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1
C H A P T E R
Operations and Productivity
DISCUSSION QUESTIONS
1. The text suggests four reasons to study OM. We want to understand (1) how people organize themselves for productive enterprise,
(2) how goods and services are produced, (3) what operations managers do, and (4) this costly part of our economy and most enterprises.
LO 1.1: Define operations management
AACSB: Application of knowledge

2. With some 40% of all jobs being in the OM field, the career opportunities are prolific. The text suggests many career opportunities. OM
students find initial jobs throughout the OM field, including supply chain, logistics, purchasing, production planning and scheduling, plant layout,
maintenance, quality control, inventory management, etc.
LO 1.3: Identify career opportunities in operations management
AACSB: Application of knowledge

3. Possible responses include: Adam Smith (work specialization/ division of labor), Charles Babbage (work specialization/division of labor),
Frederick W. Taylor (scientific management), Walter Shewart (statistical sampling and quality control), Henry Ford (moving assembly line),
Charles Sorensen (moving assembly line), Frank and Lillian Gilbreth (motion study), Eli Whitney (standardization).
LO 1.1: Define operations management
AACSB: Application of knowledge

4. See references in the answer to Question 3.
LO 1.1: Define operations management
AACSB: Application of knowledge

5. The actual charts will differ, depending on the specific organization the student chooses to describe. The important thing is for students
to recognize that all organizations require, to a greater or lesser extent, (a) the three primary functions of operations, finance/accounting, and
marketing; and (b) that the emphasis or detailed breakdown of these functions is dependent on the specific competitive strategy employed by
the firm.
LO 1.1: Define operations management
AACSB: Application of knowledge

2 CHAPTER 1 OP E R A T I O N S A N D PR O D U C T I V I T Y
Copyright ©2020 Pearson Education, Inc.

6. The answer to this question may be similar to that for Question 5. Here, however, the student should be encouraged to utilize a more detailed
knowledge of a past employer and indicate on the chart additional information such as the number of persons employed to perform the various
functions and, perhaps, the position of the functional areas within the overall organization hierarchy.
LO 1.1: Define operations management
AACSB: Application of knowledge

7. The basic functions of a firm are marketing, accounting/ finance, and operations. An interesting class discussion: “Do all firms/organizations
(private, government, not-for-profit) perform these three functions?” The authors’ hypothesis is yes, they do.
LO 1.1: Define operations management
AACSB: Application of knowledge

8. The 10 strategic decisions of operations management are product design, quality, process, location, layout, human resources, supply-chain
management, inventory, scheduling (intermediate and short-term), and maintenance. We find this structure an excellent way to help students
organize and learn the material.
LO 1.1: Define operations management
AACSB: Application of knowledge

9. Four areas that are important to improving labor productivity are (1) basic education (basic reading and math skills), (2) diet of the labor
force, (3) social overhead that makes labor available (water, sanitation, transportation, etc.), and (4) maintaining and expanding the skills
necessary for changing technology and knowledge, as well as for teamwork and motivation.
LO 1.8: Identify the critical variables in enhancing productivity
AACSB: Application of knowledge

10. Productivity is harder to measure when the task becomes more intellectual. A knowledge society implies that work is more intellectual
and therefore harder to measure. Because the U.S. and many other countries are increasingly “knowledge” societies, productivity is harder
to measure. Using labor-hours as a measure of productivity for a postindustrial society versus an industrial or agriculture society is very
different. For example, decades spent developing a marvelous new drug or winning a very difficult legal case on intellectual property rights
may be significant for postindustrial societies, but not show much in the way of productivity improvement measured in labor-hours.
LO 1.8: Identify the critical variables in enhancing productivity
AACSB: Analytical thinking

11. Productivity is difficult to measure because precise units of measure may be lacking, quality may not be consistent, and exogenous
variables may change.
LO 1.8: Identify the critical variables in enhancing productivity
AACSB: Reflective thinking

12. Mass customization is the flexibility to produce to meet specific customer demands, without sacrificing the low cost of a product-oriented
process. Rapid product development is a source of competitive advantage. Both rely on agility within the organization.
LO 1.1: Define operations management
AACSB: Application of knowledge

13. Labor productivity in the service sector is hard to improve because (1) many services are labor intensive and (2) they are individually
(personally) processed (the customer is paying for that service—the haircut), (3) it may be an intellectual task performed by professionals,
(4) it is often difficult to mechanize and automate, and (5) it is often difficult to evaluate for quality.
LO 1.8: Identify the critical variables in enhancing productivity
AACSB: Reflective thinking

CHAPTER 1 OP E R A T I O N S A N D PR O D U C T I V I T Y 3
Copyright ©2020 Pearson Education, Inc.

