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Answer:
The objective of material flow analysis is to analyze flows into, within, and out of a process to discover
problems which could occur that may have a significant impact on the final product delivered to customers.
2. What is a bottleneck?
Answer:
A bottleneck is a constraint that restricts material flow, reduces capacity and throughput, increases order lead
time, and negatively impacts customer service.
Answer:
The principal objective of the Theory of Constraints is identifying and improving constrained processes. The
TOC recognizes there will always be limitations to system performance, and that the limitations in many cases
can be caused by a small number of process bottlenecks or constraints.
4. What is the drum-buffer-rope (DBR) concept and what does it have to do with the TOC?
Answer:
It is a concept that describes how a facility processes its work. A work center that is capacity constrained sets
the processing rate of the entire facility. This work center represents the drum which sets the pace (the beat
of the drum) for the entire facility. The buffer is additional completed work center inventory, allowed to sit in
the buffer until it is needed. The rope refers to the control or scheduling of work releases to the facility, which
is derived according to the drum and the buffers. The concepts of the TOC and DBR have been successfully
applied in practice over the past 20+ years to assist firms in achieving their goals.
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5. What is manufacturing flexibility?
Answer:
Manufacturing flexibility refers to the ability of a manufacturing system to create different product types,
change the order in how processes are operated, or change process capacities in response to predicted and
unpredicted changes in demand.
6. Explain the difference between a flexible manufacturing system and a computer integrated manufacturing
system.
Answer:
A computer integrated manufacturing (CIM) system manages the entire system of interconnecting processes
using a central integrated computer for planning, scheduling, and decision-making purposes. A flexible
manufacturing system can be a subset of the CIM with a focus on production.
Answer:
Mass customization is a manufacturing strategy which allows a firm to offer a mass-produced, standardized
product with some variations specified by the customer. An example of a mass customized product might be a
computer with customer specified keyboard, monitor, storage, and/or software.
8. What type of manufacturing firm uses a product-focused layout? What are its objectives?
Answer:
Typically firms that have high volume output while making standardized products use a product-focused or
assembly line layout. The objectives for these firms are to reduce average product lead times and increase
output levels.
Answer:
The takt time (TT) is the maximum time each work center can spend on one unit, and also how often a unit
must come off the end of the assembly line. It is used to establish the desired pace of the assembly line.
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10. What are the advantages and disadvantages of assembly line balancing?
Answer:
The advantages of assembly line balancing include reducing the likelihood and severity of bottlenecks,
resulting in smoother product flow and higher potential product output levels. A disadvantage of using
assembly line balancing might be that it can reduce flexibility and slack time for workers.
Answer:
A group technology layout can also be referred to as a cellular layout. Here, parts and assemblies that are
manufactured in the production facility and require the same processing equipment, are identified and
grouped into part families. Manufacturing “cells” or small assembly areas are then created to process these
part families.
Answer:
A process-focused layout is used when many different products are manufactured, requiring small output
volumes or batch sizes. Similar processing equipment is located in departments. An example of a process-
focused layout is a hospital or machine shop.
13. What are the advantages and disadvantages of product-focused facilities compared to process-focused
facilities?
Answer:
Process-focused facilities are built for processing flexibility but must sacrifice speed, production rate, and
machine utilization, resulting in high inventory carrying costs. Conversely, product-focused facilities are built
to supply high volumes quickly, but sacrifice product flexibility in order to attain the high output levels.
Answer:
The objective of a process-focused layout is to minimize the costs of material handling and lead time, by
reducing loads or interdepartmental trip distances in the facility.
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15. What are the scheduling concerns at a product-focused facility and a process-focused facility?
Answer:
Studies have shown that instituting a product-focused process tends to increase worker injuries, boredom,
absenteeism, turnover, and grievances, while lowering job satisfaction. With a process-focused facility, due to
the variable nature of demand, jobs are scheduled for processing and queued into the facility when they are
received. For new jobs, this can result in significant wait times, depending on the amount of work already
scheduled in the shop.
Answer:
Servicescape describes the retail environment, and this includes use of pleasant lighting, background music,
and comfortable ambient temperatures.
17. How do project layouts differ from product- and process-focused layouts?
Answer:
Project layouts are characterized by manufactured units that remain stationary (such as buildings and cruise
ships), while workers and equipment move in and around the project, depending on the construction work
scheduled at that time.
