389
Quality Management 389
8.6 Job Design 343
Performance Management 389
The Elements of Job Design 343
Ergonomics 344
< Montreal Super Hospitals 390
Communication 390
Technology and Automation 344
Enterprise Project Management 390
8.7 Job Analysis 345
9.4 CPM/PERT 391
Process Flowchart 345
The Project Network 392
Worker–Machine Chart 347
AOA Network 392
Motion Study 347
< Pearson International Airport Project 393
8.8 Learning Curves 349
AON Network 394
Determining Learning Curves with Excel 352
The Critical Path 394
Learning Curves with OM Tools 352
Activity Scheduling 395
Summary of Learning Objectives 354
Activity Slack 398
Summary of Key Formulas 355
< Boundary Dam Integrated Carbon
Summary of Key Terms 355
Capture and Storage Demonstration
Solved Problems 355 Project, Saskatchewan 400
Questions 355
9.5 Probabilistic Activity Times 401
Problems 356
Probabilistic Time Estimates 401
s8 supplement < Union Station Construction Project
in Toronto 405
Operational Decision-Making
9.6 CPM/PERT Analysis with OM Tools 405
tools: Work Measurement 360
Probabilistic Network Analysis 405
S8.1 Time Studies 360 9.7 Project Crashing and Time–Cost Tradeoff 408

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 Contents xi

Project Crashing 409 Vendor Management Inventory (VMI) 456

The General Relationship of Time and Cost 413 Humanitarian Logistics and Disaster Relief Supply Chains 457
9.8 Microsoft Project 413 Supply Chain Management (SCM) Software 457
PERT Analysis with Microsoft Project 416 10.6 Measuring Supply Chain Performance 458
9.9 Global and Diversity Issues in Key Performance Indicators 458
Project Management 417 < Apple’s Top-Ranked Supply Chain 460
Project Management Certifications 418 Process Control 461
Summary of Learning Objectives 418 SCOR 461
Summary of Key Formulas 420 Summary of Learning Objectives 463
Summary of Key Terms 420 Summary of Key Terms 464
Solved Problem 421 Summary of Key Formulas 465
Questions 422 Solved Problem 465
Problems 423 Questions 465
Problems 466

PArt ii: suPPly ChAin MAnAgeMent 436 11 global supply Chain

Procurement and Distribution 470
10 supply Chain Management:
11.1 Procurement 472
strategy and Design 436
Outsourcing 473
10.1 Supply Chains 437 <Ethical Sourcing at Mark’s 474
<The Digital Supply Chain at 11.2 E-Procurement 475
Apple and Amazon 441 E-Marketplaces 475
Supply Chains for Service Providers 441 Reverse Auctions 475
Value Chains 442
11.3 Distribution 476
10.2 The Management of Supply Chains 442 Speed and Quality 476
Supply Chain Design: Efficiency and Responsiveness 443 Internet Companies: Amazon.ca 476
Build-to-Order (BTO) vs. Build-to-Stock (BTS) 443 Distribution Centres and Warehousing 476
Supply Chain Uncertainty and Inventory 444
< Innovative Distribution Solution for
Demand Distortion Along Supply Chain: The Pharmaceuticals Industry 477
Bullwhip Effect 444
Risk Pooling 445
< Supply Chain Management at
Royal Caribbean 478
<Eliminating the Bullwhip Effect at Philips Postponement 479
Electronics 446
Warehouse Management Systems 479
10.3 “Green” Supply Chains 446 Vendor-Managed Inventory 480
< Green Supply Chain at Ontario < Vendor-Managed Inventory (VMI) at Dell 481
Power Generation 447 Collaborative Logistics 481
< Going Green at Walmart 448 Distribution Outsourcing 481
Sustainability and Quality Management 449 11.4 Transportation 481
< Achieving Sustainability While Reducing <Supply Chain Operations at Food
Costs and Increasing Profits 449 Distributor Sysco Corporation 484
10.4 Information Technology: A Supply Chain Enabler 450 Internet Transportation Exchanges 485
Electronic Business 451 Reverse Logistics 485
Electronic Data Interchange 451 11.5 The Global Supply Chain 485
< Strategic Supply Chain Design at 7-Eleven Obstacles to Global Supply Chain Management 486
in Japan and the United States 451 Duties, Tariffs, and Global Trading Groups 486
Bar Codes 452 Landed Cost 487
Radio Frequency Identification 453 Web-Based International Trade Logistics Systems 487
The Internet 455 Sustainability 489
10.5 Supply Chain Integration 455 < Sustainable Transportation at
< Supply Chain Integration in Health Care Bison Transport 489
System of Ontario 456 < Achieving Global Sustainability at
Collaborative Planning, Forecasting, and Replenishment 456 HP in China 490

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 xii Contents

Recent Trends in Globalization for North < The Collaborative Planning, Forecasting, and
American Companies 490 Replenishment (CPFR) Process at Bayer
China’s Increasing Role in the Consumer Care in the EU 542
Global Supply Chain 491 Time Series Forecasting Using Excel 543
< Brazil as a Potential Near-Shore Forecasting with OM Tools 545
Supplier for North America 492
12.4 Forecast Accuracy 546
Reverse Globalization 493
Mean Absolute Deviation 546
< From Offshoring to Reshoring Mean Absolute Percent Deviation 548
Production 494
Mean Squared Error 548
Summary of Learning Objectives 494
Cumulative Error 548
Summary of Key Terms 495
Forecast Control 549
Questions 496
< Forecasting Market Demand
at Saputo 553
s11 supplement 12.5 Regression Methods 553
Operational Decision-Making Linear Regression 553
tools: transportation and Correlation 556
Regression Analysis with Excel 556
trans-shipment Models 497 Multiple Regression with Excel 558
S11.1 The Transportation Model 497 Summary of Learning Objectives 560
Solution of the Transportation Model with Excel 499 Summary of Key Formulas 561
S11.2 The Trans-Shipment Model 502 Summary of Key Terms 562
Solution of the Trans-Shipment Solved Problems 562
Problem with Excel 503 Questions 565
Summary of Learning Objectives 505 Problems 565
Summary of Key Terms 505
Solved Problem 505
Problems 506 13 inventory Management 579
13.1 The Role of Inventory in Supply
Chain Management 582
12 Forecasting 517
The Effects of Information Technology on
12.1 The Strategic Role of Forecasting Inventory Management 583
in Supply Chain Management 519 Inventory and Quality Management in the
Supply Chain Management 519 Supply Chain 584
< Sharing Forecasts at Boeing and Alcoa 520 13.2 The Key Elements of Inventory
Quality Management 521 Management 584
Strategic Planning 521 Demand 584
< Supply Chain Forecasting at Heineken 521 Inventory Costs 585
12.2 Forecasting Demand 522 < Inventory Management Strategies at
Components of Forecasting Demand 522 Proctor & Gamble 586
<Market Forecasting at Bombardier 13.3 Inventory Control Systems 587
Aerospace 522 Continuous Inventory Systems 587
Forecasting Methods 525 Periodic Inventory Systems 587
The Forecasting Process 525 The ABC Classification System 588
<Forecasting at Dell 527 < Determining Supply Chain Strategy
12.3 Time Series Methods 527 by Evaluating Inventory Costs at
Naive Forecast 527 Hewlett-Packard 591
Moving Average 528 13.4 Economic Order Quantity Models 591
Weighted Moving Average 530 The Basic EOQ Model 592
Exponential Smoothing 531 The Economic Production
Adjusted Exponential Smoothing 535 Quantity (EPQ) Model 595
Linear Trend Line 537 Solution of EOQ Models with Excel 598
Seasonal Adjustments 540 Solution of EOQ Models with OM Tools 598

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 Contents xiii

13.5 Quantity Discounts 599 < How LEGO Rebuilt Its Supply Chain
Quantity Discounts with Constant Carrying Cost 600 and Found S&OP 647
Quantity Discounts with Varying Carrying Cost 602 Available-to-Promise 648
Quantity-Discount Model Solution with Excel 604 14.3 Strategies for Managing Capacity 650
13.6 Reorder Point 604 Level Production 650
Safety Stocks 605 Chase Demand 650
Service Level 605 Peak Demand 651
Reorder Point with Variable Demand 606 Overtime and Undertime 651
Determining the Reorder Point with Excel 607 Subcontracting 651
13.7 Order Quantity for a Periodic Part-Time Workers 651
Inventory System 608 Backlogs, Backordering, and Lost Sales 651
Order Quantity with Variable Demand 608 < Operations Planning at P&G 652
Determining the Order Quantity for the 14.4 Proactive Strategies for Managing Demand 652
Fixed-Period Model with Excel 609 Demand Shifting 652
13.8 Order Quantity for the Single-Period Countercyclical Product Offerings 653
Inventory Model 610 Information Sharing 653
Summary of Learning Objectives 614 < The Bullwhip Effect in a Slowdown 653
Summary of Key Formulas 615 14.5 Quantitative Techniques for Aggregate Planning 654
Summary of Key Terms 615 Pure Strategies 654
Solved Problems 616 Optimal Solution Using a Linear Programming Model 656
Questions 617 Mixed Strategies 659
Problems 617 The Transportation Method 661
Other Quantitative Techniques 666
14.6 Aggregate Planning for Services 666
s13 supplement Revenue Management 667
Operational Decision- < Revenue Management at Caesars Windsor
Making tools: simulation 624 Hotel and Casino 667
Summary of Learning Objectives 670
S13.1 Monte Carlo Simulation 624 Summary of Key Terms 671
Computer Simulation with Excel 629 Solved Problems 672
Decision Making with Simulation 630 Questions 673
S13.2 Areas of Simulation Application 632 Problems 674
Waiting Lines/Service 633
Inventory Management 633
Production and Manufacturing Systems 633 s14 supplement
Capital Investment and Budgeting 633 Operational Decision-Making
Logistics 633
Service Operations 633
tools: linear Programming 681
Environmental and Resource Analysis 633 S14.1 Model Formulation 683
Summary of Learning Objectives 634 S14.2 Graphical Solution Method 684
Summary of Key Terms 634
S14.3 Linear Programming Model Solution 689
Solved Problem 634
The Simplex Method 689
Questions 635
Slack and Surplus Variables 689
Problems 636
S14.4 Solving Linear Programming Problems
with Excel 690
14 sales and Operations S14.5 Sensitivity Analysis 692
Planning 641 Sensitivity Ranges 693
Summary of Learning Objectives 695
14.1 The Sales and Operations Planning Process 642 Summary of Key Terms 695
< Disney’s Magic Numbers 645 Solved Problem 695
14.2 The Hierarchical Nature of Planning 646 Questions 696
Collaborative Planning 646 Problems 696