14. Taco Bell designed meals that were easy to prepare; with actual cooking and food preparation done elsewhere; automation to save
preparation time; reduced floor space; manager training to increase span of control.
LO 1.8: Identify the critical variables in enhancing productivity
AACSB: Application of knowledge
15. Bureau of Labor Statistics (stats.bls.gov) is a good place to start. Results will vary for each year, but overall data for the economy will
range from 0.9% to 4.8%, and mfg. could be as high as 5% and services between 1% and 2%. The data will vary even more for months or
quarters. The data are frequently revised, often substantially.
LO 1.7: Compute multifactor productivity
AACSB: Application of knowledge
ETHICAL DILEMMA
AMERICAN CAR BATTERY INDUST RY
You may want to begin the discussion by asking how ethical it is for you to be in the lead battery business when you know that any batteries you
recycle will very likely find their way to an overseas facility (probably Mexico) with, at best, marginal pollution containment. Then after a likely
conclusion of “Well someone has to provide batteries,” you can move to the following discussion.
(a) As owner of an independent auto repair shop trying to dispose of a few old batteries each week, your options may be limited. But as an
ethical operator, your first option is to put pressure on your battery supplier to take your old batteries. Alternatively, shop for a battery
supplier who wants your business enough to dispose of your old batteries. Third, because there is obviously a market for the lead in old
batteries, some aggressive digging may uncover an imaginative recycler who can work out an economical arrangement for pickup or
delivery of your old batteries. Another option is, of course, to discontinue the sale of batteries. (This is a problem for many small
businesses; ethical decisions and regulation may be such that they often place an expensive and disproportionate burden on a small firm.)
(b) As manager of a large retailer responsible for disposal of thousands of used batteries each week, you should have little trouble finding a
battery supplier with a reverse supply chain suitable for disposal of old batteries. Indeed, a sophisticated retailer, early on in any supply-
chain development process, includes responsible disposal of environmentally dangerous material as part of the negotiations. Disposal of
old batteries should be a minor issue for a large retailer.
(c) For both a small and large retailer, the solution is to find a “sustainable” solution or get out of the battery business. Burying the batteries
behind the store is not an option. Supplement 5: Sustainability in the Supply Chain provides some guidelines for a deeper class discussion.
END-OF-CHAPTER PROBLEMS 120 boxes
(a) = 3.0 boxes/hour
40 hours
1.1

125 boxes
(b) = 3.125 boxes/hour
40 hours
(c) Change in productivity = 0.125 box/hour
(d) 0.125 box
Percentage change = = 4.167%
3.0

1.2 (a) Labor productivity is 160 valves/80 hours = 2 valves per hour
(b) New labor productivity = 180 valves/80 hours = 2.25 valves per hour
(c) Percentage change in productivity = .25 valve/2 valves = 12.5%

1.3
So,
57,600
= = 200
(160)(12)(0.15)
L laborers employed 57,600
0.15 = , where number of laborers
(160)(12)( )
employed at the plant

L
L
=

4 CHAPTER 1 OP E R A T I O N S A N D PR O D U C T I V I T Y
Copyright ©2020 Pearson Education, Inc.

Units produced 100 pkgs
(a) = = 20 pkgs/hour
Input 5
1.4
133 pkgs
(b) = 26.6 pkgs per hour
5
6.6
(c) Increase in productivity = = 33.0%
20

