(eBook PDF) Operations Management

2nd Edition by Peter Jones

Visit to download the full and correct content document:
https://ebooksecure.com/download/ebook-pdf-operations-management-2nd-edition-b
y-peter-jones/
 vii

Preface

About this Book (for Students)

Why Operations Management is Important
If you think about a normal day, you are surrounded by products and receive services all the time.
From the alarm clock that wakes you up, the radio station you listen to, the bus that takes you to work
or university, the coffee you drink during the day, right up until you get into your bed at night. Every
man-made thing you see, touch, use, or experience has had to be conceived, designed, and deliv-
ered to you in one way or another. This has only been possible through the application of operations
management principles and practices.
Not only does this discipline impact on our everyday lives, but in most organizations it is the most
significant activity. Most people in an organization work in the operations function, most of the cost is
spent on operational activities, and probably most of the value created derives from operations. This
applies to offices, shops, factories, hospitals, banks, schools, and airports. In fact, nearly every building
that you see, not being used for domestic housing, exists because operations are going on within it.

New to this Edition

There are many new features to this edition. Most important is the updated content which recog-
nizes that currently operations management is going through the so-called fourth industrial revolu-
tion, incorporating automation, robots, artificial intelligence, the Internet of Things, and 3D printing
into the workplace. Not only has the text been revised to explain all of this, but there are twenty-six
new Operations Insights (case studies) to illustrate current industry practice across all aspects of
operations. In addition there are slightly fewer chapters (from seventeen down to fourteen) in order
to ‘fit’ within a typical semester. The book now divided into three parts (instead of four) and there is
new photographic material and redesigned artwork for figures and diagrams.

How the Book is Organized

Given the huge scope of operations management, explaining how it all happens is quite a challeng-
ing task. In this book, we start where most firms and organizations start—with the customer. Firms
get and keep customers by developing capabilities which are termed ‘order winners’ (OWs)—these
are the things that make a customer choose one firm, organization, or product over another. There
are five core OWs—quality, cost, flexibility, speed, and dependability—but within each there are
more specific OWs on which firms compete. For instance, quality order winners include aesthetics,
reliability, and serviceability. All in all we identify thirty-two basic ways of competing—either by
bundling these together into a multitude of different strategies, or by simply outperforming the
competition. Think about how you chose your university—it was either because it had features that
others did not have, or because it appeared to be better at some things than other universities, or a
combination of both.
We then go on to review the way that firms organize themselves to deliver their OWs—through
their process design, facilities, supply chain, inventory, capacity, customer handling, quality policies
and practices, work design and employment practices, and project planning. Finally, we consider
how many organizations integrate these different aspects of operations into a strategy which is
designed to give them competitive advantage within their industry sector. Two specific strategies—
lean and innovation—are then explored in more detail.
viii Preface

How the Book Works

We think that organizing the book in this way is the best way to explain operations management. It is
how we have been teaching operations management to students for many years. But we also know
that academic colleagues in universities around the world may see it differently. So a feature of this
text is its flexibility (this is one of our ‘order winners’). This book of fourteen chapters is organized into
three parts:

● Part A is concerned with introducing and understanding the discipline.

● Part B focuses on managing different aspects of operations.

● Part C is about operations strategies.

So if the teacher—or the curriculum—requires it, these parts can be read in any order (although we
recommend that you start with Part A).
To illustrate the principles and practices outlined in the book, we use lots of industry examples,
many of which are household names—such as IKEA, easyJet, and Rolls-Royce. But we also use
examples of firms that do not sell directly to consumers, but provide products and services to other
firms—such as Pipex, Ashford Colour Press, and AgustaWestland. These case studies are designed to
illustrate how theory is put into practice. They range over nearly every industry sector you can think
of—from ice cream to aerospace, hotels to pharmaceuticals, and from vacuum cleaners to cinemas.
In every chapter there are ‘Research Insights’. These summarize a major research study or paper
that underpins the specific content of the chapter. These demonstrate that much of the ‘theory’ (or
the principles and practices) outlined in the book derives from research studies of real operations.
Each chapter also ends with recommendations and suggestions as to where further information can
be obtained, if you wish to research that chapter’s topic in more depth.
Some of this you might be familiar with, if you have been employed in some way, as most young
people get work in operational areas, such as shops, hotels, restaurants, and other sectors. But even
if you have no previous experience, the book is designed to explain not just what happens in oper-
ations, but why it happens the way that it does. To help with this, there is a range of learning tools in
an integrated media package. This includes animated diagrams, videos, and a blog (www.jonesand-
robinson.wordpress.com) that provides up-to-date content and insights.

