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 Operations may not run the world,

Essentials of Operations Management

but they make the world run
Second
Edition
T
here has never been a more exciting time to study operations
management. Fast, frequent and fundamental changes to the
way goods and services are produced and delivered present both
new opportunities and challenges for the business world. Operations MyLab
management is critical to the success and survival of organizations
everywhere, no matter how large or small. Operations Management

Essentials of Operations Management is the ideal text for those wanting

a concise introduction to the subject. Based on Slack and Brandon-Jones’
leading Operations Management, it focuses on essential core topics without
Join over 10 million students
benefiting from Pearson MyLabs
Essentials of
Operations
This title can be supported by
compromising the authoritative, clear and highly practical approach that has MyLab Operations Management,
become the trademark of the authors. an online homework and tutorial
system designed to test and
build your understanding. MyLab

Management
Operations Management provides a
KEY FEATURES personalised approach, with instant
feedback and numerous additional
★ Revised and updated to reflect the ever-changing world of resources to support your learning.
operations management. Features include:
★ Illustrations-based – rooted in real-life practice with a wealth • A personalised study plan.
of examples showing ‘Operations in practice’ from a variety of
Nigel Slack
• Usable either following chapter-
businesses and organizations globally. by-chapter structure or by
learning objective.
★ Problems and applications – practical exercises at the end of • Worked solutions show you how
to solve difficult problems. Alistair Brandon-Jones
each chapter allow you to reflect on what you have learnt and
test your understanding. • Limitless opportunities to practise.

★ Balanced approach – drawing on a wide array of examples Use the power of MyLab Operations
Management to accelerate your
from organizations in different sectors and industries from
learning. You need both an access
around the globe. card and a course ID to access
MyLab Operations Management:

1. Is your lecturer using MyLab

Undergraduates on business studies, technical or joint degrees, as well as Operations Management? Ask
MBA and postgraduate students will all find this an invaluable resource to your lecturer for your course ID.

Brandon-Jones
Slack
support their studies. 2. Has an access card been included
with the book? Check the inside
Nigel Slack is an Emeritus Professor of Operations Management and back cover of the book.
Strategy at Warwick University, an Honorary Professor at Bath University 3. If you have a course ID, but no
and an Associate Fellow of Said Business School, Oxford University. access card, go to
www.pearson.com/mylab/
Alistair Brandon-Jones is a Full Chaired Professor in Operations and operationsmanagement
Supply Management at the University of Bath, and an Adjunct Professor at to buy access.
Hult International Business School.

Second
Front cover photo: Taiwan Taoyuan International Airport by Kiwihug on Unsplash www.pearson-books.com Edition

CVR_SLACK_02_9781292238845.indd All Pages 15/05/2018 11:59

 vii

Contents

1
Guide to ‘Operations in practice’
examples xv Operations management and
performance
Preface xix

Introduction 3
To the instructor xxii
Key questions 3

To the student xxiii What is operations management? 4

Operations can produce both services and
Ten steps to getting a better grade in products 6
operations management xxiv Operations management in not-for-profit
organizations 9
About the authors xxvi
What is the input–transformation–output
Acknowledgements xxviii process? 10
Inputs to the process 11
Publisher’s acknowledgements xxx
Why is operations management important
to an organization’s performance? 13
Notes 440 Performance at three levels 14

Index 444 What is the processes hierarchy? 20

Operations management is relevant to all parts

of the business 21
Business processes 22

How do operations and processes

differ? 23
The volume dimension 24
The variety dimension 24
The variation dimension 24
The visibility dimension 25
The implications of the four Vs of operations
processes 26

What do operations managers do? 27

The model of operations management 31

Summary answers to key questions 32

Problems and applications 34
Want to know more? 36

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 viii CONTENTS
2 3
Operations strategy
Introduction 39
Key questions 39
What is strategy and what is operations
strategy? 40
Operations strategy 42
Hayes and Wheelwright’s four stages of
operations contribution 42
Perspectives on operations strategy 43
What is the difference between a
‘top-down’ and ‘bottom-up’ view of
operations strategy? 44
‘Top-down’ strategies 44
‘Bottom-up’ strategies 45
What is the difference between a market
requirements and operations resources
view of operations strategy? 47
Market requirements-based strategies
The operations resources perspective
How can operations strategy form the
basis for operations improvement? 58
The ‘line of fit’ between market requirements
and operations capabilities 58
What is the ‘process’ of operations
strategy? 60
Operation strategy formulation 61
Operations strategy implementation 62
Operations strategy monitoring 62
Operations strategy control 63
Summary answers to key questions 64
Problems and applications 66
Want to know more? 68
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Product and service innovation
Introduction 71
Key questions 71
What is product and service
innovation? 72
Innovation, creativity and design 72
Incremental or radical innovation 73
What is the strategic role of product and
service innovation? 75
The process of design 76
Design process objectives 76
What are the stages of product and
service innovation? 81
Concept generation 82
Concept screening 83
Preliminary design 85
Reducing design complexity 86
47 Design evaluation and improvement 87
52 Prototyping and final design 89
What are the benefits of interactive
product and service innovation? 90
Simultaneous development 90
Early conflict resolution 91
Project-based organizational structures 92
Summary answers to key questions 95
Problems and applications 97
Want to know more? 98
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4 5
Process design – resources Process design – analysis
Introduction 101 Introduction 131
Key questions 101 Key questions 131