1.5
Resource Last Year This Year Change Percentage Change

Labor
1,000
= 3.33
300 1,000
= 3.64
275
0.31
0.31
= 9.3%
3.33

Resin
1,000
= 20
50 1,000
= 22.22
45
2.22
2.22
= 11.1%
20

Capital
1,000
= 0.1
10,000

1,000
= 0.09
11,000 –0.01 0.01
= 10.0%
0.1
−
−

Energy
1,000
= 0.33
3,000 1,000
= 0.35
2,850 0.02 0.02
= 6.1%
0.33

1.6
Last Year This Year
Production 1,000 1,000
Labor hr. @ $10 $3,000 $2,750
Resin @ $5 250 225
Capital cost/month 100 110
Energy 1,500 1,425
$4,850 $4,510
[(1,000 / 4,510) (1,000 / 4,850)]
(1,000 / 4,850)
−
= −0.222 0.206 0.016
= = 7.8% improvement*
0.206 0.206

*with rounding to 3 decimal places.
Output
Productivity =
Input
1.7
65 65
(a) Labor productivity = =
(520 × 13) $6,760
= .0096 rug per labor $

65Multifactor
(b) =
productivity(520 × $13) + (100 × $5) + (20 × $50)

65
= = .00787 rug per $
$8,260

CHAPTER 1 OP E R A T I O N S A N D PR O D U C T I V I T Y 5
Copyright ©2020 Pearson Education, Inc.

1.8 (a) Labor productivity = 1,000 tires/400 hours = 2.5 tires/hour.
(b) Multifactor productivity is 1,000 tires/(400 × $12.50 + 20,000 × $1 + $5,000 + $10,000) = 1,000 tires/$40,000 = 0.025 tire/dollar.
(c) Multifactor productivity changes from 1,000/40,000 to 1,000/39,000, or from 0.025 to 0.02564; the ratio is 1.0256, so the change
is a 2.56% increase.

1.9 Last Year This Year Change Percentage Change

Labor hrs. 1,500
= 4.29
350
1,500
= 4.62
325 0.33
4.29
= 7.7%

Capital invested 1,500
= 0.10
15,000
1,500
= 0.08
18,000 0.02
0.1
−
= –20%

Energy (btu) 1,500
= 0.50
3,000
1,500
= 0.55
2,750 0.05
0.50
= 10%
Productivity of capital did drop; labor productivity increased as did energy, but by less than the anticipated 15%.

1.10 Multifactor productivity is:
375 autos/[($20 × 10,000) + ($1,000 × 500) + ($3 × 100,000)] = 375/(200,000 + 500,000 +300,000) = 375/1,000,000
= .000375 auto per dollar of inputs

1.11 (a) Before: 500/20 = 25 boxes per hour;
1.12 1,500 × 1.25 = 1,875 (new demand) 

Outputs
= Productivity
Inputs
1,875
= 2.344
Labor-hours
1,875
New process = 800 labor-hours
2.344
800
= 5 workers
160
1,500
Current process = = 2.344
labor-hours
1,500
= labor-hours 640
2.344
640
= 4 workers
160

Add one worker.
After, 650/24 = 27.08
(b) 27.08/25
= 1.083, or an increase of 8.3% in productivity
(c) New labor productivity = 700/24 = 29.167
boxes per hour

6 CHAPTER 1 OP E R A T I O N S A N D PR O D U C T I V I T Y
Copyright ©2020 Pearson Education, Inc.

1.13 (a) Labor change: 1,500 1,500
= = .293 loaf/$
(640 × $8) 5,120
1,875
= 0.293 loaf/$
(800 × $8)

(b) Investment change: 1,500 1,500
= = .293 loaf/$
(640 × $8) 5,120
1,875 1,875
= = .359 loaf/$
(640 × 8) + (100) 5,220
.293 – .293
(c) Percentage change : = 0 (labor)
.293
.359 – .293
Percentage change : = .225
.293
= 22.5% (investment)

The better option is to purchase a new blender because it generates more loaves per dollar.
1,500
Old process =
(640 8) + 500 + (1,500 0.35)
1,500
= = 0.244 loaf/$
6,145
1,875
New process =
(800 8) + 500 + (1,875 0.35)
1,875
= = 0.248 loaf/$
7,556.25
0.248 – 0.244
Percentage change = = 1.6%
0.244


41.1

labor-hours
labor-hours
6,600 vans
(a) = 0.10

= 66,000
x
x
1.15

There are 300 laborers. So, 1,500
Last year =
(350 8) + (15,000 0.0083) + (3,000 0.6)
1.17
  