‘Walking the Talk’

Finally, as operations management people themselves, the authors are keen to engage with their
customers and to continuously improve their product. To this end, you can follow, and contact,
the authors through their personal social networking media—Twitter, Facebook, and the Jones &
Robinson blog.
 ix

Acknowledgements

This text has come into existence through the hard work and dedication of a large number of peo-
ple. We would therefore like to acknowledge and thank the following for their contribution to this
handbook.
First, our thanks to all those colleagues in industry that agreed to be interviewed and to take us
on ‘factory tours’. Almost without exception, when we asked them for their assistance, they said ‘yes’
without any hesitation. They are truly the most amazing group of colleagues—incredibly knowl-
edgeable, fantastically professional, and so committed, to both operations management and its
implementation within their organizations. It has been a joy to work with them. We thank them for
their trust in us to produce something worthy of their efforts.
Second, a special thanks to colleagues from those firms that agreed to have videos made about
their operations—Brompton Bicycle, Center Parcs UK, Domino’s Pizza, and Pipex. Filming a 30-minute
video takes a lot more time than you would think, so we greatly appreciated their patience during
this process. Also thanks to our videographer and his team for making the filming process both
highly professional and enjoyable.
Third, we would like to thank our academic colleagues. Our colleagues at Surrey provided inspira-
tion, ideas, and support for some of the chapters, based on their specific expertise in some aspects
of operations management. Colleagues elsewhere reviewed a draft of each chapter and became
‘critical friends’—highlighting areas for improvement and making suggestions as to how to do this.
Fourth we must pay credit to our families whose support has been invaluable. In particular,
Alexandra and Elizabeth Robinson who were willing to read numerous case insights to see whether
the wording and content were suitable for university students.
Finally, our thanks to all those at Oxford University Press who assisted during all stages of the pro-
cess in getting this book to print.
Prof. Peter Jones and Peter Robinson
October 2011

For the second edition, the authors would like to reiterate their thanks to all those mentioned above,
as well those other professionals who have assisted with the production of this new edition. In partic-
ular we would like to thank the followers of our Operations Management blog who have contributed
comments and given positive feedback over the last five years.
Prof. Peter Jones and Peter Robinson
December 2019

The authors and publishers would like to thank the following people for their comments and reviews
throughout the process of developing all editions of Operations Management:

Dr Tolga Bektas, University of Southampton

Briony Boydell, University of Portsmouth
Dr P.J. Byrne, Dublin City University
Dr Hing Kai Chan, University of East Anglia
Dr Alok Choudhary, Loughborough University
x Acknowledgements

Dr Karen J. Fryer, Glasgow Caledonian University

Dr William Green, University of Leicester
Dr Ian Hipkin, University of Exeter
Dr Canan Kocabasoglu-Hillmer, Cass Business School
Dr Maneesh Kumar, Cardiff University
Dr Hatem Masri, University of Bahrain
Dr Sean Naughton, Edge Hill University
James Rowell, University of Buckingham
Dr Santanu Roy, Institute of Management Technology Dubai
Jamie Rundle, Sheffield Hallam University
Dr Sarah Schiffling, Liverpool John Moores University
Simon Snowden, University of Liverpool
Prof. Marcel van Assen, Tilburg University
Dr Ying Yang, Newcastle University Business School

Thanks also to those reviewers who chose to remain anonymous.

The publishers would be pleased to clear permission with any copyright holders that we have inad-
vertently failed to or been unable to contact.
 xi

Contents

List of Case Material xix

Author Profiles xxii
A Complete Learning Package xxiii
Online Resources xxiv
Online Resources for Students xxv
Online Resources for Lecturers xxvi

PART A UNDERSTANDING OPERATIONS MANAGEMENT

1 Introduction to Operations Management 3
2 Winning Customers and Competing Effectively 34

PART B MANAGING OPERATIONS

3 Operations Processes and Life Cycles 65
4 Locating, Designing, and Managing Facilities 101
5 Managing Supply Chain Relationships 129
6 Managing Materials and Inventory Performance 158
7 Managing Capacity and Demand 188
8 Managing the Service Encounter 214
9 Managing Quality 241
10 Managing the Workforce and Technology 274
11 Managing Projects, Crises, and Business Continuity 306

PART C OPERATIONS STRATEGIES

12 Operations Strategy and International Operations 337
13 Lean, Agile, and Mass Customization Strategies 371
14 Innovation and Continuous Improvement 400

Glossary 433
Index 441
 xiii

Detailed Contents

List of Case Material xix

Author Profiles xxii
A Complete Learning Package xxiii
Online Resources xxiv
Online Resources for Students xxv
Online Resources for Lecturers xxvi