Why is choosing the right resources Why is it important to get the details of
important? 102 process design correct? 132
Process design and product/service design are
interrelated 102 What should be the objectives of process
design? 134
Do processes match volume–variety ‘Micro’ objectives 134
requirements? 103 Standardization of processes 136
The ‘product–process’ matrix 104 Environmentally sensitive process design 137
Process types 105
Moving off the natural diagonal 108 How are processes currently
designed? 138
Are process layouts appropriate? 110 Process mapping 139
Layout should reflect volume and variety 110
Layout selection 113 Are process tasks and capacity configured
Advantages and disadvantages of layout appropriately? 143
types 114 Throughput time, cycle time and work in
Layout and ‘servicescapes’ 114 progress 143
Workflow 147
Are process technologies appropriate? 115 Process bottlenecks 148
Process technology should reflect volume and Arranging the stages 149
variety 116
Is process variability recognized? 152
Are job designs appropriate? 119

Job design should reflect volume and Summary answers to key questions 157

variety 119 Problems and applications 159

To what degree should jobs be defined? 121 Want to know more? 161
How should job commitment be
encouraged? 123

Summary answers to key questions 125

Problems and applications 127
Want to know more? 128

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 x CONTENTS
Supply chain management
Introduction 163
Key questions 163
What is supply chain management?
Internal and external supply chains 167
Tangible and intangible supply chains 167
How do supply chains compete?
Performance objectives for supply
networks 169
Lean versus agile supply networks
How should you manage supply chain
relationships? 173
Contracting and relationships 173
Which type of relationship? 176
How should the supply side be managed?
Sourcing strategy 177
Global sourcing 180
Supplier selection 180
Managing on-going supply 182
Improving supplier capabilities 184
How should the demand side be
managed? 184
Logistics services 185
Customer relationship management (CRM)
Customer development 187
What are the dynamics of supply
chains? 188
Controlling supply chain dynamics
Summary answers to key questions
Problems and applications 194
Want to know more? 196
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6 7
Capacity management
Introduction 199
Key questions 199
164 What is capacity management? 200
Long-, medium- and short-term capacity
management 201
167 What are the main long-term capacity
decisions? 201
Economies of scale and the ‘optimum’ capacity
171 level 201
The timing of capacity change 203
What are the main medium-term capacity
decisions? 205
The objectives of capacity management 206
Understanding medium-term demand 206
177 Understanding medium-term capacity 207
Both demand and capacity can vary 210
Predictable and unpredictable variation 211
What are the ways of coping with
mismatches between medium-term
demand and capacity? 213
Level capacity plan 213
Chase demand plan 214
Demand management plan 216
186 Yield management 218
How can operations understand the
consequences of their medium-term
capacity decisions? 218
190 Considering capacity decisions using
cumulative representations 219
192
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 xi

Considering capacity decisions using queuing

principles 220
Considering capacity decisions over time 225

Summary answers to key questions

Problems and applications 229
Want to know more? 232
227
8
Inventory management
Introduction 235
Key questions 235

What is inventory? 236

All processes, operations and supply networks

have inventories 237

Why do you need inventory? 239

So why have inventory? 240

Reducing physical inventory 243
Day-to-day inventory decisions 244

How much should you order? (The volume

decision) 245
The economic order quantity (EOQ)
formula 247
Gradual replacement – the economic batch
quantity (EBQ) model 251
Criticisms of EOQ models 252

When should you order? (The timing

decision) 254
Continuous and periodic review 258

How can you control inventory? 260

Using the ABC system to prioritize

inventories 261
Measuring inventory 263
Inventory information systems 263
Common problems with inventory systems 267

Summary answers to key questions 269

Problems and applications 271
Want to know more? 272

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 xii CONTENTS

9 10
Resource planning and control Lean operations
Introduction 275 Introduction 309
Key questions 275 Key questions 309