66,000 labor-hours
= 220 labor-hours/laborer
300 laborers
on average, per month $ output 52($90) + 80($198)
labor-hours 8 (45)
$20,520
= $57.00 per labor-hour
360
1.16 =
=
=
=
6,600 vans
(b) Now = 0.11, so 60,000 labor-hours
labor-hours
60,000 labor-hours
so, 200 labor-hours/laborer
300 laborers
on average, per month

x
x

CHAPTER 1 OP E R A T I O N S A N D PR O D U C T I V I T Y 7
Copyright ©2020 Pearson Education, Inc.
=
++
1,500
2,800 124.50 1,800
==
1,500
0.317 doz / $
4,724.5
  
1500
This year =
(325 8) + (18,000 0.0083) + (2,750 0.6)
0.341 doz / $=
0.341 0.317
Percentage change =
0.317
0.076, or 7.6% increase
−
=

CASE STUDY
UBER TECHNOLOGIES, INC.
1. First, some drivers (maybe most) may not require a wage that equals those fully engaged in the “taxi” business. It truly could be a
supplemental income. . . . “I’m going that way anyhow so let’s make a few dollars while on the way.” Similarly, the capital investment cost
approaches zero as the car is going that direction anyhow. These are idle or underutilized resources.
From society’s perspective, Uber and its like competitors are desirable because both idle or wasted labor and capital resources are being
utilized. At the same time, as a bonus, Uber is reducing traffic and auto pollution while speeding up the transport of individuals and local
commerce.
As a competitor for the traditional taxi service, Uber seems to be an enhancement in efficiency.
For those faculty who what to spend some time on the larger productivity message, this case provides such an opportunity. Uber, as
Joseph Schumpeter would suggest, has developed a disruptive technology (creative destruction, in a Schumpeterian translation). Innovations
such as this are exactly how economic efficiency is enhanced. The traditional taxi services, with some imagination, could have developed
and adopted this technology, but most were ensconced in their own regulatory cocoon. As is often the case, it takes an outsider, such as Uber
et al. to be creative by putting unused resources to use and providing society greater efficiency.
LO 1.8: Identify the critical variables in enhancing productivity
AACSB: Analytical thinking

2. Perhaps a business model similar to Uber’s can be applied to the trucking industry. And, indeed, Uber has established an Uber app for the
trucking industry. An estimated 30% of trucking backhauls are empty. However, the number of independent truckers or truckers with the latitude
to alter their route may be very small. And this number must be a tiny fraction of independent automobile drivers. So, the ability to “Uberize”
trucking may be very difficult, but utilizing that idle 30% would be huge benefit to society.
LO 1.8: Identify the critical variables in enhancing productivity
AACSB: Analytical thinking

3. Perhaps the Uber model can be used for package delivery, documents, and everything from flowers to groceries. Airbnb (www.airbnb.com) is
applying a similar model to short-term rentals of rooms, apartments, and homes—competing with more traditional bed and breakfast facilities and
hotels.
LO 1.8: Identify the critical variables in enhancing productivity
AACSB: Analytical thinking

VIDEO CASE STUDIES
FRITO-LAY: OPERATIONS MANAGEMENT IN MANUFACTU RING
This case provides a great opportunity for an instructor to stimulate a class discussion early in the course about the pervasiveness of the 10 decisions
of OM with this case alone or in conjunction with the Hard Rock Cafe case. There is a short video (7 minutes) available in MyLab Operations
Management that is filmed specifically for this text and supplements this case.
1.
1

8 CHAPTER 1 OP E R A T I O N S A N D PR O D U C T I V I T Y
Copyright ©2020 Pearson Education, Inc.

◼ Product design: Each of Frito-Lay’s 40-plus products must be conceived, formulated (designed), tested (market studies, focus groups,
etc.), and evaluated for profitability.
◼ Quality: The standards for each ingredient, including its purity and quality, must be determined.
◼ Process: The process that is necessary to produce the product and the tolerance that must be maintained for each ingredient by each
piece of equipment must be specified and procured.
◼ Location: The fixed and variable costs of the facility, as well as the transportation costs and the delivery distance, given the freshness,
must be determined.
◼ Layout: The Frito-Lay facility would be a process facility, with great care given to reducing movement of material within the facility.
◼ Human resources: Machine operators may not have inherently enriched jobs, so special consideration must be given to developing
empowerment and enriched jobs.
◼ Supply chain management: Frito-Lay, like all other producers of food products, must focus on developing and auditing raw material
from the farm to delivery.
◼ Inventory: Freshness and spoilage require constant effort to drive down inventories.
◼ Scheduling: The demand for high utilization of a capital-intensive facility means effective scheduling will be important.
◼ Maintenance: High utilization requires good maintenance, from machine operator to the maintenance department and depot service.
LO 1.1: Define operations management
AACSB: Reflective thinking