PART A UNDERSTANDING OPERATIONS MANAGEMENT

1 Introduction to Operations Management 3
Introduction  4
What is the Nature of Operations in an Organization?  5
What does an Operations Manager Do?  12
Processes—The Heart of Operations Management  15
Services versus Manufacturing  16
Processing Materials, Customers, and Information  19
Operations as Systems  20
Operations Environment 22
Ethical Operations Management 24
Conclusions27
Chapter Summary  31
Multiple Choice Questions 32
Review Questions 32
Discussion Questions  32
Further Learning Guide  32
References 33
2 Winning Customers and Competing Effectively 34
Introduction  36
Order Qualifiers and Order Winners 36
Putting the Order Qualifiers and Order Winners into Practice 44
Market Structures 46
Category Management 52
Customers and Market Segments 54
Conclusions57
Chapter Summary  59
Multiple Choice Questions 61
Review Questions 61
Discussion Questions  61
Further Learning Guide  61
References62
xiv Detailed Contents

PART B MANAGING OPERATIONS

3 Operations Processes and Life Cycles 65
Introduction70
The Evolution of Process Types 70
Process Choice 79
The Process Challenge 82
Principles of Process Design 83
Rigid versus Flexible Processes 86
Processes and Life Cycles 88
Ownership and Management of Operations 93
Conclusions94
Chapter Summary  97
Multiple Choice Questions 98
Review Questions 98
Discussion Questions  99
Further Learning Guide  99
References99
4 Locating, Designing, and Managing Facilities 101
Introduction103
Selecting Locations for Operations 103
Key Locational Issues 106
Selecting Sites 111
Determining Facility Capacity 112
Layout in Different Process Types  113
The Servicescape  116
Developments in Operations Design 118
Maintaining Facilities and their Security 120
Loss Control in Service Chains 122
Conclusions123
Chapter Summary  126
Multiple Choice Questions 127
Review Questions 127
Discussion Questions  128
Further Learning Guide  128
References128
5 Managing Supply Chain Relationships  129
Introduction131
Supply Chains or Networks and Tiers of Supply 131
Procurement: Buying from and Working with Suppliers 135
Purchasing Policy and Procedures 141
Supply Chain Integration 144
Logistics145
Developments in Supply Chain Management 150
Conclusions151
Chapter Summary  155
Multiple Choice Questions 156
Review Questions 156
 Detailed Contents xv

Discussion Questions  157

Further Learning Guide  157
References157
6 Managing Materials and Inventory Performance  158
Introduction160
What Is Inventory? 160
Types of Inventory 160
Why Keep Inventory? 161
Independent or Dependent Demand 162
What Is Inventory Management? 162
Storage and Warehousing 172
Materials Management, Production Planning, and Control Systems 174
Inventory Turnover 180
Developments in Inventory Management 180
Conclusions182
Chapter Summary  184
Multiple Choice Questions 186
Review Questions 186
Discussion Questions  186
Further Learning Guide  187
References187
7 Managing Capacity and Demand  188
Introduction190
Capacity Management in Materials Processing Operations 190
Capacity Management in Customer Processing Operations 194
Reservations versus Forecasting 196
Alternative Strategies for Managing Capacity 201
What is Revenue Management? 207
Capacity Expansion 209
Conclusions  210
Chapter Summary  212
Multiple Choice Questions 212
Review Questions 213
Discussion Questions  213
Further Learning Guide  213
References213
8 Managing the Service Encounter 214
Introduction216
The Service Encounter 217
Queuing220
Queuing Theory 222
Queuing Behaviours 222
Psychology of Waiting Lines 225
Service Failure and Recovery 227
‘Prosumption’—the Customer as Co-Worker 229
Conclusions234
Chapter Summary  237
xvi Detailed Contents

Multiple Choice Questions 238

Review Questions 238
Discussion Questions  239
Further Learning Guide  239
References239
9 Managing Quality 241
Introduction243
Quality Defined 243
The Quality Challenge 245
The Quality Gap Model 245
The Cost of Quality 247
Alternative Strategies for Managing Quality 249
Quality Tools and Techniques 253
Process Improvement 260
Business Process Management 264
Quality Recognition and Accreditation 265
Conclusions267
Chapter Summary  271
Multiple Choice Questions 272
Review Questions 272
Discussion Questions  272
Further Learning Guide  272
References273
10 Managing the Workforce and Technology 274
Introduction275
Labour Structure Issues 276
Job Design 278
Rewarding Employees 281
Selecting Employees 284
Job Communication 285
Job Content 285
Managing Employees: Control versus Involvement 286
Managing Employees: Empowerment 288
Teams288
Organizational Culture 289
Socio-Technical Systems 292
Technology in Customer Processing 297
Conclusions301
Chapter Summary  303
Multiple Choice Questions 304
Review Questions 304
Discussion Questions  304
Further Learning Guide  304
References305
11 Managing Projects, Crises, and Business Continuity 306
Introduction  309
‘Waterfall’ Project Management 309
Agile Project Management 318
 Detailed Contents xvii