Answer:
Visual merchandising takes into consideration the look and feel of retail layouts. End caps, at the end of each
aisle, and making use of fixtures, lighting, and color to highlight products are examples. Micro-merchandising
uses focal points in center aisle locations. Here product families are featured, sometimes using rounded front
edge shelving, to improve visual appeal.
19. What is a sight line and how are these used to improve facility layouts?
Answer:
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Using sight lines in restaurant layouts is a strategy where guests might get a view of the kitchen when
ordering. This can create theater and freshness cues.
Discussion Questions
1. Why is it important to understand the flow of materials in an organization?
Answer:
Flows in most organizations are of concern to improve how goods and services are made and delivered to
customers. Successful organizations manage these flows to create production flexibilities, to minimize
inventories and wait times, and to keep customers occupied as they move through a service system. When
problems arise, evidence of flow problems of one sort or another can usually be found.
Answer:
3. What are the process analysis questions that should be asked and answered for the map completed in
Question 2?
Answer:
4. How could the Theory of Constraints (TOC) be used at a neighborhood grocery store? For a basketball team?
Answer:
Constraints refer to procedures and behavioral constraints, such as poorly designed training programs, a lack
of preventive maintenance procedures, poor management decisions, or cultural norms existing in the
organization. A bottleneck is a constraint that restricts material flow, reduces capacity and throughput,
increases order lead time, and negatively impacts customer service.
Answer:
6. Why is manufacturing flexibility a desirable characteristic? Is there an organization where this would not be
desirable?
Answer:
In situations where there are many competitors, and new technologies and innovative designs cause new
products to be introduced frequently, demand for existing products becomes much more uncertain. This
demand uncertainty makes manufacturing flexibility highly desirable. Manufacturing flexibility refers to the of
a manufacturing system to create different product types, change the order in how processes are operated, or
change process capacities in response to predicted and unpredicted changes in demand.
Yes, there are probably some organizations where flexibility is not important—for firms trying compete on
cost primarily, this might be the case, since flexibility increases cost.
Answer:
An assembly line would use TOC by identifying where the capacity constraint is, then adding capacity at that
machine or worker. The book, The Goal, was about an assembly line.
8. General Motors has a takt time of 8 minutes per unit—explain what this means? If the GM plant operated
24/7, how many units would be produced in one year?
Answer:
Takt time is also referred to as the cycle time (how often a unit comes off the line), using the formula: takt
time = (daily operating time)/ (desired output per day). So, for 8 minutes: 8 min = 24(60)/X, so X = 180
units/day, and 65,700 units/yr.
9. When, and for what type of facility would a group technology layout be most appropriate?
Answer:
Manufacturing “cells” or small assembly areas are created to process part families in large assembly lines.
Particularly if parts are needed frequently and in large quantities, it makes sense to create group technology
layouts with equipment and workers dedicated to the production of these parts.
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10. Could a manufacturing facility layout be analyzed from a closeness desirability perspective? Would this be a
good idea?
Answer:
Yes, if it is a process focused layout. Yes, it would be good to use multiple techniques to find a layout that is
good from a number or perspectives.
11. What could be the advantage of analyzing a layout from both a cost minimization and a closeness desirability
perspective?
Answer:
Finding a layout that is good from both a low cost and a closeness desirability perspective, meets to
performance objectives for a layout, not just one.
Answer:
Servicescape in this case describes the classroom environment, i.e., use of pleasant lighting, wall
colors/photos/artwork, comfortable temperatures, comfortable seating, and low noise levels.
13. How could your university’s bookstore use visual merchandising and micro-merchandising? Does your
bookstore already use them?
Answer:
Use of end aisle caps, use of fixtures, lighting, and color to highlight products, center aisle locations where
product families are featured, sometimes using rounded front edge shelving to improve visual appeal. Many
bookstores are doing this.
1. What are the two main things the material flow analysis software does?
Answer:
The software allows stations to be repositioned to minimize the material flow and maximize the
layout efficiency. It gives designers the ability to analyze factory layout for efficient material flow
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2. According to Tracy’s short lecture on TOC, how do constraints in services differ from constraints in a
manufacturer?
Answer:
Manufacturing constraints may be linear where service constraints may be focused on a local area.