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 xiv Contents

15 resource Planning 713 Jidoka 775

Total Productive Maintenance 776
15.1 Material Requirements Planning (MRP) 715 Supplier Networks 777
When to Use MRP 716 16.2 Implementing Lean Production 778
Master Production Schedule 717 The Benefits of Lean Production 779
Product Structure File 719
< UltraFit Manufacturing: Lean and Fit
Time-Phased Bills 722
Manufacturing 780
Item Master File 723
The Drawbacks of Lean Production 780
The MRP Process 724
< Technology-Infused Lean at Toyota 781
Lot Sizing in MRP Systems 725
MRP Outputs 730 16.3 Other Applications of Lean Systems 782
Lean Services 782
15.2 Capacity Requirements Planning (CRP) 731
Leaning the Supply Chain 784
Calculating Capacity 732
Lean Six Sigma 784
Load Profiles 734
Lean and the Environment 785
Overloads 734
Value Stream Mapping (VSM) 785
Load Levelling 735
Summary of Learning Objectives 787
Relaxing MRP Assumptions 736
Summary of Key Formulas 787
Manufacturing Resource Planning (MRP II) 737
Summary of Key Terms 787
15.3 Enterprise Resource Planning (ERP) 738
Questions 788
ERP Modules 740
Problems 789
ERP Implementation 741
<Under Armour at the Top of Its
Game with ERP 742 17 scheduling 793
<Implementation of ERP at Pratt & 17.1 Scheduling Techniques 795
Whitney Canada 744
Objectives in Scheduling 795
15.4 ERP and Related Software: Connectivity and 17.2 Loading 796
Integration 745
The Assignment Method of Loading 796
Customer Relationship Management (CRM) 745
Supply Chain Management (SCM) 746
17.3 Sequencing 800
Product Lifecycle Management (PLM) 746 Sequencing Jobs Through One Process/Machine 801
Connectivity, Integration, and Services 746 Sequencing Jobs Through Two Serial
Processes/Machines 804
<ERP Systems and Solution Providers 747
Sequencing Jobs in the Presence of Sequence-Dependent
Summary of Learning Objectives 747 Setup Times 806
Summary of Key Terms 748 Guidelines for Selecting a Sequencing Rule 806
Solved Problems 749 < Patient Scheduling 807
Questions 749
17.4 Monitoring 808
Problems 750
Gantt Charts 809
Input/Output Control 810
16 lean systems 757 17.5 Advanced Planning and Scheduling Systems 812
Theory of Constraint 814
16.1 The Basic Elements of Lean Production 759
< Eliminate Bottlenecks, Don’t Just Move
Flexible Resources 760 Them Somewhere Else! 814
Cellular Layouts 762
17.6 Employee Scheduling 817
The Pull System 762
Kanbans 764 <Employee Scheduling at NAV CANADA 822
Small Lots 767 Automated Scheduling Systems 822
Quick Setups 769 Summary of Learning Objectives 822
Uniform Production Levels 771 Summary of Key Formulas 823
<Production On-Demand at Conmed 772 Summary of Key Terms 823
Quality at the Source 773 Solved Problems 824
Visual Control 773 Questions 825
Kaizen 773 Problems 825
<Universal Studios Holds “Treasure Hunt” Solutions to Selected Problems 831
Kaizen Event 775 Index 835

ftoc.indd 14 2/28/2014 9:06:59 PM

 < PREFACE

T
he Canadian edition of Operations Management: Creating Value Along the Supply Chain
is organized around the increasingly important and prevalent topic of operations as a way
to create value along the supply chain. We describe how every chapter topic fits within
a supply chain framework in a company or organization in a global operating environment. To
this end, two chapters deal directly with supply chain management: Chapter 10, Supply Chain
Management: Strategy and Design, and Chapter 11, Global Supply Chain Procurement and
Distribution. In addition, Chapter 5, Service Design, reflects the expanding presence and impor-
tance of service companies in operations management. We also address the increasingly important
global topic of sustainability in almost every chapter.

Major Text Themes

oPerationS Strategy: creating value
along the SuPPly chain
A company’s plan for being competitive is its strategy. The success of a strategic plan is largely
determined by how well a company coordinates all of its internal processes, including operations,
with its suppliers and customers to produce products and services that provide value. Throughout
this book, we try to show how the functions and processes described in each chapter fit into a
company’s strategic design for the creation of value. In each chapter, we emphasize the need for
considering the overall strategic implications of particular operating decisions.
One way in which companies can gain a competitive edge is by deploying the basic functions
of operations management in a more effective manner than their rivals—for example, building a
better supply chain. Therefore, we give dozens of examples that explain how companies deploy
specific operations functions along their supply chain to provide value and make them successful.
Throughout the book, Along the Supply Chain boxes describe how successful companies have
gained a competitive edge through operations.

global oPerationS
Companies and organizations today must increasingly compete in a global marketplace. The
establishment of new trade agreements between countries, innovations in information technology,
and improvements in transport and shipping are just a few of the factors that have enabled com-
panies to develop global supply chains. The opening of the global marketplace has only served to
introduce more competitors and make competition tougher, thus making strategic supply chain
design even more important for achieving success. We have sought to introduce this global aspect
of operations into our discussion at every opportunity. In each chapter, we include examples that
touch on the impact of global operations relative to the topic under discussion, and we discuss
how globalization affects supply chain management.

SuStainability
Environmental concerns are changing every aspect of operations and supply chain management,
from product and service design, to supplier sourcing, to manufacture and delivery. In virtually
every chapter of this text, we address the impact of sustainability (i.e., meeting present needs
without sacrificing future resources) and give examples of green practices. For example, in
Chapter 4 on product design, we discuss the design for environment lifecycle, eco-labelling, recy-
cling and reuse, and sustainable operations; in Chapter 7 on facilities, we discuss LEED-certified
green buildings; in Chapter 10 on supply chain management, we discuss green supply chains; and
in Chapter 16 on lean systems, we discuss lean and the environment.

fpref.indd 15 2/26/2014 3:44:09 PM

 xvi Preface

Services and Manufacturing

We have attempted to strike a balance between manufacturing and service operations in this book.
Traditionally, operations management was thought of almost exclusively in a manufacturing con-
text. However, Canada and other industrialized nations have made a dramatic shift toward service
industries. Thus, managing service operations is an important area of study. Operations manage-
ment processes and techniques are often indistinguishable between service and manufacturing.
However, in many other instances, service operations present unique situations and problems that
require focused attention and unique solutions. We have tried to reflect the uniqueness of service
operations by providing focused discussions on service operations throughout the text. For exam-
ple, in Chapter 2 on quality management, we specifically address the importance of quality manage-
ment in service companies; in Chapter 5 on service design, we emphasize the differences in design
considerations between manufacturing and services; and in Chapter 14, we discuss aggregate plan-
ning in services. One type of service examined in almost every chapter in the book is health care.

Qualitative and Quantitative Processes

We have also attempted to strike a balance between the qualitative (or managerial) aspects of
operations management and the quantitative aspects. In the contemporary world of operations
management, the quantitative and technological aspects are probably more important than ever.
The ability to manage people and resources effectively—to motivate, organize, control, evalu-
ate, and adapt to change—have become critical to competing in today’s global markets. Thus,
throughout the book we seek to explain and clearly demonstrate how the successful operations
manager manages and how to use quantitative techniques and technology when they are applica-
ble. We have also included a balanced mix of qualitative and quantitative questions and problems
at the end of each chapter. However, we attempt to present these quantitative topics in a way that’s
not overly complex or mathematically intimidating. Above all, we want to show how the quanti-
tative topics fit in with, and complement, the qualitative aspects of operations management. We
want students to be able to see both “the forest and the trees.”

Teaching and Learning Support Features

This text is accompanied by many features and supplements, both in the text and online, for stu-
dents and instructors.

Pedagogy in the Textbook

A Focus on Learning
The Canadian edition focuses on useful and effective pedagogy. We have added learning objec-
tives at the beginning of each chapter that are linked to the end-of-chapter summary as well as to
the questions and problem material—ensuring that students understand and are able to apply the
most important topics in the course. In addition, the questions and problem material at the end
of each chapter provide a balanced approach to covering the qualitative and quantitative aspects of
operations and supply chain management.

Along the Supply Chain Boxes

These boxes are located in every chapter in the text. They describe the application of operations
in a real world company, organization, or agency related to specific topics in each chapter. They
emphasize how companies effectively compete with operations management in the global market-
place. The descriptions of operations at actual companies in these boxes help students understand
how specific OM techniques and concepts are used by companies, which also make the topics and
concepts easier to understand. In addition, we have added discussion questions to these boxes to
help students and teachers “connect” the example to the chapter topics.

OM Dialogue Boxes
These boxes include dialogues with recent business school graduates who are working in opera-
tions management in the real world. They describe how they apply various OM topics from the

fpref.indd 16 2/26/2014 3:44:09 PM

 Preface xvii

text in their own jobs and the value of their own OM training in college or university. This pro-
vides students with a perspective on the benefits of studying operations management now, as well
as its future benefits.

Marginal Notes
The notes included in the margins serve the same basic function as notes that students themselves
might write in the margins. They highlight important topics, making it easier for students to locate
them. They summarize important points and key concepts and provide brief definitions of key terms.