Uncertainty and Risk Management 318

Risk Management Rules, Procedures, and Processes 320
Individual and Collective Mindfulness 322
Crisis Management 323
Business Continuity Management 324
Conclusions  328
Chapter Summary  331
Multiple Choice Questions 332
Review Questions 332
Discussion Questions  332
Further Learning Guide  333
References333

PART C OPERATIONS STRATEGIES

12 Operations Strategy and International Operations 337
Introduction339
The Purpose and Nature of Strategy 340
Levels of Strategic Planning and Implementation 343
Manufacturing Strategy 344
Academic Perspectives on Strategic Operation 345
Business Models 348
Contemporary Operations Strategies 351
Refining Operations Strategies 353
From Home Country to Globalization 355
Key Challenges of Internationalization 357
Alternative Approaches to Internationalization 362
Risks Associated with Internationalization 363
Conclusions364
Chapter Summary  367
Multiple Choice Questions 368
Review Questions 368
Discussion Questions  368
Further Learning Guide  369
References369
13 Lean, Agile, and Mass Customization Strategies 371
Introduction373
Lean Production 374
Waste Elimination (MUDA) in Lean Production 376
Lean Tools and Techniques in Manufacturing 377
Lean Thinking in Customer Processing Operations 382
Agility and Agile Manufacturing 383
Comparison of Agile and Lean Manufacturing Strategies 389
Mass Customization 390
Manufacturing Strategies Compared 391
Impact of i4.0 on Manufacturing Strategy 393
Conclusions394
Chapter Summary  397
 Multiple Choice Questions 398
Review Questions 398
Discussion Questions  398
Further Learning Guide  399
References399
14 Innovation and Continuous Improvement 400
Introduction402
The Difference Between Innovation and CI403
Levels of Novelty 405
NPD versus NSD406
Stages in the Development Process 407
Factors Influencing NPD and NSD414
Informal versus Formal NPD or NSD 417
Continuous Improvement (CI) 418
Continuous Improvement Implementation and Tools 419
Barriers to Implementing Continuous Improvement 421
The Learning Organization 423
Open Innovation  424
Conclusions424
Chapter Summary  428
Multiple Choice Questions 429
Review Questions 429
Discussion Questions  429
Further Learning Guide  429
References430

Glossary433
Index441
 xix

List of Case Material

PART A UNDERSTANDING OPERATIONS MANAGEMENT

1 Introduction to Operations Management  3
OPENING CASE INSIGHT AgustaWestland (Manufacturing) 3
OPERATIONS INSIGHT 1.1 Microsoft (IT and Ecommerce) 9
OPERATIONS INSIGHT 1.2 Financial Services 23
OPERATIONS INSIGHT 1.3 HP’s Sustainability Report 2017 (IT and Ecommerce) 26
END OF CHAPTER CASE BrewDog (Manufacturing/Retail/Service) 29

2 Winning Customers and Competing Effectively  34

OPENING CASE INSIGHT The Rex Cinema (Entertainment and Sport) 35
OPERATIONS INSIGHT 2.1 easyJet (Transportation) 39
OPERATIONS INSIGHT 2.2 The Fast Food Industry (Hospitality and Tourism) 46
OPERATIONS INSIGHT 2.3 Ticketmaster (Retail) 50
OPERATIONS INSIGHT 2.4 Highways England (Construction) 53
END OF CHAPTER CASE Hozelock (Manufacturing) 57

PART B MANAGING OPERATIONS

3 Operations Processes and Life Cycles  65
OPENING CASE INSIGHT Stepchange (Service) 66
OPERATIONS INSIGHT 3.1 Housebuilding (Construction) 74
OPERATIONS INSIGHT 3.2 IGrafx and Xchanging (IT and Ecommerce) 87
OPERATIONS INSIGHT 3.3 Apple iPad (IT and Ecommerce) 90
END OF CHAPTER CASE The factory of the future (Manufacturing) 95
4 Locating, Designing, and Managing Facilities  101
OPENING CASE INSIGHT Monty’s Bakehouse (Manufacturing) 102
OPERATIONS INSIGHT 4.1 Boeing Dreamliner (Manufacturing) 108
OPERATIONS INSIGHT4.2 Flight Catering (Hospitality and Tourism) 115
OPERATIONS INSIGHT 4.3 Rolls-Royce Aerospace (Manufacturing) 121
END OF CHAPTER CASE IKEA (Retail) 123