What is resource planning and What is lean? 310

control? 276
What is the difference between planning
and control? 278
Long-, medium- and short-term resource
planning and control 278
How do supply and demand affect
planning and control? 280
Uncertainty in supply and demand 280
Dependent and independent demand
Three perspectives of lean 312
How lean operations consider flow 312
How lean operations consider inventory 314
How lean operations consider capacity
utilization 315
How lean operations consider the role of
people 315
How lean operations consider
improvement 318
280
How does lean eliminate waste? 318

Responding to demand 281 Causes of waste – muda, mura, muri 319

P:D ratios 284 Types of waste 319
Looking for waste (and kaizen opportunities)
What are the activities of planning and – the ‘gemba walk’ 321
control? 285 Eliminating waste through streamlined flow 321
Loading 285 Eliminating waste through matching demand
Sequencing 287 and supply exactly 326
Scheduling 291 Eliminating waste through flexible
Monitoring and controlling the operation 297
processes 328
Drum, buffer, rope 298 Eliminating waste through minimizing
variability 331
What is enterprise resource planning Keeping things simple – the 5S method 334
(ERP)? 299
How does lean apply throughout the
How did ERP develop? 301
supply network? 334
Summary answers to key questions 303
Problems and applications 304 Summary answers to key questions 337

Want to know more? 306 Problems and applications 338

Want to know more? 340

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 xiii

What are the broad approaches to

improvement? 357
Total quality management as an improvement

11
approach 357
Lean as an improvement approach 358
Business process re-engineering (BPR) 358
Six Sigma 361
Operations improvement Differences and similarities 362

Introduction 343 What techniques can be used for

Key questions 343 improvement? 364
Scatter diagrams 364
Why is improvement so important in Process maps (flow charts) 365
operations management? 344 Cause–effect diagrams 367
Radical, or breakthrough, change 346 Pareto diagrams 367
Continuous, or incremental, improvement 347 Why–why analysis 368
Exploitation or exploration 347 Benchmarking 370
The structure of improvement ideas 348
Summary answers to key questions 371
Problems and applications 373
Why is failure management also
Want to know more? 375
improvement? 349
Assessing the potential causes and
consequences of failure 349
How can failure be prevented? 350
How can operations mitigate the effects of
failure? 351
How can operations recover from the effects of
failure? 351

What are the key elements of operations

improvement? 352
Improvement cycles 352
A process perspective 353
End-to-end processes 353
Evidence-based problem solving 353
Customer-centricity 354
Systems and procedures 354
Reduce process variation 355
Synchronized flow 356
Emphasize education/training 356
Perfection is the goal 356
Waste identification 356
Include everybody 356
Develop internal customer–supplier
relationships 357

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 xiv CONTENTS

12 13
Quality management Project management
Introduction 377 Introduction 409
Key questions 377 Key questions 409

What is quality and why is it so What is project management? 410

important? 378
The operation’s view of quality 378
Customers’ view of quality 379
Reconciling the operation’s and the customer’s
views of quality 380
How can quality problems be diagnosed? 383
What do projects have in common? 410
What is project management exactly? 412
Not all projects are the same 412
The stages of project management 415
What is a project’s ‘environment’? 416

The role of stakeholders in projects 416

What steps lead towards conformance to
specification? 384
Step 1 – define the quality characteristics 385
Step 2 – decide how to measure each
characteristic 386
Step 3 – set quality standards 386
Step 4 – control quality against those standards 387
Steps 5 and 6 – find and correct causes of poor
quality and continue to make improvements 393
What is total quality management (TQM)?
TQM as an extension of previous practice 394
The principles of TQM 395
TQM means meeting the needs and
expectations of customers 396
TQM means covering all parts of the
organization 396
TQM means including every person in the
organization 397
TQM means all costs of quality are considered 398
TQM means developing the systems and
procedures that support quality and
improvement 401
Project definition 418
How can projects be planned? 420
Identify activities – the work breakdown
structure 420
Estimate times and resources 421
Identify relationships and dependencies 422
Identify schedule constraints 426
Fix the schedule 427
Network analysis 428
394 Program evaluation and review technique
(PERT) 429
How can projects be controlled? 432
Project monitoring 432
Assessing project performance 433
Intervening to change the project 433
Managing matrix tensions 434
Summary answers to key questions 435
Problems and applications 437
Want to know more? 439

Summary answers to key questions 404

Problems and applications 406
Want to know more? 407

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 xv

Guide to ‘Operations
in practice’ examples

Company/ Sector/ Company

Chapter Location example Region activity size
Chapter 1 p.5 Prêt A Manger Global Retail Medium
Operations p.8 Torchbox UK Web designers Small
management p.9 MSF Global Charity Medium
p.19 LEGO Global Manufacturing Large
p.26 Ski Verbier Europe Hospitality Large
p.27 Formule 1 Switzerland Hospitality Small