Examples
The primary means of teaching the various quantitative topics in this text is through examples.
These examples are liberally distributed throughout the text and are solved in a clear, straight­
forward manner to make them easier to understand.

Solved Example Problems

At the end of each chapter, just prior to the homework questions and problems, a section with
solved examples is included to serve as a guide for the homework problems. These examples are
solved in a detailed step-by-step manner.

Summary of Learning Objectives

Every chapter ends with a summary linked to the learning objectives, where the key points from
the chapter are revisited for a quick study aid.

Summary of Key Formulas

These summaries at the end of each chapter and supplement provide all of the key quantitative
formulas introduced in the chapter in one location for easy reference.

Summary of Key Terms

Located at the end of each chapter, these summaries provide a list of key terms introduced in that
chapter and their definitions in one convenient location for quick and easy reference.

Homework Problems, Questions, and Cases

Our text contains a large number of end-of-chapter exercises for student assignments. Almost 600
homework problems and more than 50 more advanced end-of-chapter case problems are included.
In addition, over 400 end-of-chapter discussion questions are provided. Answers to selected odd-
numbered homework problems are included in the back of the book. As we mention in the follow-
ing Online Resources section, Excel spreadsheet solution files are available to the instructor for
the majority of the end-of-chapter problems and cases.

Online Resources www.wiley.com/go/russellcanada

The textbook is accompanied by a website that includes learning tools and resources for both
students and instructors, which are organized by chapter and flagged in the textbook with icons.

ONLINE RESOURCES FOR STUDENTS

A Tim Hortons Comprehensive Case shows how the different operations and supply chain man-
agement topics in this Canadian edition fit together. Tim Hortons is an iconic Canadian brand that
not only operates restaurants across the country, but also manages a complex supply chain. Tim
Hortons is an ideal company to use as an example to introduce the various topics in this text because
its supply chain is global, and its production process is interesting and familiar to most Canadians.
Web links for companies and concepts discussed in each chapter provide enrichment for stu-
dents who want to learn more about a topic, and serve as a valuable resource for student assign-
ments and papers.
Internet Exercises provide up-to-date access to current issues in operations. These add
immediacy to classroom discussions and ensure that operations management topics remain rel-
evant to students.

fpref.indd 17 2/26/2014 3:44:09 PM

 xviii Preface

Excel Files of Exhibits

Excel is used extensively throughout the text to solve various quantitative problems, and many
Excel illustrations are provided throughout the text.
Every Excel spreadsheet used to prepare the examples in the text is available on the text
website for students and instructors. They are organized by chapter and are listed by their exhibit
number. Please carefully look in each file. In many cases several sheets in one file are used to
display different parts of a problem, such as a graphical solution as well as a numerical solution.

ONLINE RESOURCES FOR INSTRUCTORS

The Instructor’s Manual features lecture outlines, teaching notes, experiential exercises, alter-
nate examples to those provided in the text, pause and reflect questions for classroom discussion,
and a guide to suggested videos that can be accessed online.
The Test Bank consists of true/false, multiple-choice, short answer, and essay questions. The
questions are also available as a Computerized Test Bank in a test-generating program that allows
instructors to modify and add questions to customize their exams.
PowerPoint Presentations include outlines for every chapter, exhibits from the text, accom-
panying lecture notes on each slide, and additional examples.
The Instructor Solutions Manual features detailed answers to end-of-chapter questions,
homework problems, and case problems.
Excel Homework Solutions and Excel Exhibit Files are available for almost 600 end-of-
chapter homework problems and 55 case problems. Excel solution files for the instructor are pro-
vided on the website for the majority of these problems. In addition, Microsoft Project solution
files are provided for most of the homework problems in Chapter 9 (Project Management). Excel
worksheets for class handouts or homework assignments are provided for QFD, process flow
charts, MRP matrices, and others. Excel exhibit files for every example in the text solved with
Excel are provided as templates for solving similar problems for both students and instructors and
are available on the text website.
OM Tools, an Excel add-in designed to accompany Operations Management, consists of 18
modules with over 60 problem types. OM Tools is easy to use and interpret and is accompanied
by a help file with text references.
Virtual Tours of service and production facilities bring operations management to life.
Selected tours are accompanied by a set of questions directly related to concepts discussed in the
chapter. Answers to the Virtual Tours questions are available on the instructor website.
Wiley Custom Select allows instructors the freedom to create their course materials exactly
the way they want them. Instructors can browse from our extensive collection of Wiley content,
add their own material, arrange the sequence of content, choose the output method, and a lot more
in just three easy steps. Find out more at www.customselect.wiley.com.

WileyPLUS
WileyPLUS is a powerful online tool that provides instructors and students with an integrated suite
of teaching and learning resources, including an online version of the textbook, in one easy-to-use
website. To learn more about WileyPLUS and view a demo, visit www.wileyplus.com.

fpref.indd 18 2/26/2014 3:44:10 PM

 Preface xix

WileyPLUS Tools for Instructors

WileyPLUS enables instructors to:
• Assign automatically graded homework and quizzes from the end of the chapter and test bank.
• Track students’ progress in an instructor’s grade book.
• Access all teaching and learning resources, including an online version of the text, and student
and instructor supplements, in one easy-to-use website. These include PowerPoint slides, solu-
tions, videos, and animations.
• Create class presentations using Wiley-provided resources, with the ability to customize and add
their own materials.

WileyPLUS Resources for Students

In WileyPLUS, students will find various useful tools, such as an ebook, videos with tutorials,
Decision Dilemma and Decision Dilemma Solved animations, learning activities, flash cards for
key terms, demonstration problems, and case and problem data in Excel.

fpref.indd 19 2/26/2014 3:44:10 PM

 < ACKNOWLEDGEMENTS

T
he writing and revision of a textbook, like any large project, requires the help and cre-
ative energy of many people, and this book is certainly no exception. Special thanks go to
Darren Lalonde, Acquisitions Editor; Gail Brown and Leanne Rancourt, Developmental
Editors; Aida Krneta, Marketing Manager; and K. Nithya, Project Manager. We would also like
to thank Janice Dyer (copyeditor) and Laurel Hyatt (proofreader) for their editorial contributions,
Farid Al-Behadili from the University of Prince Edward Island for contributing the new vignettes
and Along the Supply Chain boxes, Mahesh Sharma from Concordia University for his thoughtful
feedback on many of the manuscript chapters, and Kalinga Jagoda from Mount Royal University
for assisting with some of the revisions.
We would also like to thank our colleagues who have updated the supplements to this edition:
Fazle Baki, University of Windsor, for revising the Instructor’s Manual; Fouzia Baki, McMaster
University, for revising the Practice Quizzes; Kalinga Jagoda, Mount Royal University, for revis-
ing the Instructor Solutions Manual; and Gerhard Trippen, University of Toronto, for revising the
Test Bank. Your contributions are very much appreciated.
We are also grateful to the following colleagues who offered their perceptive and useful feed-
back during the book’s development:

Farid Al-Behadili, University of Prince Edward Island

Neil Bishop, Fanshawe College
Paul Callaghan, Acadia University
Larry Chung, Camosun College
Romulus Cismaru, University of Regina
Paul Gallagher, Durham College
Anshuman Khare, Athabasca University
Linda Lakats, York University
Sam Lampropoulos, Ryerson University
Tony Mancini, Concordia University
Jaime Morales, Trent University
Hydeh Mottaghi, Trent University
Ragu Nayak, Centennial College
Keith Rogers, Queen’s University
Ahmet Satir, Concordia University
Mahesh Sharma, Concordia University
Malleswara Talla, Concordia University
Barrie Tober, Niagara College

In closing, Ignacio would especially like to thank Dr. Erhan Erkut (Özyeğin University,
Turkey) and Dr. Hamid Noori (Wilfrid Laurier University) for their support and mentorship over
the years. Navneet would like to thank Dr. Ahmet Satir (Concordia University) for his support and
guidance over the years.
Ignacio Castillo and Navneet Vidyarthi
February 2014

fpref.indd 20 2/26/2014 3:44:10 PM

 1

PART I OPERATIONS MANAGEMENT

CHAPTER

introduction to operations and

supply Chain management

© Diane Labombarbe/iStockphoto
leaRNING ObJeCTIVeS

AFTER READING THIS CHAPTER, YOU WILL BE TIM HORTONS: EVERY CUP TELLS A STORY
ABLE TO: Tim Hortons was founded based on the promise of
< 1.1 Describe what the operations function is and making fresh, delicious coffee every time. Customers
how it relates to other business functions. can easily see the expiry times written in white on the
ready-to-serve coffee pots. This time proves that every
< 1.2 Discuss the key factors that have contributed to
cup of coffee is served within 20 minutes—or not at all.
the evolution of operations and the initiation of sup-
ply chain management. For Tim Hortons staff, it’s a reminder; for customers, it’s
a guarantee.
< 1.3 Discuss how and why businesses operate glob-
ally and explain the roles China and India play in the But coffee beans do not grow in Canada, and the
current global market. coffee doesn’t just magically appear in your local
< 1.4 Calculate and interpret productivity measures Tim Hortons, ready to be served. Every cup tells the
used for measuring competitiveness. complete story of the unique premium blend of 100%
< 1.5 Discuss the process of developing, deploying, Arabica beans, grown in some of the world’s most
and monitoring the success of an operations strategy. renowned coffee regions and provided through a
< 1.6 Organization of This Text wide network of suppliers. In these regions, the meth-
ods used to grow and process coffee are unique and
< 1.7 Learning Objectives of This Course
the supply chain to get the coffee to market is very

Web ReSOURCeS FOR THIS CHaPTeR INClUDe

• COMPANY AND RESOURCE • OM TOOLS SOFTWARE • WWW.WILEY.COM/GO/

< <
WEBLINKS RUSSELLCANADA
• ONLINE PRACTICE QUIZ
• EXCEL EXHIBITS • POWERPOINT LECTURE SLIDES
• INTERNET EXERCISES • VIRTUAL TOURS

c01.indd 1 11-03-2014 04:06:44

 2 Part i • Operations Management

complex. In some cases, coffee can be traded along its supply chain several times
among the producers, intermediaries, and processors, resulting in numerous trans-
actions and changes in the custody of the coffee. And once the coffee is in Canada,
other business partners provide goods or services that help in the day-to-day busi-
ness operations of the company.