5 Managing Supply Chain Relationships  129

OPENING CASE INSIGHT H&M (Retail) 130
OPERATIONS INSIGHT 5.1 The Automotive Supply Chain (Manufacturing) 133
OPERATIONS INSIGHT 5.2 Wellocks Food (Service) 140
OPERATIONS INSIGHT 5.3 Halfords (Retail) 152
END OF CHAPTER CASE Preparing for Brexit (Manufacturing/Retail/Service) 153

6 Managing Materials and Inventory Performance  158

OPENING CASE INSIGHT Daval (Manufacturing) 159
OPERATIONS INSIGHT 6.1 Pharmaceutical Companies and Prescription Manufacturing (Manufacturing) 163
xx List of Case Material

OPERATIONS INSIGHT 6.2 Reducing ‘cost per touch’ in retail (Manufacturing/Service) 170
OPERATIONS INSIGHT 6.3 Unipetrol (Energy and Utilities) 177
END OF CHAPTER CASE Oxford University Press and SAP (Manufacturing) 182

7 Managing Capacity and Demand  188

OPENING CASE INSIGHT Bolton Wanderers FC (Entertainment and Sport) 189
OPERATIONS INSIGHT 7.1 Chocolate Box Packaging (Manufacturing) 193
OPERATIONS INSIGHT 7.2 Booking Holidays (Hospitality and Tourism) 200
OPERATIONS INSIGHT 7.3 B4box (Service) 205
END OF CHAPTER CASE Center Parcs (Hospitality and Tourism) 210

8 Managing the Service Encounter  214

OPENING CASE INSIGHT National Health Service (NHS) (Public Service and Charities) 215
OPERATIONS INSIGHT 8.1 TGI Fridays Restaurants (Hospitality and Tourism) 219
OPERATIONS INSIGHT 8.2 Heathrow Terminal 5 (Hospitality and Tourism) 223
OPERATIONS INSIGHT 8.3 Creating an ebusiness (IT and Ecommerce) 233
END OF CHAPTER CASE A Day in the Life of a Theme Park Employee (Hospitality and Tourism) 235

9 Managing Quality  241

OPENING CASE INSIGHT Spinlock (Manufacturing) 242
OPERATIONS INSIGHT 9.1 Toyota (Manufacturing) 248
OPERATIONS INSIGHT 9.2 Pipex px® (Manufacturing) 252
OPERATIONS INSIGHT 9.3 Process Analysis of a Quality Problem (Manufacturing) 263
END OF CHAPTER CASE Ashford Colour Press (Manufacturing) 267

10 Managing the Workforce and Technology  274

OPENING CASE INSIGHT Sussex County Cricket Club (Entertainment and Sport) 275
OPERATIONS INSIGHT 10.1 Teachers’ Pay (Public Service and Charities) 283
OPERATIONS INSIGHT 10.2 CBRE’s Untethered Office (Service) 291
OPERATIONS INSIGHT 10.3 New Balance (Manufacturing/Retail) 296
END OF CHAPTER CASE Sytner Group (Service) 301

11 Managing Projects, Crises, and Business Continuity 306

OPENING CASE INSIGHT IT Project (Financial Services) 307
OPERATIONS INSIGHT 11.1 Project Management Software (Service) 316
OPERATIONS INSIGHT 11.2 BP’s Deepwater Horizon Oil Spill (Energy and Utilities) 325
OPERATIONS INSIGHT 11.3 South Yorkshire Fire & Rescue Service (Public Sector and Charities) 327
END OF CHAPTER CASE TourAid (Public Sector and Charities) 329

PART C OPERATIONS STRATEGIES

12 Operations Strategy and International Operations  337
OPENING CASE INSIGHT McDonalds (Hospitality and Tourism) 338
OPERATIONS INSIGHT 12.1 Co-branding Operations (Service) 346
OPERATIONS INSIGHT 12.2 car2Go (Service) 350
OPERATIONS INSIGHT 12.3 Ted Baker (Retail) 360
END OF CHAPTER CASE Dell Computers (Manufacturing) 364
 List of Case Material xxi

13 Lean, Agile, and Mass Customization Strategies 371

OPENING CASE INSIGHT Lavazza (Manufacturing) 372
OPERATIONS INSIGHT 13.1 Apex Linvar (Manufacturing) 378
OPERATIONS INSIGHT 13.2 Will Agile Organizations Become the Norm? (Manufacturing) 385
OPERATIONS INSIGHT 13.3 ING Bank (Financial Services) 387
END OF CHAPTER CASE Pipex px® (Manufacturing) 395

14 Innovation and Continuous Improvement  400

OPENING CASE INSIGHT Dyson (Manufacturing) 401
OPERATIONS INSIGHT 14.1 Design Thinking (Manufacturing) 409
OPERATIONS INSIGHT 14.2 Purbeck Ice Cream (Manufacturing) 412
OPERATIONS INSIGHT 14.3 Lonely Planet (Hospitality and Tourism) 416
END OF CHAPTER CASE Brompton Bikes (Manufacturing) 425
Author Profiles