Chapter 2 p.41 SSTL UK Aerospace Medium

Operations p.48 Apple retail Global Retail Large
strategy p.55 Contrasting Global Microchips Large
strategies: ARM
versus Intel
p.57 Apple’s supply Global Technology Large
operations strategy
p.63 Sometimes any Europe Military Large
plan is better than
no plan

Chapter 3 p.74 How iPhone Global Technology/ Large

Product and disrupted the retail
service smartphone market
innovation p.79 IKEA's slow Global Retail Large
development
process
p.81 Product innovation UK Entertainment Small
in circular economy
p.87 Art Attack! Europe Media Medium

Chapter 4 p.109 Space4 housing UK Construction Medium

Process p.112 ‘Factory flow’ helps UK Healthcare Medium
design – surgery productivity
resources p.118 Technology or General All N/A
people?
p.122 High customer- General Airline Large
contact jobs

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 xvi GUIDE TO ‘OPERATIONS IN PRACTICE’ EXAMPLES

Company/ Sector/ Company

Chapter Location example Region activity size
Chapter 5 p.133 Changi Airport Singapore Air travel Large
Process p.137 Fast food General Restaurants Large
design – p.143 Sainsbury’s line UK Retail Large
analysis of visibility
p.155 Shouldice Hospital Canada Healthcare Small

Chapter 6 p.166 Ocado UK Retail Medium

Supply chain p.168 Managing Apple’s Global Technology Large
management supply network
p.170 The North Face Global Retail Medium
of sustainable
purchasing
p.181 The tsunami effect Global All N/A

Chapter 7 p.203 Heart surgery and India/ Healthcare/ Large

Capacity shipping global transport
management p.209 Panettone Italy Food production Large
p.217 Annualized hours UK Retail Small
at Lowaters

Chapter 8 p.237 An inventory Global Energy Large

Inventory of energy
management p.244 Treasury Wine’s Australasia Retail Large
hangover
p.254 Inventory South Africa Wholesale Medium
management at
Flame Electrical
p.261 Amazon’s Global Retail Large
‘anticipatory
shipping’

Chapter 9 p.277 BMW scheduling UK Motor service Medium

Resource p.288 Can airline General Air transport N/A
planning passengers be
and control sequenced?
p.294 The life and times General Food N/A
of a chicken production
sandwich

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 xvii

Company/ Sector/ Company

Chapter Location example Region activity size
Chapter 10 p.311 Jamie’s ‘lean’ meals UK Retail Medium
Lean p.317 Toyota’s lean DNA Global Manufacturing Large
operations p.324 Waste reduction in Global Air travel N/A
airline maintenance
p.329 Kanban control at UK Web design Small
Torchbox web
designers
p.330 All change at Global Air travel Large
Boeing

Chapter 11 p.345 Sonae Corporation Portugal Retail Large

Operations p.355 Heineken Netherlands Brewing Large
improvement p.370 Learning from UK Sport/transport Medium
Formula One

Chapter 12 p.380 Victorinox/ Switzerland Manufacturing Medium

Quality Four Seasons Global Hospitality Large
management p.383 Quality at Magic UK Personal service Small
Moments
p.388 Ryanair reforms its Europe Airline Large
view of service
quality
p.397 Fat finger syndrome General Financial services N/A

Chapter 13 p.411 Imagineering Global Entertainment Large

Project projects at Disney
management p.413 Halting the growth Global Healthcare Large
of malaria
p.424 The Scottish Scotland Government Medium
Parliament Building

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 xviii

Supporting resources
Visit www.pearsoned.co.uk/slack to find valuable online resources
MyLab Operations Management
For students
● Interactive tutorial exercises with immediate feedback

● A personalized study plan with a range of self-assessment questions

● Excel spreadsheets designed to help support your understanding of key concepts

● An online glossary to explain key terms

● Flashcards to test your understanding of key terms

For instructors
● Operations management simulations allow students to apply key theory to real business
scenarios
● A homework and assignment manager, allowing you to assign exercises for your students
● A Gradebook which tracks students’ performance on sample tests as well as assessments of your
own design
The Companion Website provides suggested model answers to the first question in the ‘problems
and applications’ section of each chapter.
For more information please contact your local Pearson Education sales representative
or visit www.pearsoned.co.uk/slack

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 xix

Preface

INTRODUCTION – OPERATIONS MAY NOT RUN THE WORLD, BUT IT

MAKES THE WORLD RUN.