And then there is the Tim Hortons business model. It’s not just a restaurant that
sells coffee (and donuts, and sandwiches, and myriad other products). Tim Hortons
is a brand. It operates with a “we fit anywhere” concept that allows it to adapt its
brand presence to take advantage of non-traditional development opportunities.
Tim Hortons is a team of people who strive to minimize the negative impacts of its
operations and create positive change that makes a true difference for individuals,
communities, and the planet—every day.

Tim Hortons is an excellent example to consider when studying several topics cov-
ered in this text. How do they get the coffee beans from growers in South America
to Canada? How do they design their restaurants to maximize efficiency? How does
the company ensure your local Tims doesn’t run out of a product, or that there will
be enough staff to keep that line moving quickly? What are the key strategic rela-
tionships with their suppliers? As you’ll see, operations management is key to ensur-
ing that customers are happy and that firms along a supply chain are profitable.

In this chapter, we’ll learn about the operations function in the business firm, includ-
ing such issues as productivity, competitiveness, and strategy.

O
Operations management: the perations management designs, operates, and improves manufacturing and service sys-
design, operation, and improve- tems—systems for getting work done. The food you eat, the movies you watch, the stores
ment of manufacturing and service in which you shop, and the books you read are provided to you by the people in operations.
systems. Operations managers are found in banks, hospitals, factories, and government. They design systems,
ensure quality, produce products, and deliver services. They work with customers and suppliers, the
latest technology, and global partners. They solve problems, reengineer processes, innovate, and
integrate. Operations is more than planning and controlling: it’s doing. Whether it’s superior quality,
speed to market, customization, or low cost, excellence in operations is critical to a firm’s success.
Operations: a function or system Operations is often defined as a transformation process. As shown in Figure 1.1, inputs
that transforms inputs into outputs (such as material, machines, labour, management, and capital) are transformed into outputs (goods
of greater value.

INPUT
Material
OUTPUT
Machines TRANSFORMATION Goods
Labour PROCESS Services
Management
Capital

Feedback
Requirements

Figure 1.1
Operations as a Transformation Process

c01.indd 2 11-03-2014 04:06:45

 ChaPter 1 • Introduction to Operations and Supply Chain Management 3

and services). Requirements and feedback from customers are used to adjust factors in the trans-
formation process, which may in turn alter inputs. In operations management, we try to ensure that
the transformation process is performed efficiently and that the output is of greater value than the
sum of the inputs. Thus, the role of operations is to create value. The transformation process itself
can be viewed as a series of activities along a value chain extending from supplier to customer. Value chain: a series of activities
The input–transformation–output process is characteristic of a wide variety of operating sys- from supplier to customer that add
tems. In an automobile factory, sheet steel is formed into different shapes, painted and finished, value to a product or service.
and then assembled with thousands of component parts to produce a working automobile. In an
aluminum factory, various grades of bauxite are mixed, heated, and cast into ingots of differ-
ent sizes. In a hospital, patients are helped to become healthier individuals through special care,
meals, medication, lab work, and surgical procedures. Obviously, “operations” can take many dif-
ferent forms. The transformation process can be

physical, as in manufacturing operations;

locational, as in transportation or warehouse operations;
exchange, as in retail operations;
physiological, as in health care;
psychological, as in entertainment; or
informational, as in communication.

1.1 The Operations Function

< Learning Objective 1.1 Describe what the operations function is and how it relates to
other business functions.

Activities in operations management (OM) include organizing work, selecting processes, arrang-
ing layouts, locating facilities, designing jobs, measuring performance, controlling quality, sched-
uling work, managing inventory, and planning production. Operations managers deal with people,
technology, and deadlines. These managers need good technical, conceptual, and behavioural
skills. Their activities are closely intertwined with other functional areas of a firm.

ALONG THE SUPPLY CHAIN

What Do Operations and Supply Chain
Managers Do?
Operations managers are the improvement people, the real-
istic, hard-nosed, make-it-work, get-it-done people; the plan-
ners, coordinators, and negotiators. They perform a variety of
tasks in many different types of businesses and organizations.
Let’s meet Heather Gawel, business process improve-
© Squaredpixels/iStockphoto

ment analyst at a company that provides health system

solutions and advanced medical technologies; Afarin
Shahrokni, supply chain program manager at a computer
networking company; Ada Liu, division manager for a
global sourcing company; and Adriana Saenz, analyst at
a major retail/wholesale grocery business.
Heather Gawel works in the medical device indus-
try and specializes in project management, process quality improvement projects and analyzes methods and
improvements, and delivery of system solutions. She facili- systems for managing workflow. Her projects include the
tates interdisciplinary teams as they pursue continuous (continued)

c01.indd 3 11-03-2014 04:06:47

Other documents randomly have
different content
narrow lanes, populated mainly by contemplative cows and dotted
with red-roofed farms and villages.
Occasionally we passed a camp. The tents were toylike and tidy,
like the country. They fitted the landscape, just as a great four-
square American Army tent, with its wooden walls and dust-coloured
canvas top, fits in with a Texan horizon. In these camps were men in
khaki—some drilling, some performing ablutions in buckets, some
kicking a football. Mr. Joe McCarthy’s passion for being waved at was
at length gratified.
Occasionally we stopped at the station of some town. These were
always crowded, as were the trains. The strange little compartments
in which the English confine themselves when travelling were packed
with humanity—some of it standing up and clinging to the luggage-
rack—all of it encumbered with much personal property in the shape
of bundles and babies. Evidently the War has cut down
transportation. At either end of these trains a seething mob
contended, with surprising good temper, around a mountain of
heavy baggage piled upon the platform beside the express-van.
“Ain’t they got no Red Caps in this country?” enquired Mr.
McCarthy in disparaging tones.
“Their Red Caps are all wearing tin helmets over in France,”
replied the well-informed Al Thompson. “Everybody here up to fifty
is drafted. Folks have to tote their own grips. I notice quite a few
women porters around. I guess their husbands are in France, and
these are holding down their jobs for them.”
In which Al spoke no more than the truth.
Meanwhile, in another part of the train, our friend Jim Nichols,
Major Powers, and one Bond, a stout, comfortable representative of
the Medical Service, together with Boone Cruttenden—the latter
somewhat distrait, for Miss Frances Lane had been swept away with
the other ninety-and-nine, by a different train, to be no more seen—
were sharing a compartment with Captain Norton and a British Staff
Officer—a youthful Major. The Major’s name was Floyd; he had
materialized during the chaos of debarkation. Norton had introduced
him to the American officers; stately salutes had been exchanged;
gentlemen had stated in a constrained manner that they were
pleased to know one another; the whole party had crowded into one
compartment, and the train had started.
For nearly an hour almost total silence reigned. Americans are
sensitive folk, and Floyd’s melancholy visage and paralyzing monocle
fulfilled our friends’ most pessimistic anticipations of the British Staff
Officer. After a few laboured commonplaces the conversation lapsed
altogether, and the Americans devoted their attention to the flying
landscape.
Norton, a little uncomfortable, glanced occasionally in the direction
of his brother officer. Major Floyd sat bolt upright in his seat, his
gaze focussed upon infinity. Norton, who was a man of warm heart
and quick temper, was conscious of a vague feeling of resentment.
“I wonder,” he mused, “why an image like this should have been
sent as conducting officer. No wonder Americans think us unsociable
and rude. And people over there were so good to us—”
At this moment Floyd removed his monocle and addressed his
right-hand neighbour—Boone Cruttenden.
“And now, Lieutenant, what are your impressions of our country?”
Boone Cruttenden smiled. “You have not given me much time to
formulate any, Major,” he said, glancing at his wrist-watch. “Just an
hour!”
“That is fifty-nine minutes longer than the World reporter gave me
when I landed at West Twenty-Third Street ten years ago,” replied
Floyd.
“You know America?” Four homesick Americans spoke
simultaneously.
Floyd’s eyes twinkled.
 “Some of it,” he said. “I was with the General Electric Company at
Schenectady for three years. After that I worked on various
electrical-engineering jobs for about four years; I got as far west as
Cincinnati. I’m not a professional warrior, like Norton there.”
“Still, you have seen service in this War?” said Major Powers.
“Oh, yes, I managed to get home from America just in time for
the start of things.”
“Have you served in France, or on one of your other fronts?”
asked Cruttenden. “The British Army has such a large selection.”
“France all the time—and Belgium. Most of us have taken a course
of the Ypres Salient.”
“I guess those ribbons the Major is wearing would give us details,
if we could read them,” observed Jim Nichols. “What do they stand
for, Major?”
Floyd laughed.
“As a traditional Englishman,” he said, “I suppose I ought to hang
my head confusedly and decline to answer. But I have spent ten
years outside my own country, so I will tell you. This little fellow with
the rainbow effect you probably know: Norton has it too. It means
that we were both in Flanders in Nineteen Fourteen. The khaki, red,
and blue is the Queen’s Medal for the South African War. By the way,
Major Powers, I notice that you have the Spanish War ribbon. What
is your other one—the yellow and blue?”
“That relates to our Mexican Border troubles,” replied Powers.
“More discomfort than danger getting that. What is that third ribbon
of yours—the red with the blue edges?”
“That? Oh, that is the D.S.O.”
“What does that stand for?” asked Boone.
“Well, before the War it was popularly supposed to stand for ‘Dam
Silly Officer!’ Since then, however, the military profession has risen in
the eyes of the world; so it now means ‘Done Something or Other’!”
 “And what did you get it for?” pursued the insatiable Boone.
Floyd laughed.
“Counting jam-tins at the Base!” he said.
“I suppose it was while counting jam-tins you lost your arm,”
suggested the quiet voice of Major Bond.
Floyd laughed again.
“You are too sharp for me, Doctor,” he said. “I plead guilty. My left
arm is an understudy. The original is astray somewhere around
Beaumont Hamel. I have had to stay at home since then. But now I
want to get back to my first question, Lieutenant. What are your
impressions of this country—your first impressions? I really do want
to know. I have been aching to ask you for the last hour, but I felt
that I had to play up a little first. Monocle—vacant stare, and all
that! The traditional Englishman, in fact. I felt you were entitled to
meet one,” continued this eccentric man; “and I took especial pains
to give you a good impersonation, because you may experience
some difficulty in finding another. The fact is, the traditional
Englishman is getting rare. We have all been shaken out of ourselves
these days. After the War he may come back—perhaps. Perhaps
not.” He sighed gently. “But at present I am here to supply you with
information about the customs and institutions of this country. I am
detailed for the job. I am paid for it. Please ask me questions,
somebody?”
No one could resist this solemn appeal. First one query was
proffered, then another. Presently the American passion for getting
to the root of the matter was in full play.
“Why did the English travel in closed boxes? Why were the
locomotives so small, and why did they burn soft coal? Why were
there so many overhead bridges when a grade-crossing would
suffice? What would be the wages of that old man working in that
field? What was that bright yellow crop growing in that section? Why
did vehicles in a street keep to the left? Was there any organized
system of irrigation, that the country was all so green? Was there
game in those woods, and who had the right to hunt it?”
Norton, a professional soldier from his school days, knew nothing
of many of these things. He was also a typical Englishman, and had
been brought up to accept matters as he found them. But he was
the son of an English country squire, and he was able to name the
various crops—meadow-grass, hay-grass, wheat, oats, barley,
potatoes, beans—whose variegated colours impart to an English
landscape its curious crazy-quilt effect. He was well-versed, too, in
agricultural economics and the hoary traditions of the feudal system,
and discussed voluminously, as an Englishman will when started
upon his own subject, upon farm-labourers’ wages, the rotation of
crops, and the Ground Game Act.
Floyd, who agreed with Dr. Samuel Johnson in regarding one
green field as very like another green field, recked nothing of these
things. But he was a mine of information on railroad management.
To a deeply interested audience he traced the origin of the standard
railway gauge of the world back to an obscure English colliery road
of George Stephenson’s days: he ascribed the multitude of overhead
bridges and tightly locked level crossings to the benevolent fussiness
of the Board of Trade. He even knew—to the frank amazement of
Captain Norton—the maximum height from rail-level to which a
British locomotive, by reason of the aforesaid bridges, can aspire—
thus accounting for the stunted appearance of the same by
comparison with its American brother, which in an atmosphere of
greater freedom is permitted to soar some nine feet higher. Greatly
daring, he even justified the British custom of keeping to the left, on
the ground that it dated back to the days when men rode on
horseback, and riders and postilions, to mount or dismount, must
perforce draw in to the near side of the road.
An American is forever battling between two instincts—native
appreciation of what is modern and efficient, and inherited
veneration for what is ancient and inconvenient. Common sense
usually compels him to favour the former; but he is never so happy
as when he can conserve or justify the latter.
Major Floyd gratified this instinct. He carried his hearers back to
the days of stage-coaches. He told of the opening of the Stockton
and Darlington Railway; of Brunel and the Broad Gauge; of the
railway races in the nineties, when the Scottish Express ran four
hundred miles in seven hours. Altogether, in his able hands,
“Romance brought up the Nine Fifteen.”
The locomotive gave a shriek, and the train began to slow down.
Major Powers turned from the contemplation of a tiny English town
nestling in a shallow valley a mile away. With its red roofs and
square church tower set against a background of living green, it
looked the embodiment of uneventful drowsiness. Certainly a little
imagination was required to realize that under nearly every one of
these same roofs there stood at least one empty chair—a chair that
might or might not be occupied again—and that beneath that
ancient tower for four long years, week by week, in good times and
in bad, women, children, and old men had congregated to pray that
those whose names were inscribed upon the illuminated scroll in the
church porch—squire’s son, parson’s son, farmer’s son, poacher’s
son—might in God’s good time come home again, having achieved
the purpose for which they had set out.
Powers possessed the requisite imagination. He had been reared
in Kentucky—that land of fair women and noble horses. This toy
town, which could have been transported bodily into his native State
without materially affecting either the landscape or the census,
appealed to him, as small children appeal to large people.
He turned to Norton, and said simply:
“Captain, I have never been outside of America before. I have
been looking over this little island of yours, and I want to tell you,
right now, that I think it is worth fighting for!”
“Thanks awfully,” said Norton gravely, and offered an unexpected
hand.
 CHAPTER SIX
SOCIAL CUSTOMS OF THE ISLANDERS