Professor Peter Jones is Professor Emeritus at the University of

Surrey, where for ten years he was the ITCA Chair of Production
and Operations Management. He is the author, co-author, or editor
of twelve textbooks, many of which are in the field of operations
management. He has served as associate editor on a number of
editorial boards, where he was responsible for publishing journal
articles with an operations focus. His own published research has
been on a wide range of operations management topics—such
as mass customization, statistical process control, revenue man-
agement, and productivity. He also regularly blogs and tweets on
operations management issues. As a consultant he has devised
and run management development workshops in service quality
and innovation for British and European companies, and for public
sector organizations in the UK and Malaysia. He has an MBA from
London Business School and a PhD from the University of Surrey.

Peter Robinson was until recently (July 2019) a Senior Teaching

Fellow in Operations Management at Surrey Business School. He
was also the Director of Learning and Teaching at the School. He
has over twelve years University teaching experience and has
taught operations management and project management at
Undergraduate and Masters’ level as well as operations strategies
at MBA level. His research interests are in lean and agile operations
and supply chain management. Prior to joining Surrey University
he worked for ten years as a board member for an international
automotive supply company and has additional experience in
implementing new technology into both manufacturing and
administrative sections of a number of businesses. He has a BSc
(Hons.) degree in Chemistry from Liverpool University and is a
Professional Member of the Institute of Materials, Minerals and
Mining.
A Complete Learning Package

This book comes equipped with a range of in-text learning features and a host of online resources,
all specifically designed to help you develop the essential knowledge and skills you’ll need for your
course and future career.

Learning Objectives
Introducing you to each chapter, Learning Objectives outline the main concepts and themes that will
be covered to clearly identify what you can expect to learn. These bulleted lists can also be used to
review your learning and effectively plan your revision.

Chapter Summary

Directly mapping to the learning objectives, the end-of-chapter summaries recap the core themes
and ideas of the chapter to consolidate and review your learning. These short answers can be used
as handy revision notes.

Opening Case Insights

Introducing every chapter is an Opening Case Insight, design to show how the topic of the chapter
is relevant to real-life operations management. The framing question before places each case in the
context of the chapter and prompts you to analyse as you read.

Operations Insights
Contemporary and varied examples from the world of operations management illustrate the concepts
discussed in the chapter, allowing you to apply the theory to practical examples from a huge range of
companies. Accompanying questions reinforce your learning.

Discussion Questions
Develop your analytical and reasoning skills by attempting the Discussion Questions at the end of
each chapter that encourage you to reflect on the topic covered and create lively debate.
Online Resources

www.oup.com/he/jones-robinson2e
This book is accompanied by a bespoke package of online resources that are carefully integrated
with the text to assist the learning and teaching of the subject.
Another random document with
no related content on Scribd:
The Project Gutenberg eBook of Cairo to Kisumu
 This ebook is for the use of anyone anywhere in the United
States and most other parts of the world at no cost and with
almost no restrictions whatsoever. You may copy it, give it away
or re-use it under the terms of the Project Gutenberg License
included with this ebook or online at www.gutenberg.org. If you
are not located in the United States, you will have to check the
laws of the country where you are located before using this
eBook.

Title: Cairo to Kisumu

Egypt—The Sudan—Kenya Colony

Author: Frank G. Carpenter

Release date: September 14, 2023 [eBook #71651]

Language: English

Original publication: Garden City: Doubleday, Page & Company,

1923

Credits: Peter Becker 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 CAIRO TO

KISUMU ***
 CARPENTER’S
WORLD TRAVELS

Familiar Talks About Countries

and Peoples

WITH THE AUTHOR ON THE SPOT AND

THE READER IN HIS HOME, BASED
ON THREE HUNDRED THOUSAND
MILES OF TRAVEL
OVER THE GLOBE

CAIRO TO KISUMU
EGYPT—THE SUDAN—KENYA COLONY
 ON THE GREAT ASWAN DAM

“The dam serves also as a bridge over the Nile. I crossed on a car, my motive
power being two Arab boys who trotted behind.”

CARPENTER’S WORLD TRAVELS

CAIRO TO KISUMU
Egypt—The Sudan—Kenya
Colony

BY
FRANK G. CARPENTER
LITT.D., F.R.G.S.