2. Determining output (in some standard measure, perhaps pounds) and labor-hours would be a good start for single-factor productivity.
For multifactor productivity, we would need to develop and understand capital investment and energy, as well as labor, and then translate
those into a standard, such as dollars.
LO 1.6: Compute single-factor productivity
LO 1.7: Computer multifactor productivity
AACSB: Reflective thinking

3. Hard Rock performs all 10 of the decisions as well, only with a more service-sector orientation. Each of these is discussed in the solution
to the Hard Rock Cafe case.
LO 1.8: Identify the critical variables in enhancing productivity
AACSB: Reflective thinking
HARD ROCK CAFE: OPERATIONS MANAGEMENT IN SERVICES
There is a short video (7 minutes) available in MyLab Operations Management that is filmed specifically for this text and supplements this
case.
1. Hard Rock’s 10 decisions: This is early in the course to discuss these in depth, but still a good time to get the students engaged in the 10 OM
decisions around which the text is structured.
◼ Product design: Hard Rock’s tangible product is food and like any tangible product it must be designed, tested, and “costed out.” The
intangible product includes the music, memorabilia, and service.
◼ Quality: The case mentions the quality survey as an overt quality measure, but quality can be discussed from a variety of perspectives—
hiring the right people, food ingredients, good suppliers, speed of service, friendliness, etc.
◼ Process: The process can be discussed from many perspectives: (a) the process of processing a guest, to their seat, taking the order,
order processing, delivery of the meal, payment, etc., (b) the process of how a meal is prepared (see, for instance, how one would
make a Hard Rock Hickory BBQ Bacon Cheeseburger (Figure 5.9) or a Buffalo Chicken Mac & Cheese (Figure 14.9) or use the
Method Analysis tool discussed in Chapter 10, or (c) some subset of any of these.
◼ Location: Hard Rock Cafes have traditionally been located in tourist locations, but that is beginning to change.
◼ Layout: Little discussion in the case, but students may be very aware that a kitchen layout is critical to efficient food preparation and
that a bar is critical in many food establishments for profitability. The retail shop in relation to the restaurant and its layout is a critical
ingredient for profitability at Hard Rock.
◼ Human resources: Jim Knight, VP for Human Resources at Hard Rock, seeks people who are passionate about music, love to serve, can
tell a story. This OM decision is a critical ingredient for success of a Hard Rock Cafe and an integral part of the Hard Rock dining
experience.
◼ Supply chain management: Although not discussed in the case, students should appreciate the importance of the supply chain in any food
service operation. Some items like leather jackets have a 9-month lead time. Contracts for meat and poultry are signed 8 months in advance.
2

CHAPTER 1 OP E R A T I O N S A N D PR O D U C T I V I T Y 9
Copyright ©2020 Pearson Education, Inc.

◼ Inventory: Hard Rock, like any restaurant, has a critical inventory issue that requires that food be turned over rapidly and that food in
inventory be maintained at the appropriate and often critical temperatures. But the interesting thing about Hard Rock’s inventory is
that they maintain $40 million of memorabilia with all sorts of special care, tracking, and storage issues.
◼ Scheduling: Because most Hard Rock Cafe’s sales are driven by tourists, the fluctuations in seasonal, daily, and hourly demands for
food are huge. This creates a very interesting and challenging task for the operations managers at Hard Rock. (Not mentioned in the
case, linear programming is actually used in some cafes to schedule the waitstaff.)
◼ Maintenance/reliability: The Hard Rock Cafe doors must open every day for business. Whatever it takes to provide a reliable kitchen
with hot food served hot and cold food served cold must be done. Bar equipment and point-of-sale equipment must also work.
LO 1.1: Define operations management
AACSB: Reflective thinking