Operations management is important. It is concerned with creating the

services and products upon which we all depend. All organizations produce
some mixture of services and products, whether that organization is large or
small, manufacturing or service, for profit or not for profit, public or private.
Thankfully, most companies have now come to understand the importance of
operations. This is because they have realized that effective operations
management gives the potential to improve both customer service and
efficiency simultaneously. But more than this, operations management is
everywhere; it is not confined to the operations function. All managers,
whether they are called Operations or Marketing or Human Resources or
Finance, or whatever, manage processes and serve customers (internal or
external). This makes at least part of their activities ‘operations’.

Operations management is also exciting. It is at the centre of so many of the

changes affecting the business world – changes in customer preference,
changes in supply networks brought about by internet-based technologies,
changes in what we want to do at work, how we want to work, where we want
to work and so on. There has rarely been a time when operations management
was more topical or more at the heart of business and cultural shifts.

Operations management is also challenging. Promoting the creativity that will

allow organizations to respond to so many changes is becoming the prime
task of operations managers. It is they who must find the solutions to
technological and environmental challenges, the pressures to be socially
responsible, the increasing globalization of markets and the difficult-to-define
areas of knowledge management.

THE AIM OF THIS BOOK

This book provides a clear, authoritative, well-structured and interesting

treatment of operations management as it applies to a variety of businesses
and organizations. The text provides both a logical path through the activities
of operations management and an understanding of their strategic context.

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 xx PREFACE

More specifically, this text is:

★ strategic in its perspective – it is unambiguous in treating the

operations function as being central to competitiveness

★ conceptual in the way it explains the reasons why operations managers

need to take decisions

★ comprehensive in its coverage of the significant ideas and issues that

are relevant to most types of operation

★ practical in that the issues and challenges of making operations

management decisions in practice are discussed (the ‘Operations in
practice’ examples that feature in every chapter explore the approaches
taken by operations managers in practice)

★ global in the examples that are used, with descriptions of operations

practice from all over the world, and in the treatment of core OM ideas

★ balanced in its treatment, in that it accurately reflects the balance of

economic activity between service and manufacturing operations.

WHO SHOULD USE THIS BOOK?

This book is for anyone who is interested in how services and products are
created:

★ Undergraduates on business studies, technical or joint degrees should

find it sufficiently structured to provide an understandable route
through the subject (no prior knowledge of the area is assumed).

★ MBA students should find that its practical discussions of operations

management activities enhance their own experiences.

★ Postgraduate students on other specialist Master’s degrees should

find that it provides them with a well-grounded and, at times, critical
approach to the subject.

DISTINCTIVE FEATURES

Clear structure
The structure of the book uses the ‘4 Ds’ model of operations management
that distinguishes between the strategic decisions that govern the direction of
the operation, the design of the processes and operations that create
products and services, planning and control of the delivery of products and
services, and the development, or improvement, of operations.

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 xxi

Illustrations-based
Operations management is a practical subject and cannot be taught
satisfactorily in a purely theoretical manner. Because of this we have used
examples and short ‘operations in practice’ examples that explain some of the
issues faced by real operations.

Summary answers to key questions

Each chapter is summarized in the form of a list of bullet points. These extract
the essential points that answer the key questions posed at the beginning of
each chapter.

Problems and applications

Every chapter includes a set of problem-type exercises. These can be used to
check your understanding of the concepts illustrated in the worked examples.
There are also activities that support the learning objectives of the chapter,
which can be undertaken individually or in groups.

Want to know more?

Every chapter ends with a short list of further reading that takes the topics
covered in the chapter further, or treats some important, related issues. The
nature of each further reading is also explained.

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 xxii

To the instructor

THE ESSENTIALS SECOND EDITION

When we created the first edition of Essentials we hoped that we were

keeping up with the requirements and preferences of our book users. We
were responding to what we thought was a demand from both lecturers and
students for a text aimed at shorter, more introductory courses in operations
management. We believed that there was a demand for an authoritative but
not necessarily fully comprehensive text. It appears we were right. The first
edition of Essentials, based on the approach that has made both Operations
Management and Operations and Process Management market-leading texts,
was particularly well received – hence this second edition.

★ We have retained the concept of a text that is shorter than its

companion texts, with coverage focused on what extensive research
indicates are key topics. In some cases, this has involved incorporating
content from more than one chapter of our longer texts. For example,
in this edition we have combined operations management and
operations performance content to free up space for an additional
chapter on project management that wasn’t in the first edition.

★ We have also retained many learning features, including ‘Operations in

practice’ examples, ‘Key questions’, ‘Worked examples’, ‘Test your
knowledge’, ‘Problems and applications’, and the ‘Want to know
more?’ features.