WITH 115 ILLUSTRATIONS

FROM ORIGINAL PHOTOGRAPHS
AND TWO MAPS IN COLOUR

GARDEN CITY NEW YORK

DOUBLEDAY, PAGE & COMPANY
1923
 COPYRIGHT, 1923, BY
FRANK G. CARPENTER
ALL RIGHTS RESERVED, INCLUDING THAT OF TRANSLATION
INTO FOREIGN LANGUAGES, INCLUDING THE SCANDINAVIAN
PRINTED IN THE UNITED STATES
AT
THE COUNTRY LIFE PRESS, GARDEN CITY, N. Y.
First Edition
 ACKNOWLEDGMENTS
In the publication of this book on Egypt, the Sudan, and Kenya
Colony, I wish to thank the Secretary of State for letters which have
given me the assistance of the official representatives of our
government in the countries visited. I thank also our Secretary of
Agriculture and our Secretary of Labour for appointing me an
Honorary Commissioner of their Departments in foreign lands. Their
credentials have been of the greatest value, making available
sources of information seldom open to the ordinary traveller. To the
British authorities in the regions covered by these travels I desire to
express my thanks for exceptional courtesies which have greatly
aided my investigations.
I would also thank Mr. Dudley Harmon, my editor, and Miss Ellen
McBryde Brown and Miss Josephine Lehmann for their assistance
and coöperation in the revision of the notes dictated or penned by
me on the ground.
While most of the illustrations are from my own negatives, these
have been supplemented by photographs from the Publishers’ Photo
Service and the American Geographic Society.
F. G. C.
 CONTENTS
CHAPTER PAGE
I. Just a Word Before We Start 1
II. The Gateway to Egypt 3
III. King Cotton on the Nile 13
IV. Through Old Egypt to Cairo 22
V. Fellaheen on Their Farms 29
VI. The Prophet’s Birthday 41
VII. In the Bazaars of Cairo 49
VIII. Intimate Talks with Two Khedives 58
IX. El-Azhar and Its Ten Thousand Moslem
Students 70
X. Climbing the Great Pyramid 79
XI. The Pyramids Revisited 87
XII. Face to Face with the Pharaohs 96
XIII. The American College at Asyut 106
XIV. The Christian Copts 112
XV. Old Thebes and the Valley of the Kings 117
XVI. The Nile in Harness 128
XVII. Steaming through the Land of Cush 140
XVIII. From the Mediterranean to the Sudan 149
XIX. Across Africa by Air and Rail 160
XX. Khartum 167
XXI. Empire Building in the Sudan 175
XXII. Why General Gordon Had No Fear 181
XXIII. Omdurman, Stronghold of the Mahdi 187
XXIV. Gordon College and the Wellcome
Laboratories 200
XXV. Through the Suez Canal 208
XXVI. Down the Red Sea 218
 XXVII. Along the African Coast 224
XXVIII. Aden 229
XXIX. In Mombasa 236
XXX. The Uganda Railway 243
XXXI. The Capital of Kenya Colony 252
XXXII. John Bull in East Africa 261
XXXIII. With the Big-Game Hunters 269
XXXIV. Among the Kikuyus and the Nandi 277
XXXV. The Great Rift Valley and the Masai 285
XXXVI. Where Men Go Naked and Women Wear Tails 293
See the World with Carpenter 303
Bibliography 305
Index 309
 LIST OF ILLUSTRATIONS
On the great Aswan Dam Frontispiece
FACING PAGE
The bead sellers of Cairo 2
The veiled women 3
On the cotton docks of Alexandria 6
Nubian girls selling fruit 7
Woman making woollen yarn 14
Fresh-cut sugar cane 15
One of the mill bridges 18
The ancient sakieh 19
The native ox 19
Water peddlers at the river 22
Women burden bearers 23
Threshing wheat with norag 30
A corn field in the delta 30
The pigeon towers 31
In the sugar market 38
Flat roofs and mosque towers of Cairo 39
Tent of the sacred carpet 46
The Alabaster Mosque 47
“Buy my lemonade!” 54
A street in old Cairo 55
Gates of the Abdin Palace 62
The essential kavass 63
In the palace conservatory 66
The famous Shepheard’s Hotel 67
Learning the Koran 67
Approaching El-Azhar 70
In the porticos of El-Azhar 71
The Pyramids 78
Mr. Carpenter climbing the Pyramids 79
Standing on the Sphinx’s neck 82
Taking it easy at Helouan 83
View of the Pyramids 86
Uncovering tombs of ancient kings 87
The alabaster Sphinx 94
The great museum at Cairo 95
Students at Asyut College 102
American College at Asyut 103
Between classes at the college 103
In the bazaars 110
A native school in an illiterate land 111
The greatest egoist of Egypt 118
The temple tomb of Hatshepsut 119
Sacred lake before the temple 119
The avenue of sphinxes 126
The dam is over a mile long 127
Lifting water from level to level 134
Where the fellaheen live 135
A Nubian pilot guides our ship 142
Pharaoh’s Bed half submerged 143
An aged warrior of the Bisharin 150
A mud village on the Nile 151
Where the Bisharin live 151
A safe place for babies 158
Mother and child 159
A bad landing place for aviators 162
Over the native villages 162
The first king of free Egypt 163
Soldiers guard the mails 166
An American locomotive in the Sudan 167
Light railways still are used 167
Along the river in Khartum 174
Where the Blue and the White Nile meet 175
The modern city of Khartum 175
A white negro of the Sudan 178
Where worshippers stand barefooted for hours 179
Grain awaiting shipment down river 182
“Backsheesh!” is the cry of the children 182
Cotton culture in the Sudan 183
The Sirdar’s palace 183
The bride and her husband 190
Omdurman, city of mud 191
Huts of the natives 191
A Shilouk warrior 198
In Gordon College 199
Teaching the boys manual arts 206
View of Gordon College 207
On the docks at Port Said 207
Fresh water in the desert 210
The entrance to the Suez Canal 211
A street in dreary Suez 226
Ships passing in the canal 227
Pilgrims at Mecca 230
Camel market in Aden 231
Harbour of Mombasa 238
Where the Hindus sell cotton prints 239
The merchants are mostly East Indians 239
A Swahili beauty 242
Passengers on the Uganda Railroad 243
An American bridge in East Africa 246
Native workers on the railway 246
Why the natives steal telephone wire 247
In Nairobi 254
The hotel 255
Jinrikisha boys 255
A native servant 258
Naivasha 259
The court for white and black 259
Motor trucks are coming in 262
How the natives live 263
Native taste in dress goods 266
The Kikuyus 266
Wealth is measured in cattle 267
Zebras are frequently seen 270
Even the lions are protected 271
Giraffes are plentiful 271
Elephant tusks for the ivory market 278
How the mothers carry babies 279
Mr. Carpenter in the elephant grass 286
Nandi warriors 287
Woman wearing a tail 290
How they stretch their ears 291
The witch doctor 298
Home of an official 299
The mud huts of the Masai 299
MAPS
Africa 34
From Cairo to Kisumu 50
 CAIRO TO KISUMU
EGYPT—THE SUDAN—KENYA
COLONY
 CHAPTER I
JUST A WORD BEFORE WE START