Regardless, it does not just affect the local area when completing a product. Service constraints are
a lot trickier than manufacturing constraint.
3. Briefly describe some of the things you noticed in the FMS video.
Answer:
One of the machines rejected a part after a check. Some machines perform more than one task. It is
a very clean environment.
4. How does the CAD designer use a drawing to actually create a finished product?
Answer:
A drawing gets scanned into the computer. They use CAD software to bring up the image. They
tweak the image to come up with actual dimensions. When they have a basic foundation, they load
the information into a machine and cut a molding template.
5. How fast is the CNC milling machine for most of the tools featured in the video? How many different
tools were featured?
Answer:
Fastest tool speed - 16,000 RPM spindle. It used 9 tools. Face mil D50, End Mil D16, Drill D17.5 CTS,
Drill 6.8 CTS, Tap M8XP1.25, Center drill D10, Tap M20XP2.5, Boring D40, Long drill CTS.
6. What does the SCARA robot in the video look like? How many things does it do?
Answer:
SCARPA looks like a robotic arm. It can do four things: pick up bread, move it over to carton, sense
where it needs to drop it, drop bread into packing container.
Answer:
Their business model uses a process called from the dirt to the shirt. It uses a demand to supply
strategy. Customers create an avatar of their own body. They can then customize a garment to fit
the avatar. The shirt can be manufactured and ready for shipment to the customer within 4 hours.
8. During which years did Ford make their Model T? How many did they make?
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Answer:
They made their Model T’s from 1908 – 1928. They made almost 15 ½ million Model T’s.
9. What is the last thing Boeing puts on a 777 before it is pulled out of the assembly building to go to
the paint shop?
Answer:
The jets are the last things put on the 777 before it is painted.
10. The cell layout profiled in the vice plant video reduced the total distance traveled by parts to what
distance?
Answer:
Total distance traveled by parts was reduced to about 500ft.
11. How powerful are the waterjet milling machines they profile in the Orange County Choppers
machine shop?
Answer:
A waterjet milling machine runs at 87,000 PSI and water comes out at mach 3.
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Problems
1. Use the tasks shown and their precedence relationships to create the flow diagram. Determine the
takt time and the minimum number of workstations, assuming and 8-hour workday and a required
output of 50 units per day.
Time Task
b
Task (min.) Follows
a 2 --
b 1.5 a
a e f
c
c 5 a
d 3 a
e 1 b,c,d
d
f 2 e
total 14.5
Answer:
Takt = 480/50 = 9.6 min; Min # workstations = 14.5/9.6 = 2
2. Using the information from Problem 1, balance the line and determine the efficiency, the total labor
time per day, total work time per day, and the total idle time per day.
Answer:
WS1 = a,b,c; WS2 = d,e,f (others will also work)
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Total work time = 50(14.5min) = 725min = 12.08 hrs./day
Total labor time = 16 hrs/day; total idle time = 16 – 12.08 = 3.92 hrs/day
3. Also using the information from Problem 1, calculate minimum takt time and the corresponding
output per day. What is the efficiency, total labor time, total work time, and total idle time per day?
Answer:
With 6 workers, min takt time = 5; output = 480/5=96 units/day; efficiency = 14.5/ (6(5)) = 48.3%
Total labor time = 48 hrs/day; total work time = 23.2 hrs/day; total idle time = 24.8 hrs/day
4. If the company runs two shifts and operates 16 hours per day, determine the takt time in seconds
per unit if the required output is 4000 units per day.
Answer:
Takt time 16(60)(60)/4000 = 14.4 sec/unit
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5. The Mary Kay Bakery has decided to arrange their processes such that an assembly operation can be
used to increase their baked goods output. The processing activities are shown below, with the
arrows indicating the activity sequence and precedence. The desired output per day is 120 units.
The bakery works one 8-hour shift per day. Balance the assembly line, using the information
provided below. Calculate the takt time, the minimum number of workstations, and the line
efficiency. Additionally, determine the total labor time, total work time and total idle time per day.
a 2
b b 1
c 3
e
d 3
a d
e 3
f 2
c g 2
f h
h 3
Total 19 min.