★ What is new to this edition, in addition to many new examples and

increased coverage of some topics, is that for the first time we offer
model answers to the ‘Problems and applications’ exercises at the end of
each chapter. Answers to the first question are included in the companion
student website to this text. Answers to the other questions are available
to bona fide lecturers and tutors in order to support their teaching.

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 xxiii

To the student

MAKING THE MOST OF THIS TEXT

All academic texts in business management are, to some extent,

simplifications of the messy reality that is actual organizational life. Any book
has to separate topics in order to study them, which in reality are closely
related. For example, operations strategy impacts on process design, which in
turn impacts on approach to quality management; yet, for simplicity, we are
obliged to treat these topics individually. The first hint, therefore, in using this
text effectively is to look out for all the links between the individual topics.
Similarly, with the sequence of topics, although the chapters follow a logical
structure, they need not be studied in this order. Every chapter is, more or
less, self-contained. Therefore, study the chapters in whatever sequence is
appropriate to your course or your individual interests. The same applies to
revision – study the introductory passages and ‘Test your knowledge’ sections.

The text makes full use of the many practical examples and illustrations that
can be found in all operations. Many of these were provided by our contacts
in companies, but many also come from journals, magazines and newspapers.
So, if you want to understand the importance of operations management in
everyday business life, look for examples and illustrations of operations
management decisions and activities in newspapers and magazines. There are
also examples that you can observe every day. Whenever you use a shop, eat
a meal in a restaurant, access music via your phone or ride on public
transport, consider the operations management issues of all the operations
for which you are a customer.

The ‘Problems and applications’ exercises are there to provide an opportunity

for you to think further about the ideas discussed in the chapters. They can be
used to test out your understanding of the specific points and issues
discussed in the chapter and to discuss them as a group, if you choose. If you
cannot answer these you should revisit the relevant parts of the chapter. When
you have done this individually, try to discuss your analysis with other course
members. Most important of all, every time you analyze one of the case
exercises (or any other case or example in operations management), start off
your analysis with these two fundamental questions:

★ How is this organization trying to compete (or satisfy its strategic

objectives if a not-for-profit organization)?

★ What can the operation do to help the organization compete more

effectively?

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 xxiv

Ten steps to getting a

better grade in operations
management

We could say that the best rule for getting a better grade is to be good. We
mean really, really good! But, there are plenty of us who, while fairly good,
don’t get as good a grade as we really deserve. So, if you are studying
operations management, and you want a really good grade, try following
these simple steps:

Practice, practice, practice. Use the ‘Test your knowledge’

1 and the ‘Problems and applications’ features to check your

understanding. Use the ‘Study plan’ feature in MyLabOM and
practice to master the topics that you find difficult.

Remember a few key models, and apply them wherever

2 you can. Use the diagrams and models to describe some of

the examples that are contained within each chapter. You can
also use the revision podcasts on MyLabOM.

Remember to use both quantitative and qualitative

3 analysis. You’ll get more credit for mixing your methods

appropriately: use a quantitative model to answer a
quantitative question and vice versa, but qualify this with a
few well-chosen sentences. Both the chapters of the text and
the exercises on MyLabOM incorporate qualitative and
quantitative material.

There’s always a strategic objective behind any

4 operational issue. Ask yourself, ‘Would a similar operation

with a different strategy do things differently?’. Look at the
‘Operations in practice’ pieces in the text.

Research widely around the topic. Use websites that you

5 trust – we’ve listed some good websites in the ‘Notes’ section

at the end of the text and on MyOMLab. You’ll get more credit
for using references that come from genuine academic sources.

Use your own experience. Every day, you’re

6 experiencing an opportunity to apply the principles of

operations management. Why is the queue at the airport

F01 Essentials of Operations Manag 38845 Contents.indd 24 30/05/2018 20:16

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Title: Puzzles and oddities

Found floating on the surface of our current literature,
or tossed to dry land by the waves of memory

Compiler: Mary A. A. Dawson

Release date: November 14, 2023 [eBook #72129]

Language: English

Original publication: New York: Russell Brothers, 1876

Credits: Debrah Thompson and the Online Distributed

Proofreading Team at https://www.pgdp.net (This file
was produced from images generously made available
by The Internet Archive)

*** START OF THE PROJECT GUTENBERG EBOOK PUZZLES

AND ODDITIES ***
 PUZZLES AND ODDITIES:
Found Floating on the Surface of our Current
Literature,
OR

TOSSED TO DRY LAND BY THE WAVES OF MEMORY.