This volume on Egypt, Nubia, the Sudan, and Kenya Colony is

based upon notes made during my several trips to this part of the
world. At times the notes are published just as they came hot from
my pen, taking you back, as it were, to the occasion on which they
were written. Again they are modified somewhat to accord with
present conditions.
For instance, I made my first visit to Egypt as a boy, when Arabi
Pasha was fomenting the rebellion that resulted in that country’s
being taken over by the British. I narrowly escaped being in the
bombardment of Alexandria and having a part in the wars of the
Mahdi, which came a short time thereafter. Again, I was in Egypt
when the British had brought order out of chaos, and put Tewfik
Pasha on the throne as Khedive. I had then the talk with Tewfik,
which I give from the notes I made when I returned from the palace,
and I follow it with a description of my audience with his son and
successor, Abbas Hilmi, sixteen years later. Now the British have
given Egypt a nominal independence, and the Khedive has the title
of King.
In the Sudan I learned much of the Mahdi through my interview
with Sir Francis Reginald Wingate, then the Governor General of the
Sudan and Sirdar of the British army at Khartum, and later gained an
insight into the relations of the British and the natives from Earl
Cromer, whom I met at Cairo. These talks enable one to understand
the Nationalist problems of the present and to appreciate some of
the changes now going on.
In Kenya Colony, which was known as British East Africa until after
the World War, I was given especial favours by the English officials,
and many of the plans that have since come to pass were spread out
before me. I then tramped over the ground where Theodore
Roosevelt made his hunting trips through the wilds, and went on into
Uganda and to the source of the Nile.
These travels have been made under all sorts of conditions, but
with pen and camera hourly in hand. The talks about the Pyramids
were written on the top and at the foot of old Cheops, those about
the Nile in harness on the great Aswan Dam, and those on the Suez
Canal either on that great waterway or on the Red Sea immediately
thereafter. The matter thus partakes of the old and the new, and of
the new based upon what I have seen of the old. If it be too personal
in character and at times seems egotistic, I can only beg pardon by
saying—the story is mine, and as such the speaker must hold his
place in the front of the stage.
 Beggars and street sellers alike believe that every foreigner visiting Egypt is not
only as rich as Crœsus but also a little touched in the head where spending is
concerned, and therefore fair game for their extravagant demands.
 Among the upper classes an ever-lighter face covering is being adopted. This is
indicative of the advance of the Egyptian woman toward greater freedom.