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Answer:
Takt time = 480/120 = 4 min; Min # WS = 19/4 = 5
WS1: a,b; WS2: c; WS3: d; WS4: e; WS5: f,g; WS6: h (a couple of others also work)
Efficiency = 19/(6(4)) = 79.2%; Tot lab time = 48hrs/day; tot work time = 120(19) = 38hrs/day
Tot idle time = 48 – 38 = 10 hrs/day
6. Using the information in Problem 5, determine the minimum takt time and the corresponding
output per day. What is the new efficiency and the new work time and idle time per day?
Answer:
Min takt time is 3 minutes with 7 workers; output = 480/3 = 160 units/day; efficiency =
19/(7(3))=90.5%; tot labor time = 56 hrs/day; tot work time = 50.7 hrs/day; tot idle time = 5.3
hrs/day
7. Given a total task time of 48 minutes, a desired output of 80 units per day and 2-eight hour shifts
per day, what is the takt time in minutes per unit? What is the minimum number of workcenters? If
the assembly line is balanced with six workcenters, what is the efficiency?
Answer:
Takt time = 960/80 = 12 min/unit; Min # WC = 48/12 = 4; Efficiency = 48/ (72) = 66.7%
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8. Using the following assembly line information, construct a flow diagram using arrows to indicate
sequence and precedence, calculate the takt time, calculate the minimum number of workcenters,
balance the line, and finally, calculate the line efficiency. What is the total worker idle time per day?
The desired output is 45 units per day. The factory is open for 8 hours per day.
Task
a 6 ---
b 4 a
c 2 a
d 7 b
e 3 c
f 6 d,e
Answer:
c e
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9. For the information given in problem 8, what would be the minimum takt time, if the firm put one
worker at each machine (i.e., used 6 workcenters)? What would be the corresponding output per
day? What would be the efficiency? What would be the total worker idle time per day?
Answer:
Min takt time = 7 min (the max task time)
10. The Iarussi Real Estate Agency has decided to analyze the flow of employees in their office to see if a
more effective layout can be designed to reduce total daily walking distance. They have five
departments in the office, positioned as shown below. Determine the total distance traveled per day
for the given process-focused facility, and then find a better layout.
30’
Dept. B Dept. D
25’
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The vertical distance between departments is 25 feet, while the horizontal distance is 30 feet. To
walk from Department A to Department D would then require a vertical move (25 feet) and a
horizontal move (30 feet), assuming there are no hallways or diagonal movements. For a typical day,
the number of employee movements from one department to the next is shown in the matrix
below:
Dept. A -- 10 8 22 7
Dept. B 4 -- 15 8 18
Dept. C 6 10 -- 0 6
Dept. D 15 9 12 -- 10
Dept. E 6 14 5 14 --
Answer:
Traveled
To find a better layout, try placing B and E closer—swap B and C. The new footage matrix would be:
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Footage Dept. A Dept. B Dept. C Dept. D Dept. E
Traveled
New total footage traveled/day = 9,010, an improvement of 1130 feet or 11.1%. Other layouts will
also work.
11. Determine the total movement cost per day, for the given process-focused facility, and then find a
better layout.
$1
$1 $2
Each vertical or horizontal move between adjacent departments is $1, while a diagonal move is $2
as shown above. For a typical day, the number of material movements from one department to the
next (in both directions) is shown in the matrix below:
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Dept. A 22 18 16 27 13
Dept. B -- 12 0 12 17
Dept. C -- -- 8 17 21
Dept. D -- -- -- 24 0
Dept. E -- -- -- -- 17
Answer:
Dept. A 22 18 32 54 39
Dept. B -- 24 0 36 34
Dept. C -- -- 8 17 42
Dept. D -- -- -- 48 0
Dept. E -- -- -- -- 17
Total daily cost = $391; try switching C and E to make A and E closer and D and E closer.
Dept. A 22 36 32 27 39
Dept. B -- 24 0 36 34
Dept. C -- -- 16 17 21
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Dept. D -- -- -- 24 0
Dept. E -- -- -- -- 34
New total daily cost = $362, a savings of $29 or 7.4%. Other layouts will also work.
12. For the office layout shown below, determine the closeness desirability rating using the closeness
desirability matrix below. Treat the hallway as if it doesn’t exist (i.e., the Production and Accounting
Departments touch each other). The desirability scale used is: -1 = undesirable, 0 = unimportant, 1 =
slightly important, 2 = important, and 3 = very important. Can you find a more desirable layout?