GATHERED AND ARRANGED

BY

M. A. A. D.
New York:
RUSSELL BROTHERS, PUBLISHERS,
17, 19, 21, 23 ROSE STREET.

1876.
 COPYRIGHTED BY
RUSSELL BROTHERS,
1876.
 It is related of St. Aloysius Gonzaga that while, at the usual time
of recreation, he was engaged in playing chess, question arising
among his brother novices as to what each would do were the
assurance to come to them that they would die within an hour, St.
Aloysius said he should go on with his game of chess.
If our recreations as well as our graver employments are
undertaken with a pure intention, we need not reproach ourselves
though Sorrow, we need not fear though Death surprise us while
engaged in them.
Addison, N. Y., January, 1876.
 INDEX.

PART I.

CHARADES.
Nos. 1, 10, 25, 43, 44, 53, 88, 91, 110, 152, 153, 154, 155, 167,
176, 177, 182, 183, 192, 193, 201, 217, 279, 281, 285, 290, 291,
297, 316, 331, 332, 333, 345, 350, 354, 357, 368, 371, 372, 374.

CONUNDRUMS.
Nos. 2, 3, 4, 5, 6, 7, 8, 9, 17, 18, 21, 31, 32, 33, 34, 35, 36, 37,
46, 47, 51, 52, 56, 57, 58, 59, 60, 61, 62, 63, 92, 93, 94, 95, 97, 98,
106, 108, 109, 143, 144, 145, 146, 147, 148, 149, 150, 158, 159,
160, 161, 162, 163, 164, 165, 166, 168, 169, 170, 171, 172, 173,
174, 175, 184, 185, 186, 187, 188, 189, 190, 191, 196, 197, 198,
199, 200, 204, 205, 206, 207, 208, 209, 214, 252, 253, 254, 257,
258, 259, 260, 261, 262, 263, 264, 265, 266, 267, 268, 269, 270,
274, 275, 278, 280, 286, 294, 299, 300, 301, 303, 318, 319, 320,
321, 322, 323, 325, 326, 327, 329, 330, 359, 360, 361.

FRENCH AND LATIN RIDDLES.

Nos. 66, 67, 68, 69, 70, 71, 72, 73, 74, 78.

MATHEMATICAL.
 Nos. 48, 82, 83, 84, 85, 86, 87, 346, 362, 373.

NOTABLE NAMES.
Nos. 111, 112, 113, 114, 115, 116, 117, 118, 119, 120, 121, 122,
123, 124, 125, 126, 127, 128, 129, 130, 131, 132, 133, 134, 135,
136, 137, 138, 139, 140, 141, 142.

POSITIVES AND COMPARATIVES.

Nos. 218, 219, 220, 221, 222, 223, 224, 225, 226, 227, 228, 229,
230, 231, 232, 233, 234, 235, 236, 237, 238, 336, 337, 338, 339,
340, 341, 342, 343, 344.

POSITIVES, COMPARATIVES AND

SUPERLATIVES.
Nos. 239, 240, 241, 242, 243, 244, 245, 246, 247, 248, 249, 250.

ELLIPSES.
Nos. 307, 308, 309, 312, 313, 352, 355, 365, 366.

NUMERICAL ENIGMA.
No. 306.

SQUARE WORD.
No. 304.

XMAS DINNER.
 No. 315.

DINNER PARTY.
No. 360.

UNANSWERED RIDDLES.
Pp. 77, 78.

UNANSWERABLE QUESTIONS.
P. 78.

PARADOXES.
P. 79.

OTHER VARIETIES OF PUZZLES.

Nos. 11, 12, 13, 14, 15, 16, 19, 20, 22, 23, 24, 26, 27, 28, 29, 30,
38, 39, 40, 41, 42, 45, 49, 50, 54, 55, 64, 65, 75, 76, 79, 80, 81, 89,
90, 96, 99, 100, 101, 102, 103, 104, 105, 107, 151, 156, 157, 178,
179, 180, 182, 194, 195, 202, 203, 210, 211, 212, 213, 215, 216,
251, 255, 256, 271, 272, 273, 276, 277, 282, 283, 284, 287, 288,
289, 292, 293, 295, 296, 298, 302, 305, 310, 311, 314, 317, 324,
328, 334, 335, 347, 348, 349, 351, 353, 354, 358, 363, 364, 367,
369, 370.