We are now at a rest-camp, recharging our batteries after the

fatigues of sea travel before proceeding to the conquest of Germany.
The camp is situated deep in rural England. At our feet, in a valley,
lies an ancient city, dominated by a mighty cathedral. It was once a
walled city, but only the gates remain now—King’s Gate and West
Gate. At the top of the High Street stands a great rough-hewn statue
of Alfred the Great—dead for more than a thousand years. He makes
a fine figure, with his coat of mail and uplifted broadsword. Mr. Eddie
Gillette, among whose sterling virtues sentiment finds no place,
compares him, not unfavourably, with a New York traffic cop. Mr. Joe
McCarthy, still dyspeptic from the effects of prolonged ocean travel,
describes the deceased monarch as a tough guy, and adds further
that in his opinion this is a dead town. Al Thompson, of finer clay,
inspects the statue approvingly, then passes on with a handful of
interested spectators to the cathedral, whose grey walls keep eternal
vigil over the dust of Saxon, Norman, and English dead—much of it
ancestral American dust.
Elderly gentlemen in maroon dressing-gowns conduct the party
round, and in piping tones introduce the New World to the Old. But
not all Old. In one nook of the great fabric, guarded by Old Glory
itself, gleaming brightly in the twilight, stands an Innovation—a
temporary shrine dedicated to fallen American soldiers, particularly
those who have died in English hospitals from wounds received in
France. After the War the memorial is to take the form of a
permanent stained-glass window. At present in England people are
not manufacturing stained-glass windows—only earning them.
 The countryside is full of camps—typically English—not spacious
and bewildering such as those which scared the mountaineer from
Tennessee, but prim and tidy, like an English kitchen-garden. The
white conical tents are set out in close, level rows, like cabbages.
The Headquarters tent and the Officers’ Mess are fenced in by a ring
of curious boundary-stones, set a few feet apart and carefully
whitewashed. The district is full of English soldiers. We have never
seen them before, and we regard them with interest. We note with
gratification that they are in the main smaller than ourselves and not
so well set-up, though sturdy enough. Their teeth appear to require
attention: gold teeth have not yet reached this country. They wear
ragged mustaches, and smoke eternal cigarettes. The language that
they speak is entirely incomprehensible.
Their officers, on the other hand, present a decidedly gay and
frivolous appearance. They look very young; they wear their caps at
a rakish angle; they carry canes. They are secretly regarded by
many of us as verging upon the Clarence class. But the old stagers
of our camp warn us not to form our judgments too hastily. When
we are able to read the biography which every British soldier carries
upon his sleeve or breast—scraps of ribbon, service chevrons, wound
stripes, and the like—we will realize that things, especially in
England, are not always what they seem.
In fact, we have begun to realize this already. They are not
communicative, the people we meet here. They talk little of the War,
except possibly to belittle their own conduct thereof or disparage
their own leaders; but we are dimly conscious that England is not
making a display of company manners at present. Her luxurious
private parks are scarred by horse-lines; her golf-courses are
growing potatoes. Her great country-houses, badly in need of paint
and plaster, are flying Red Cross flags, and convalescent soldiers in
hospital blue lounge upon balustraded terraces where peacocks were
wont to strut. Her automobiles appear to have enlisted in the Army:
they wear a businesslike uniform of grey paint, and are driven by
attractive young women in khaki. Every one appears to wear a
uniform of some kind—certainly no one wears mourning—and all
seem too busy to worry about ceremony.
When we arrived in this town, after our long cross-country journey
from our landing port, we were conscious of a pleasant feeling of
anticipation. We thought of the folk who had seen us off at home—
cramming the railway stations, cheering, waving, weeping—and
though we naturally did not expect such a demonstration, we did
expect something. Well, it did not turn out that way. We arrived
almost furtively, in the dead of night, in a station where one gas-
lamp in six was burning. We were warned to fall in quietly, and to
refrain from noise as we marched through the town.
“Not a very overwhelming display of cordiality, I’m afraid,” said
Major Floyd; “but we are up against official secrets again. A lady
called Dora:[1] you will become well acquainted with her. It is not
officially known to any one—except the Boche, of course—that this is
an American Rest Depot, so we are concealing the fact from the
inhabitants. The streets are a bit dark, I’m afraid; but we are
precious short of coal—supplying France and Italy as well as
ourselves—and that hits our lighting arrangements rather hard.
Besides, we have the Gothas to think of. Are your men ready to
move off, Colonel? Very good: I’ll lead the way. You will notice our
solitary attempt at the glad-hand business just outside the station.”
The “solitary attempt” proved to be a discreetly illuminated notice
spanning the street on the façade of an arch. It said: welcome,
america!