How could you use both the total distance traveled and the closeness desirability in assessing the
layout alternatives?
Purchasing
Accounting Sales
Files
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(1) 2 2 -1 0 1 3 3
(2) 3 0 0 0 3 1
(3) 0 2 0 2 3
(4) 3 1 2 2
(5) 2 2 1
(6) 0 2
(7) 1
Answer:
The scores are: (1,2)=2, (1,5)=0, (1,6)=1, (2,3)=3, (2,6)=0, (2,7)=3, (3,4)=0, (3,7)=2, (3,8)=3, (4,8)=2,
(5,6)=2, (6,7)=0, (7,8)=1. The total score is 19. Try swapping 6 and 7:
The new scores would be: (1,2)=2, (1,5)=0, (1,7)=3, (2,3)=3, (2,6)=0, (2,7)=3, (3,4)=0, (3,6)=0, (3,8)=3,
(4,8)=2, (5,7)=2, (7,6)=0, (6,8)=2. New total score is 20, a 5.3% improvement. Others will also work.
Using both methods is good, since a manager could find one layout which is good from both a
distance traveled perspective and a closeness desirability perspective.
13. Determine the closeness desirability for the office layout and the desirability matrix shown below.
The desirability scale is: -3 = undesirable, 0 = unimportant, 1 = slightly important, 2 = important, and
3 = very important. Assume that the department sides must overlap to count. Additionally, see if
you can find a better layout.
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Dept. B
Dept. A -3 2 1
Dept. B -- 2 2
Dept. C -- -- 0
Answer:
The scores are: (A,B)=-3, (A,C)=2, (C,D)=0, for a total score of -1. Try swapping B and D. The new
scores would be: (A,D)=1, (A,C)=2, (C,B)=2, for a total score of 5.
14. For the office layout shown in problem 13, assume a vertical move is 40 feet and horizontal move is
60 feet between adjacent departments. No diagonal movements are allowed. Using the daily trip
information shown below, determine the current total footage traveled per day. Find a layout that is
good from both a footage traveled basis and a closeness desirability basis.
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Dept. A 20 32 28
Dept. B -- 26 42
Dept. C -- -- 18
Answer:
Dept. C -- -- 1080
Dept. C -- -- 1800
New total footage is 15,520/day. The new layout is better from both perspectives.
15. For the following parts, determine part families and designate manufacturing cells for the part
families. How many machines are required for your layout?
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Part Lathe Drill Mill Paint Saw Planer Sander Grinder Buffer
001 X X X X
002 X X X
003 X X X X
004 X X X
005 X X X X
006 X X X X
007 X X X
008 X X X X X
009 X X X
010 X X X X
Answer:
Try to arrange 3 or 4 part families.
Part
23
Another random document with
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ON PUBLIC OPINION
Food, warmth, sleep, and a book; these are all I at present ask—the
ultima thule of my wandering desires. Do you not then wish for
‘A friend in your retreat,
Whom you may whisper, solitude is sweet?’
I return home resolved to read the entire poem through, and, after
dinner, drawing my chair to the fire, and holding a small print close
to my eyes, launch into the full tide of Dryden’s couplets (a stream of
sound), comparing his didactic and descriptive pomp with the simple
pathos and picturesque truth of Boccacio’s story, and tasting with a
pleasure, which none but an habitual reader can feel, some quaint
examples of pronunciation in this accomplished versifier.
‘Which when Honoria view’d,
The fresh impulse her former fright renew’d.—
Theodore and Honoria.
It was not till I saw the axe laid to the root, that I found the full
extent of what I had to lose and suffer. But my conviction of the right
was only established by the triumph of the wrong; and my earliest
hopes will be my last regrets. One source of this unbendingness,
(which some may call obstinacy,) is that, though living much alone, I
have never worshipped the Echo. I see plainly enough that black is
not white, that the grass is green, that kings are not their subjects;
and, in such self-evident cases, do not think it necessary to collate my
opinions with the received prejudices. In subtler questions, and
matters that admit of doubt, as I do not impose my opinion on others
without a reason, so I will not give up mine to them without a better
reason; and a person calling me names, or giving himself airs of
authority, does not convince me of his having taken more pains to
find out the truth than I have, but the contrary. Mr. Gifford once
said, that ‘while I was sitting over my gin and tobacco-pipes, I
fancied myself a Leibnitz.’ He did not so much as know that I had
ever read a metaphysical book:—was I therefore, out of complaisance
or deference to him, to forget whether I had or not? I am rather
disappointed, both on my own account and his, that Mr. Hunt has
missed the opportunity of explaining the character of a friend, as
clearly as he might have done. He is puzzled to reconcile the shyness
of my pretensions with the inveteracy and sturdiness of my
principles. I should have thought they were nearly the same thing.