PART II.
ACROSTICS: PAGE.
Adelina Patti 145
Emblematic 131
Spring 146
ALLITERATION:
Siege of Belgrade 144
Example in French 145
ALPHABET, THE, in One Sentence 133
AMERICANS, Characteristic Sayings of 113
ANAGRAMS 131, 133
ANN HATHAWAY 140
AN ORIGINAL LOVE STORY 126
BEHEADED WORDS 133
BOOKS, Fancy Titles of 83
CLUBS 85
CONCEALED MEANINGS 129
CONCEITS OF COMPOSITION:
When the September eves 152
Oh! come to-night 153
Thweetly murmurth the breethe 154
CONTRIBUTION TO AN ALBUM 125
DIALECTS:
Yankee 116
London Exquisite’s 116
Legal 118
Wiltshire 118
ENEID, The Newly Translated 122
EPIGRAM 129
ETIQUETTE OF EQUITATION 88
EXTEMPORE SPEAKING 147
FACETLÆ 84, 105
FRENCH SONG 139
GEOGRAPHICAL PROPRIETY 102
GEORGE AND HIS POPPAR 121
HISTORY 133
INSTRUCTIVE FABLES 141
LATIN POEM 139
MACARONIC POETRY:
Felis et Mures 137
 Ego nunquam audivi 138
Tres fratres stolidi 138
The Rhine 138
Ich Bin Dein 139
In questa casa 140
MACARONIC PROSE 136
MEDLEYS:
I only know 159
The curfew tolls 160
The moon was shining 161
Life 162
NAMES:
Fantastic 98
Ladies’, their Sound 100
“ their Signification 101
ODE TO SPRING 127
OTHER WORLDS 86
OUR MODERN HUMORISTS 148
PALINDROME 132
PARODIES:
Song of the Recent Rebellion 89
Come out in the garden, Jane 91
Brown has pockets running over 93
When I think of him I love so 94
Never jumps a sheep that’s frightened 95
How the water comes down at Lodore 96
Tell me, my secret soul 97
PRINTER’S SHORT-HAND 119
PRONUNCIATION 142
RHYME 122
RHYTHM 127
SECRET CORRESPONDENCE 130
SEEING IS BELIEVING 97
SOUND AND UNSOUND:
See the fragrant twilight 151
Brightly blue the stars 152
SORROWS OF WERTHER 84
STANZAS from J. F. CRAWFORD’S Poems 128
STILTS 87
ST. ANTHONY’S FISH-SERMON 135
THE CAPTURE 103
THE NIMBLE BANK-NOTE 154
THE QUESTION 144
THE RATIONALISTIC CHICKEN 158
WORD PYRAMID 132
PART I.
 PUZZLES AND ODDITIES.

1.

My FIRST the heats of July pack

With rows of milk-pans down the back;
September fills them all with starch,
And, though they neither drill nor march,
Each has a warlike name:
October plucks my honors off,
And down I’m thrown to floor or trough:
Perchance the mill to powder turns
Or smouldering fire to ashes burns
My rough and useless frame.

A weaver’s loom my SECOND fills

In dozens of tall cotton mills,
Before the shuttle, o’er and through,
Has thrown the filling straight and true,
And made each ending fast.
My WHOLE a house in corners set,
Has swung as long as time, and yet
A trap for foolish folk shall swing,
And lessons to the wiser bring,
As long as time shall last.

Answer

2.
What is that which we often return, but never borrow?
Answer
 3.
Can you tell me of what parentage Napoleon the First was?
Answer

4.
What was Joan of Arc made of?
Answer

5.
Why ought stars to be the best Astronomers?
Answer

6.
What colors were the winds and the waves in the last violent
storm?
Answer

7.
In what color should a secret be kept?
Answer
 8.
How do trees get at their summer dress without opening their
trunks?
Answer

9.
Why am I queerer than you?
Answer

10.

Mr. Premium took my FIRST, and he wrote to Captain Smith,

And said: “Sir, do my SECOND to my THIRD, forthwith.”
Now, Mr. P., you see, though a millionaire he be,
Could not, without my WHOLE, have sent Captain Smith to sea.

Answer

11.

Two pronouns find, but mind they suit,

And then between them “a—t” put:
The combination quickly yields
What may be seen on Scotland’s fields.
Now, for the first word, substitute
Another pronoun that will “suit;”
When this is done, ’twill bring to view
 What every day is seen by you.

Answer

12.

Me the contented man desires,

The poor man has, the rich requires,
The miser gives, the spendthrift saves,
And all men carry to their graves.

Answer

13.

A BUSINESS ORDER.
“J. Gray:
Pack with my box five dozen quills.”
What is its peculiarity?
Answer

14.
Those who have me not, do not wish for me; those who have me,
do not wish to lose me; and those who gain me, have me no longer.
Answer
 15.
Although Methusaleh was the oldest man that ever lived, yet he
died before his father.
Answer

16.
If Moses was by adoption the son of Pharaoh’s daughter, was he
not, “by the same token,” the daughter of Pharaoh’s son?
Answer

17.
What is the best time to study the book of Nature?
Answer

18.
What is the religion of Nature in the spring?
Answer

19.
There is an article of common domestic consumption, whose
name contains six letters, from which may be formed twenty-two
nouns, without using the plurals. What is it?