As an emotional outburst the greeting was perhaps open to

criticism on the score of reticence; but to some of us, who knew our
stiff, angular, inarticulate England better than others, there was
something rather moving about the whole idea.
We tramped under the sign. Those who had the fancy to turn and
look up at the other face of the arch found another notice: god-speed!
“‘God-speed’! That’s a bit sudden,” observed a young machine-
gunner to a grizzled English sergeant who was acting as assistant
shepherd. “We’ve hardly arrived yet.”
“That ain’t meant for you, my lad,” replied the veteran. “You ain’t
supposed to read that—yet. That’s for another lot of your boys what
are starting off to-night for France. You’ll likely meet ’em coming
down the ’ill as you goes up.”
We did. And when the event took place—when the two bands of
tramping American exiles brushed hands for a moment in the soft
summer darkness of a strange land—I fear there was some
transgression of official regulations on the subject of silent and
secret night marching. But, after all, there are limits to human
virtue.
Yes, everybody here appears decidedly busy—especially the
women. That shrewd observer of humanity, Al Thompson, does not
fail to remark upon the fact in a letter to his wife:

You get kind of used here to see a woman do all the

chores that we all considered a man’s job. Driving
automobiles, or cleaning windows high up in the air, or
delivering mails, or tending a street-car, or despatching
trains. They have boys, quite little fellers, to help them
with the trains. The woman does the work and the boy
blows a whistle, like what you would expect of a boy. I
seen a whole bunch of girls one day outside a factory,
with their faces and hands stained yellow. That was
picric acid: they make shells with it. It spoils their looks
some, but they should worry. They just waved their
hands and laughed at us when we tried to josh them. I
reckon the girls at home are all doing that too now;
but don’t you go for to stain yourself yellow, my dear.

But the Islanders are not too busy to make an attempt to

entertain us. Some of these attempts are rather formidable. To boys
like Second Lieutenant Sam Richards and his crony Jim Hollis, in
whose pleasant little home town far west of the Alleghenies every
one knows every one else, and young men and maidens usually
exchange invitations over the telephone (which instrument is
practically unknown in English rural districts), and that awful
shibboleth of English society, the language of the third person, is
happily extinct, it is a little alarming to find upon the bulletin-board
in the Mess a stiff square of white pasteboard bearing the legend:

Col. Adams and Officers

LADY WYVERN-GRYPHON
AT HOME
SATURDAY, JULY 6th, 3:30 P.M.-7:00
AT
BROADOAK PARK
LAWN TENNIS R.S.V.P.

Jim Hollis scrutinized this document whimsically. Then he turned

to his companion.
“We must get this right,” he said. “Who is Lady Wy-Wy—?”
“Never mind,” said Sam. “Call her Lady Whiskey-Syphon—I bet the
name isn’t pronounced the way it’s spelled, anyway.”
“Well,” continued Jim, “who is Lady Whiskey-Syphon, and what
does this ‘ad.’ mean?”
“It means,” replied Sam, whose sense of humour was always
stimulated by the contemplation of British National institutions, “that
this Lady has been away and now she’s back home.”
“For three and a half hours?”
“Yes. These people have a bunch of homes, like our millionaires.
They own real-estate lots all over the country, and it stands to
reason they have a home in each.”
“And why does she put ‘Lawn Tennis’ down there in that corner?”
 “Because she’s going to play lawn tennis, from three-thirty to
seven. That’s easy.”
“But what does she want to tell us for? We are nothing in her
young life.”
“She wants us to go play with her,” explained Sam gently. “Nobody
can play lawn tennis by themselves. She wants you, boy.”
“Where does it say that?” enquired the incredulous James.
“It doesn’t say it. The English don’t say it. It would sound too
eager. They just mention the event casually, and if you want to go
you can.”
“But I don’t want to go.”
“Well, write and say so.”
“Why? It doesn’t tell me to do that on the card.”
“Doesn’t it? Jim Hollis, haven’t you got any sisters to tell you what
things mean? Look at that R.S.V.P. down there! That’s the reference-
number of the file, and you quote it in replying.”
Jim paled.
“Listen, how do you address anybody like that?” he enquired,
despairingly.
Sam’s eyes twinkled.
“Ask the Adjutant,” he advised.
Reference to that overworked official elicited the information that
the invitation had already been accepted by the Colonel on behalf of
the Mess, and that if the regiment were still in England on July the
sixth two or three officers would be detailed to accompany him to
Broadoak Park.
“Me for the backwoods on the sixth!” murmured Master Hollis
fervently.
 But the very next day, as Jim and Sam were toiling up the hill to
the camp after inspecting the cathedral, they were overtaken by an
elderly automobile. It drew up beside them, and a rather gruff voice
enquired:
“Won’t you get in and let me drive you up to the camp? I am
going that way, anyhow.”
They accepted gratefully—it was a blazing hot day—and presently
found themselves chatting composedly, with the American’s natural
instinct for easy conversation, with a high-nosed, deep-voiced old
lady in black.
“One ought to be thankful to be able to drive anywhere these
days,” remarked their hostess—“let alone give any one a lift. Do you
know how much petrol the Controller allows me? Ten gallons a
month! And I live five miles from a railway station! It used to be six
gallons, but I get a little more now because I am taking in more
patients. My house is a hospital, you know.”
They did not know; but it did not seem to matter, for the old lady
continued:
“I hope you are coming to my tennis-party on the sixth. You will
meet some charming girls—mostly V.A.D.’s. You got a card, I
suppose?”
Jim, shrinking back into the cushions, pressed uneasily upon the
toe of his brother officer. But Lady Wyvern-Gryphon swept on:
“I realized afterwards how stupid I had been to send out the cards
at all. It would have been much simpler and more considerate to do
what I am doing now—pay an informal call on your Colonel and ask
him to bring along any officers who might have nothing better to do
on the day, instead of bothering busy men to answer silly written
invitations. But one can never do a thing except in the way one has
done it for forty years—even with a War on. You must have thought
me very tiresome.” (She pronounced it “tarsome.”) “What quaint
experiences you must be having among us!”
 “We are having very pleasant experiences,” said Jim.
“That’s nice of you. You said it much more promptly than an
Englishman would have done, too. Do you know,” continued this
most informal grande dame, rounding suddenly upon the speaker,
“that when you smile you are amazingly like my second son?”
“He is in France, I suppose?” hazarded Jim.
“Yes—he is in France. And—he is not coming back to me, I fear.”
The old lady’s voice was as gruff as ever. “It happened at Le Cateau,
nearly four years ago. He was mentioned in Despatches, though.
One will always feel glad of that.”
“And proud,” added Sam Richards.
“Oh, yes—proud too. Pride is the greatest boon bestowed on
mothers in war-time. I don’t know why the clergy are always
preaching against it. Before this War I possessed four sons, and a
certain modicum of pride. Now I have only one son, but I have four
times as much pride. One finds it very sustaining. Have you boys
mothers?”
Both boys nodded assent.
“Well, if you will give me their addresses I will write to them both,
and say I have seen you. Mothers like first-hand information, you
know.”
Visiting-cards were produced shyly, and disappeared into a little
black bag.
“I have never been in America,” continued Lady Wyvern-Gryphon.
“But one of my daughters-in-law is American. She came from
Philadelphia. Is that anywhere near your homes? You know it, at any
rate.”
They confessed that they lived some fifteen hundred miles from
Philadelphia.
“Indeed!” remarked her ladyship, not at all perturbed. “That is
interesting. We have no conception of distance in this country. Now
tell me, how does an American country town differ from a town like
this? What does a street look like, compared with one of ours?”
“Wider, and straighter,” said Jim.
“With maple trees growing along,” added Sam.
“The houses are wooden,” continued Jim, warming up—“painted
white, with a piazza, and wire doors to keep the flies out in—”
“And no fences between the houses,” continued Sam, almost
shouting. “And none in front. You just step right down on the street.”
“And in summer-time,” interrupted Jim, with eyes closed
rapturously, “when the sun strikes down through the maple trees,
an’—oh, gee, I wish I was there now!”
After that our two lieutenants took entire charge of the
conversation. They conducted Lady Wyvern-Gryphon, street by
street, block by block, through their home town. They described the
railroad station, where the great trunk track runs through and the
mail trains pause for brief refreshment on their long journey to the
Pacific Coast. They described the Pullman cars; the porters with their
white jackets and black faces; they related, with affectionate relish,
one or two standard anecdotes aimed at that common target of
American sarcasm, the upper berth. They described the street-car
system, and explained carefully that to get from Sam’s house to
Jim’s you had to change cars at the corner of M Street and Twenty-
first—
“There’s a drug-store on the corner,” mentioned Jim. (Whether as
a topographical pointer or in wistful reference to far-distant ice-
cream soda, is not known.)
They passed on to the million-dollar Insurance Building
downtown; the State University on the hill above; the Country Club,
with its summer games and winter dances. Finally, being American
and not English, they spoke frankly, naturally, and appreciatively of
their womenkind. Altogether, being but boys, and homesick boys at
that, they spoke all that was in their hearts, and incidentally
conveyed considerable warmth to the heart of a rather formidable,
extremely lonely, old lady.
They saluted politely when the time came to part, and informed
their new friend that they were very pleased to have known her.
“And I am very pleased to have known you!” replied her ladyship,
with a heartiness which would have surprised some of her friends.
“Don’t bother about that tennis invitation. You probably won’t be
here, anyway, to judge from the speed with which you all scuttle
through this country. Come to lunch to-morrow instead, and tell me
more.”
They went.
[1] D.O.R.A. Defence of the Realm Act.
 CHAPTER SEVEN
THREE MUSKETEERS IN LONDON