Both from disposition and habit, I can assume nothing in word, look,
or manner. I cannot steal a march upon public opinion in any way.
My standing upright, speaking loud, entering a room gracefully,
proves nothing; therefore I neglect these ordinary means of
recommending myself to the good graces and admiration of
strangers, (and, as it appears, even of philosophers and friends).
Why? Because I have other resources, or, at least, am absorbed in
other studies and pursuits. Suppose this absorption to be extreme,
and even morbid, that I have brooded over an idea till it has become
a kind of substance in my brain, that I have reasons for a thing which
I have found out with much labour and pains, and to which I can
scarcely do justice without the utmost violence of exertion (and that
only to a few persons,)—is this a reason for my playing off my out-of-
the-way notions in all companies, wearing a prim and self-
complacent air, as if I were ‘the admired of all observers?’ or is it not
rather an argument, (together with a want of animal spirits,) why I
should retire into myself, and perhaps acquire a nervous and uneasy
look, from a consciousness of the disproportion between the interest
and conviction I feel on certain subjects, and my ability to
communicate what weighs upon my own mind to others? If my ideas,
which I do not avouch, but suppose, lie below the surface, why am I
to be always attempting to dazzle superficial people with them, or
smiling, delighted, at my own want of success?
What I have here stated is only the excess of the common and well-
known English and scholastic character. I am neither a buffoon, a
fop, nor a Frenchman, which Mr. Hunt would have me to be. He
finds it odd that I am a close reasoner and a loose dresser. I have
been (among other follies) a hard liver as well as a hard thinker; and
the consequences of that will not allow me to dress as I please.
People in real life are not like players on a stage, who put on a certain
look or costume, merely for effect. I am aware, indeed, that the gay
and airy pen of the author does not seriously probe the errors or
misfortunes of his friends—he only glances at their seeming
peculiarities, so as to make them odd and ridiculous; for which
forbearance few of them will thank him. Why does he assert that I
was vain of my hair when it was black, and am equally vain of it now
it is grey, when this is true in neither case? This transposition of
motives makes me almost doubt whether Lord Byron was thinking so
much of the rings on his fingers as his biographer was. These sort of
criticisms should be left to women. I am made to wear a little hat,
stuck on the top of my head the wrong way. Nay, I commonly wear a
large slouching hat over my eyebrows; and if ever I had another, I
must have twisted it about in any shape to get rid of the annoyance.
This probably tickled Mr. Hunt’s fancy, and retains possession of it,
to the exclusion of the obvious truism, that I naturally wear ‘a
melancholy hat.’
I am charged with using strange gestures and contortions of
features in argument, in order to ‘look energetic.’ One would rather
suppose that the heat of the argument produced the extravagance of
the gestures, as I am said to be calm at other times. It is like saying
that a man in a passion clenches his teeth, not because he is, but in
order to seem, angry. Why should everything be construed into air
and affectation? With Hamlet, I may say, ‘I know not seems.’
Again, my old friend and pleasant ‘Companion’ remarks it, as an
anomaly in my character, that I crawl about the Fives Court like a
cripple till I get the racket in my hand, when I start up as if I was
possessed with a devil. I have then a motive for exertion; I lie by for
difficulties and extreme cases. Aut Cæsar aut nullus. I have no
notion of doing nothing with an air of importance, nor should I ever
take a liking to the game of battledoor and shuttlecock. I have only
seen by accident a page of the unpublished Manuscript relating to
the present subject, which I dare say is, on the whole, friendly and
just, and which has been suppressed as being too favourable,
considering certain prejudices against me.
In matters of taste and feeling, one proof that my conclusions have
not been quite shallow or hasty, is the circumstance of their having
been lasting. I have the same favourite books, pictures, passages that
I ever had: I may therefore presume that they will last me my life—
nay, I may indulge a hope that my thoughts will survive me. This
continuity of impression is the only thing on which I pride myself.
Even L——, whose relish of certain things is as keen and earnest as
possible, takes a surfeit of admiration, and I should be afraid to ask
about his select authors or particular friends, after a lapse of ten
years. As to myself, any one knows where to have me. What I have
once made up my mind to, I abide by to the end of the chapter. One
cause of my independence of opinion is, I believe, the liberty I give to
others, or the very diffidence and distrust of making converts. I
should be an excellent man on a jury: I might say little, but should
starve ‘the other eleven obstinate fellows’ out. I remember Mr.
Godwin writing to Mr. Wordsworth, that ‘his tragedy of Antonio
could not fail of success.’ It was damned past all redemption. I said to
Mr. Wordsworth that I thought this a natural consequence; for how
could any one have a dramatic turn of mind who judged entirely of
others from himself? Mr. Godwin might be convinced of the
excellence of his work; but how could he know that others would be
convinced of it, unless by supposing that they were as wise as
himself, and as infallible critics of dramatic poetry—so many
Aristotles sitting in judgment on Euripides! This shows why pride is
connected with shyness and reserve; for the really proud have not so
high an opinion of the generality as to suppose that they can
understand them, or that there is any common measure between
them. So Dryden exclaims of his opponents with bitter disdain—
‘Nor can I think what thoughts they can conceive.’
I have not sought to make partisans, still less did I dream of making
enemies; and have therefore kept my opinions myself, whether they
were currently adopted or not. To get others to come into our ways of
thinking, we must go over to theirs; and it is necessary to follow, in
order to lead. At the time I lived here formerly, I had no suspicion
that I should ever become a voluminous writer; yet I had just the
same confidence in my feelings before I had ventured to air them in
public as I have now. Neither the outcry for or against moves me a
jot: I do not say that the one is not more agreeable than the other.
Not far from the spot where I write, I first read Chaucer’s Flower
and Leaf, and was charmed with that young beauty, shrouded in her
bower, and listening with ever-fresh delight to the repeated song of
the nightingale close by her—the impression of the scene, the vernal
landscape, the cool of the morning, the gushing notes of the
songstress,
‘And ayen, methought she sung close by mine ear,’
is as vivid as if it had been of yesterday; and nothing can persuade
me that that is not a fine poem. I do not find this impression
conveyed in Dryden’s version, and therefore nothing can persuade
me that that is as fine. I used to walk out at this time with Mr. and
Miss L—— of an evening, to look at the Claude Lorraine skies over
our heads, melting from azure into purple and gold, and to gather
mushrooms, that sprung up at our feet, to throw into our hashed
mutton at supper. I was at that time an enthusiastic admirer of
Claude, and could dwell for ever on one or two of the finest prints
from him hung round my little room; the fleecy flocks, the bending
trees, the winding streams, the groves, the nodding temples, the air-
wove hills, and distant sunny vales; and tried to translate them into
their lovely living hues. People then told me that Wilson was much
superior to Claude. I did not believe them. Their pictures have since
been seen together at the British Institution, and all the world have
come into my opinion. I have not, on that account, given it up. I will
not compare our hashed mutton with Amelia’s; but it put us in mind
of it, and led to a discussion, sharply seasoned and well sustained, till
midnight, the result of which appeared some years after in the
Edinburgh Review. Have I a better opinion of those criticisms on
that account, or should I therefore maintain them with greater
vehemence and tenaciousness? Oh no! Both rather with less, now
that they are before the public, and it is for them to make their
election.
It is in looking back to such scenes that I draw my best consolation
for the future. Later impressions come and go, and serve to fill up the
intervals; but these are my standing resource, my true classics. If I
have had few real pleasures or advantages, my ideas, from their
sinewy texture, have been to me in the nature of realities; and if I
should not be able to add to the stock, I can live by husbanding the
interest. As to my speculations, there is little to admire in them but
my admiration of others; and whether they have an echo in time to
come or not, I have learned to set a grateful value on the past, and
am content to wind up the account of what is personal only to myself
and the immediate circle of objects in which I have moved, with an
act of easy oblivion,
‘And curtain close such scene from every future view.’