Our stay in England has been prolonged beyond the usual time,
chiefly because that impartial foe of the just and the unjust, the
Spanish Influenza, has opened a campaign against us, and it is
manifestly foolish to attack Germany before you have settled
accounts with Spain.
Pending the time when our invalids shall be convalescent, we have
had some interesting experiences. We have explored the
countryside, and studied and analyzed the structure of insular
society. We have consorted with Barons, Squires, and Knights of the
Shire; with Bishops, Priests, and Deacons; with Waacs, Wrens, and
V.A.D.’s; with Farmers, Hedgers, and Land Girls; with Mayors and
Corporations. They are all interesting; most of them are quite
human; and all, once you know them, are extremely friendly and
anxious to entertain us.
For instance, there was the Fourth of July, officially celebrated in
London. British Official—not American. The Americans are a patriotic
people; but it certainly had not occurred to us, sojourning in Great
Britain, to undertake, this year of all years, any ostentatious
celebration of the foundation of our national liberties.
But John Bull would have none of this false delicacy.
“My dear fellow,” he said in effect, “of course you must celebrate
the Fourth of July. We know it is one of your greatest national
festivals. We will help you. We will put up flags, arrange a
demonstration, and devise special features for the day. Let me see—
you usually have fireworks, don’t you? Sorry! I’m afraid we can’t
quite manage fireworks this year. You see, they might be
misconstrued into an air-raid warning. But anything else—bands,
processions, baseball? My boy, you shall have them all! What else?
Won’t you require pumpkin-pie, or cranberry sauce, or something of
that kind? Oh—that’s Thanksgiving? I beg your pardon. Stupid of me
to mix ’em. Anyway, you must have a jolly good time. We should
never forgive ourselves if we didn’t give you a chance to celebrate
an occasion like that. I know how we should feel if we had to cut out
Christmas, old man!”
We forbore to explain that Christmas is also, to a certain extent, a
recognized festival in the United States, and merely accepted John
Bull’s invitation in the spirit in which it was offered—that is to say,
with great heartiness but some vagueness as to the probable course
of events.
However, everything worked out right on the day. On the Fourth of
July, nineteen eighteen, London was turned over to the Americans.
In the morning, parties of American soldiers and sailors proceeded
to explore the town. They enquired politely of passers-by for the
Tower of London; the Old Curiosity Shop; the Houses of Parliament,
Westminster Abbey; Buckingham Palace. The passers-by, though
cordially disposed, did not always know where these places were.
The Londoner takes his national monuments, like the British
Constitution and the British Navy, for granted, and is seldom
concerned with the Why and Wherefore thereof. However, we
succeeded in discovering most of these places for ourselves, and
were gratified to observe that Old Glory was amicably sharing a
flagpole over the Palace of Westminster with the Union Jack.
By high noon most of us had squeezed ourselves into Central Hall,
Westminster, where all the Americans in London seemed to be
gathered, together with a goodly percentage of the native element.
A solid wedge of convalescent soldiers in hospital blue supplied the
necessary reminder of the Thing which had brought us together. The
speakers included a British ex-Ambassador, venerated on both sides
of the Atlantic, a British Cabinet Minister, an American Admiral, and
an American General. Altogether, an affair to write home about.
 Thereafter, refreshment, at the Eagle Hut, the Beaver Hut,
Washington Inn, and other recently opened hospitality centres. At
one of these Ikey Zingbaum succeeded during the rush of business
in cashing a Confederate twenty-dollar bill, which had been “wished
on” him one dark night some years previously, and which he had
carried in his pocket, faint yet pursuing, ever since. He got four
pounds sterling for it—a rate of interest more indicative of
International amity than financial condition.
Al Thompson, Ed Gillette, and that captious critic Joe McCarthy
(not yet entirely recovered from dyspepsia incurred upon his maiden
ocean voyage), pushed their way out of the crowded Hall into the
blazing July sunshine, and enquired of one another simultaneously:
“Where do we eat?”
In a spirit of appropriate independence they decided to elude the
special arrangements made for their entertainment and forage for
themselves. From the moment of their embarkation from their native
land their daily diet had been selected and provided by a paternal
but unimaginative Department of State, and their stomachs cried out
for something unusual, unexpected, and, if possible, unwholesome.
But London has an area of seven hundred and fifty square miles.
This offers an embarrassing choice of places of refreshment. They
swung on their heels undecided.
“I guess we better ask some guy,” suggested Ed Gillette.
The motion was seconded by Al Thompson.
“There’s a Jock,” he said. “Let’s go ask him.”
They approached their quarry—a squat figure in a kilt, with a
round and overheated countenance beaming like a vermilion haggis
under a voluminous khaki bonnet—and addressing him as “friend,”
enquired:
“Where do folks eat around here?”
The Scot smiled affably.
 “I’m no varra weel acquent with this toon,” he admitted. “If it was
Airdrie, now, or Coatbridge! I’m awa’ there to-night. I’m just on
leave, like yourselves. But I doot we’ll no be goin’ far wrong if we
keep along toward The Strand. Will I come with you?”
“Sure!” replied Ed Gillette heartily.
“This is on us,” Al Thompson hastened to add.
The Scotsman led the way. Whether he had grasped the implied
offer of hospitality is doubtful. However, that hardened cynic Joe
McCarthy cherished no illusions on the subject. He sniffed
contemptuously.
Their walk towards The Strand—it is to be feared that their guide’s
sense of direction was once or twice at fault—gave them further
opportunities of studying the habits and customs of the strange race
upon whom they had descended. In one quiet street—there are
many such in London these days, for traffic is down to a minimum—
they beheld a middle-aged lady hail a crawling taxi-cab. The driver
of the vehicle took not the slightest notice, but slid upon his way.
“There’s jest twa-three o’ they taxis nowadays where formerly
there was a hunnerd in a street,” explained that man-about-town,
Private Andrew Drummond. “Consequently, they can pick and
choose. They’ll no tak’ a body that looks ower carefu’ of their money.
There’s another yin! He’ll give the auld wife the go-bye too, I’m
thinking. She doesna look like yin o’ the extravagant soort.”
He was right. A second taxi sauntered past the gesticulating lady.
This time the driver, after a single fleeting glance, condescended to
flip his right hand in the air, in a gesture which may have been
intended to indicate that he had particular business elsewhere, but
more probably expressed his contempt for the pedestrian world in
general.
The gesture was observed by a passing citizen—an elderly
gentleman with white whiskers and spats—who, at first
appropriating it to himself, stopped and glared at the offender. Then
noting beauty in distress upon the sidewalk, he assailed the taxi with
indignant cries.
“Hi, there! Taxi! Stop! Stop, there! Don’t you see the lady hailing
you?”
The taxi-driver perfectly impassive, pressed his accelerator.
“Stop, confound you!” yelled the old gentleman, waving his
umbrella. “Stop, you blackguard! Don’t you hear—”
This time the taxi-driver replied with a gesture quite unmistakable,
and disappeared from sight round the corner.
The old gentleman turned apologetically to his Ariadne.
“Intolerable! Monstrous!” he announced. “If you will allow me,
madam, I will stay and secure the next taxi for you, or give the man
in charge.”
“Boys,” murmured the dreamy voice of that bonny fighter, Ed
Gillette, “I guess we’ll stay an’ see this through. We’re nootral, of
course, but maybe we can hand the taxi-driver a Note!”
Without further pressure our four friends anchored in a favourable
position on the opposite side of the sunny street, and awaited
developments. One or two vehicles sped through, but they were
either military automobiles or taxis carrying passengers. Once or
twice a tradesman’s delivery-van passed by, rendered top-heavy in
appearance by a bloated gas-bag billowing upon the roof. But
nothing else.
“’Nother dead town!” murmured Joe McCarthy, not without
satisfaction.
As he spoke, another taxi, with flag up, swung round the corner.
The old gentleman, taking up a frontal position in the middle of the
street, waved his umbrella. The taxi, with a swerve that would have
done credit to a destroyer avoiding a mine, eluded him, and
resumed its normal course. This manœuvre accomplished, it
slackened speed again.
 But the British are a tenacious race. The elderly champion of the
fair turned and ran with surprising swiftness after the receding
vehicle. He overtook it. He took a flying leap upon the footboard
beside the driver, and grasping that astonished malefactor by the
collar with one hand laid hold of the side brake with the other.
Employing the driver’s neck as fulcrum, he pulled the lever with all
his strength and jammed the brakes on hard. His baffled victim
having automatically thrown open the throttle of the engine, the
whirring back wheels, caught in the full embrace of the brake,
skidded violently; the cab described a semicircle, and ran to a full
stop on the sidewalk with its radiator (which had narrowly missed
Joe McCarthy) pressed affectionately against some one’s area
railings.
After this all concerned got into action with as little delay as
possible. The old gentleman, descending from his perch, opened
upon his opponent at a range of about three feet. Such phrases as
“Ruffian!” “Bandit!” “Thug!” “Yahoo!” “Police!” “War on, too!” flew
from him like hail. The driver, though obviously rattled by the
complete unexpectedness of the attack, and further hampered by
having swallowed the glowing stub of a cigarette, reacted (as they
say in the official communiqué) with creditable promptness.
“Call yourself a gentleman?” he coughed. “’Ard-workin’ man like
me!… Over milingtary age!… Carryin’ on as well as I can till the boys
comes ’ome!… Disgrace, that’s what you are!… Got a job in the War
Office, I’ll lay a tanner!… I’ll summons you for assault and damagin’
my keb!… The first copper I sees…”
And so on. Meanwhile the lady in the case, much to her own
surprise, found herself propelled by four pairs of willing hands into
the cab. This done, the door was shut upon her, and a soothing
Scots-American chorus assured her through the window-glass that
the entire matter would straightway be adjusted. (“Fixed” was the
exact term employed.)
But now a new figure added itself to the tableau—a slightly
nervous individual in blue, with silver buttons and flat peaked cap.
He coughed in a deprecating fashion, and produced a notebook.
“That a cop?” enquired Ed Gillette of the Scot.
“No jist exactly. He’s a ‘Special.’ I doot he’ll no be a match for the
taxi-man.”
But the Special Constable, though his lack of stolidity betrayed the
amateur, had been well-drilled in his part.
“Now, then, now, then,” he demanded sternly, “what’s all this?
Driver, what is your cab doing up against these railings? You are
causing an obstruction.”
These questions were promptly answered by the old gentleman in
a sustained passage, supported by a soprano obbligato from the
interior of the taxi. The “Special” listened judicially, and finally held
up his hand.
“That’ll do,” he intimated, and turned to the taxi-driver.
“What have you got to say?”
The taxi-driver, having by this time cleared his larynx of cigarette-
ash, shrugged his shoulders.
“Me? Oh, nothink! What I say don’t matter. I’m a poor man: I
don’t count for anythink. That old garrotter only tried to murder me
—that’s all! Flew at me, he did, out of the middle of the road like a
laughin’ hyena, and nearly broke my neck, besides wreckin’ my keb.
But of course I don’t matter. Let ’im ’ave it ’is own way. One law for
the rich, and another—”
“Do you charge this gentleman with assault?” interpolated the
Special, who had evidently come to the conclusion that it was time
to get down to the rigid official formula provided for such occasions
as this.
“Charge ’im? And waste ’alf a workin’ day at a blinkin’ police court,
waitin’ for the case to come on? Not me!” replied the taxi-man, with
evident sincerity. “Oh, no, I’m only a pore—”
 “Constable, will you please tell this man to drive me to Half-moon
Street?” demanded a high-pitched voice from the interior of the cab.
“I have no power to compel him to drive you anywhere, madam,”
replied the Special, with majestic humility.
“Well, what powers have you got?” shouted the old gentleman.
“At your request, sir, I can take his name and number, and you
can charge him with declining to ply for hire when called upon to do
so,” chanted the limb of the Law. “Do you wish to charge him?”
“Wish?” shrieked the old gentleman. “Of course I wish! I mean”—
as he met the cold and steady eye of the Special—“I shall be obliged
if you will charge this man, officer.”
“Very good,” was the gracious reply. “Now I can act.” The Special
turned to the cabman, with pencil poised. “Your name?”
“Most certainly you shell ’ave my name!” retorted the other, with
the air of a master-tactician who at last sees his opponent walk into
a long-prepared trap. “And my number, too! And you’ll oblige me,
Constable, by takin’ his name and address as well. I don’t intend for
to—”
“Your name?” suggested the Special unfeelingly.
“Henery Mosscockle, Number Five-oh-seven-oh—”
Details followed, all duly noted. Then came the turn of the old
gentleman. He proffered a visiting-card, and gave another to the
cabman, who apologized for being unable to reciprocate, on the
ground that he had left his card-case on the Victrola in his drawing-
room. Our Three Musketeers, together with their D’Artagnan, were
moved to audible chuckles. The old gentleman, aware of their
presence for the first time, swung round and addressed them.
“American soldiers!” he exclaimed. “Good-morning, gentlemen. I
am sorry that you should have witnessed such a poor specimen of
British patriotism. None of that sort in your country, I’ll be bound!”
 Our friends saluted politely, and cast about for an answer which
should be both candid and equally agreeable to all parties—not,
when you come to think of it, a particularly easy task. But it was that
ill-used individual, the taxi-driver, who replied. He thrust a bristling
chin towards the old gentleman.
“Patriotism?” he barked. “As man to man, tell me—’ow old are
you?”
“That,” snapped the old gentleman, “is my business!”
“Well,” announced the taxi-driver, with the air of a man who has
been awarded a walk-over, “I’m fifty-seven. Any sons?”
“Two.”
“Two? Well, I got two too—one in the East Surreys and the other
in the Tanks. (’E was a machine-gunner in the first place.) Both bin
in the War four years. Both bin wounded. What are yours in? The
Circumloosion Office, or the Conchies’ Battalion?”[2]
“One is in the Coldstream Guards. The other was a Gunner, but he
was killed.”
The cabman became human at once.
“I’m sorry for that—sir! May I ask where?”
“First Battle of Ypres.”
“Epray? That was where our Bert stopped his first one.”
“I have a son too,” interpolated the Special eagerly—“in the—”
But no one took any notice of him. The cabman and the old
gentleman had entirely forgotten the existence of the rest of the
party.
“Not badly wounded, I hope?”
“Nothing to signify—a couple of machine-gun bullets in the
forearm. The second time was worser. That was at a place
somewhere in the ’Indenburg line, spring of last year. ’En-in-’Ell, or
some such name. Bert copped a sweet one that time—bit o’ shell-
splinter as big as me ’and. It was nearly a year before ’e was fit to
go back. You see—”
But the old gentleman had laid an indignant hand on the other
father’s shoulder.
“You mean to tell me,” he demanded, “that your son, twice badly
wounded, has been sent back to the firing-line again?”
“I do. He’s there now.”
For the second time that day the old gentleman began to shake
his fist.
“It’s monstrous!” he shouted. “It’s damnable! They did the same
thing to my boy—my only surviving boy! It’s this infernal system of
throwing all the burden on the willing horse—this miserable cringing
to so-called Labour!” He choked. “The Government.… If I were Lloyd
George.…” He exploded. “Pah!”
“Never mind,” said a soothing voice from the interior of the cab.
“If he won’t go, he won’t. Besides, it’s no use making him violent. I
dare say I shall be able to get another taxi. Will you please open this
door, Constable? It seems to have stuck.”
The two parents stopped short, guiltily conscious of having
strayed from their text. Al Thompson addressed the driver.
“Say, friend,” he enquired, “ain’t you got enough gas to take this
lady where she belongs?”
“Gas?” The taxi-driver glared suspiciously.
“He means petrol,” interpreted the Special.
“I got about an inch-and-a-’alf in me tank,” replied the taxi-driver,
half-resuming his professional air of martyrdom. “I been on this box
since eight this mornin’, and ain’t ’ad a bite o’ dinner; but I’ll take the
lady anywheres in reason. She ain’t arst me yet. I don’t want to be
disobligin’ to nobody. ’Elp everybody, and everybody’ll ’elp you!
That’s my motto. Give us a ’and, matey”—to Al Thompson—“and
back my keb off the curb. Crank ’er up, Jock! Thanks! Good-mornin’,
all! Good-mornin’, sir!”
“Good-morning!” called the old gentleman. “You have my card.
Come and tell me how your sons are doing. Meanwhile I’ll tackle
those rascals. We’ll get something done! Twice wounded! The same
old story! Oh, criminal! Monstrous! Da—”
The cab rattled away, leaving the old gentleman to apostrophize
His Majesty’s Government. The Special, with the air of a man who
has performed a difficult and delicate task with consummate tact,
packed up his pocket-book and resumed his beat.
“And now,” enquired the peevish voice of Joe McCarthy, “Where do
we eat?”
They dined at a red plush restaurant somewhere off the Strand,
and were introduced to some further War economies.
First, the waitress. By rights she should have been a waiter.
“Bin here nearly two years, now,” she informed them. “The last
man here was called up in March. Sorry for the Army if there’s many
more like him in it. Flat feet, something cruel. Anyhow, there’s only
us girls now.”
“And varra nice, too!” ventured Andrew Drummond.
“None of your sauce, Scottie,” came the reply, promptly, but
without rancour.
“You’re married, ma’m, I see,” said Al Thompson deferentially with
a glance at her left hand.
“Widow,” said the girl briefly. “Since the Somme, two years ago.”
“That’s too bad,” observed Al, painfully conscious of the
inadequacy of the remark.
“Most of us has lost some one. In the house where my sister’s in
service there’s three gone—all officers. I’m not one to ask for
sympathy when there’s others needs it more,” replied this sturdy
little city sparrow. “Carry on—that’s my motto! He was in the Field
Artillery: just bin promoted bombardier. Got any meat coupons?”
They shook their heads. As regularly rationed soldiers they were
free from such statutory fetters.
“Better have bacon and eggs,” announced Hebe. “They’re not
rationed.” She dealt them each a slice of War bread. Butter they
found was unobtainable; so was sugar. Andrew suggested that the
party should solace itself with beer; but his companions, like most
Americans, whether of the dry habit or the wet, preferred to drink
water with their actual meals. The fact that the water when served
was tepid received due comment from Joe McCarthy.
“That’s the way folks always tak’ it here,” explained Andrew. “I
dinna often drink it mysel’, I canna see what other kind o’ water ye
could expect.”
“You could put ice in it,” grunted Joe.
“Ice?” The Scottish soldier explained the omission with elaborate
tact. “In this country,” he pointed out, “ice is no obtainable in the
summer-time. We are situated here in the Temperate Zone, and if a
body needs ice, he has tae wait till the winter for it. Oot in Amerikey
I doot ye’ll be able tae gather it all the year roond. Aye! couldna
fancy iced watter mysel’. It must be sair cauld tae the stomach.”
Ice being unobtainable, it was obviously futile to ask for ice-
cream. Sweet corn the waitress had never heard of: the mention of
waffles merely produced an indulgent shake of the head. However, a
timid enquiry for pie—after Andrew had amended the wording to
“tart”—was more successful. It was obvious War-pie, but it satisfied.
“And,” enquired their conductor, as they shouldered their way, full-
fed, into the Strand, “where are you boys for now?”
They were bound, it seemed, for a great Ball Game between the
American Navy and Army, at a place called Stamford Bridge. This
was outside the ken of Andrew Drummond, but a policeman directed
their attention to the Underground Railway System of London.
 Presently they found themselves at the great football ground,
converted for the time being into American territory. It is true that
King George himself sat in the Grand Stand, surrounded by
Generals, Admirals, and Councillors. It is true that thousands of
British soldiers, sailors, and civilians lined the ground, and that
British brass bands made indefatigable music. But it was America’s
day. From the moment when the teams lined up, and the two
captains were presented to the King by an American Vice-Admiral
and an American Major-General, the proceedings were controlled by
the fans and rooters of the American Navy and Army.
How far the British contingent followed the intricacies of the
combat it is difficult to say. When Al Thompson pointed out a sturdy
but medium-sized player, and announced that he had once been a
Giant, Andrew Drummond merely wondered vaguely why he had
shrunk. When another player was uproariously identified as a late
Captain of the Red Socks, the English spectators mentally registered
the Red Socks as some obsolescent Indian tribe—like the Blackfeet.
But you cannot, as has been well said during this War, remain
neutral on a moral issue. Within twenty minutes every one on the
ground was shouting “Attaboy!” or consigning the umpire to
perdition, or endeavouring to imitate the concerted war-songs of the
rival sides. When the sailors won the game by a narrow margin
every soldier present, American or British, lamented to heaven.
“This is the End of a Perfect Day, I guess,” remarked that most
satisfactory guest, Al Thompson, as the trio made their way arm in
arm along the crowded Strand in the cool of the evening. “What do
you say, Ed?”
“Sure!” replied Mr. Gillette. “Fine!”
“You all right, Joe?” enquired Al.
The carper made no reply, but looked about him with a dissatisfied
air.
“Seems to me,” he remarked querulously, “that this War ain’t such
a fierce proposition as folks made out. Look at these people all