2. Productivity of kitchen staff is simply the output (number of meals) over the input (hours worked). The calculation is how many meals prepared
over how many hours spent preparing them. The same kind of calculation can be done for the waitstaff. In fact, Hard Rock managers begin with
productivity standards and staff to achieve those levels. (You may want to revisit this issue when you get to Chapter 10 and Supplement 10 on labor
standards and discuss how labor can be allocated on a per-item basis with more precision.)
LO 1.6: Compute single-factor productivity
AACSB: Analytical thinking

3. Each of the 10 decisions discussed in Question 1 can be addressed with a tangible product like an automobile.
◼ Product design: The car must be designed, tested, and costed out. The talents may be those of an engineer or operations manager rather than
a chef, but the task is the same.
◼ Quality: At an auto plant, quality may take the form of measuring tolerances or wear of bearings, but there is still a quality issue.
◼ Process: With an auto, the process is more likely to be an assembly-line process.
◼ Location: Hard Rock Cafe may want to locate at tourist destinations, but an auto manufacturer may want to go to a location that will yield
low fixed or variable cost.
◼ Layout: An automobile assembly plant is going to be organized on an assembly line criterion.
◼ Human resources: An auto assembly plant will be more focused on hiring factory skills rather than a passion for music or personality.
◼ Supply chain management: The ability of suppliers to contribute to design and low cost may be a critical factor in the modern auto
plant.
◼ Inventory: The inventory issues are entirely different—tracking memorabilia at Hard Rock, but an auto plant requires tracking a lot of
expensive inventory that must move fast.
◼ Scheduling: The auto plant is going to be most concerned with scheduling material, not people.
◼ Maintenance: Maintenance may be even more critical in an auto plant as there is often little alternate routing, and downtime is very
expensive because of high fixed and variable cost.
LO 1.4: Explain the distinction between goods and services
AACSB: Reflective thinking

CELEBRITY CRUISES: OPERATIONS MANAGEMENT AT SEA
There is a short video (6.5 minutes) available in MyLab Operations Management that is filmed specifically for this text and supplements this
case.
1. Celebrity’s 10 decisions: It is early in the course to discuss these in depth, but still a good time to get the students engaged in the 10 OM
decisions around which the text is structured.
◼ Product design: Celebrity’s product consists of a complete ‘premium’ vacation/holiday experience. It includes accommodations, ports-
of-call, shipboard facilities, food, service, etc. Students should appreciate the full scope of how Celebrity Cruises designs all of the
many attributes of its ‘product.’
◼ Quality: The case mentions the quality survey as an overt quality measure, but quality can be discussed from a variety of perspectives—
hiring the right people, food ingredients, good suppliers, speed of service, cleanliness, friendliness, etc.
◼ Process: Operation of a successful cruise line consists of many processes. The process can be discussed from various perspectives: (a)
the process of welcoming a guest aboard, (b) bill and payment processing, (c) delivery of meals, (d) supply chain, (e) off ship
excursions, etc. The methods analysis tools discussed in Chapter 10 provide a way for students to address and analyze these processes.
◼ Location: Celebrity Cruises provides a unique opportunity for students to address the many aspects of the location decision. First,
where in the world are the customers? Second, from what home ports will Celebrity operate? Third, where are the locations of the
ports-of-call for the ship?
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10 CHAPTER 1 OP E R A T I O N S A N D PR O D U C T I V I T Y
Copyright ©2020 Pearson Education, Inc.

◼ Layout: How should the ship itself be designed…how many restaurants, how many kitchens, what other amenities (i.e. gym, spa,
theater, shops, library, etc.)? What shipboard features will distinguish differences in pricing?
◼ Human resources: The unique international flavor of the crew on cruise ships generates a wide variety of special recruiting,
motivational, and teamwork issues. A service-oriented staff, carefully recruited and well trained, is a critical ingredient for success of
a ‘hotel at sea’ and an integral part of the premium Celebrity Cruises experience.
◼ Supply chain management: Students should appreciate the importance of the supply chain for a floating hotel that is going to be at sea
for days or even weeks at a time.
◼ Inventory: Because there is seldom resupply once at sea, inventory, but particularly food inventory for hundreds of people, is a critical
issue. Food requirements must be accurately forecasted and be maintained at the appropriate and often critical temperatures. Food is
only one of the many inventory items to be maintained: water, fuel, cleaning supplies, clothes, and memorabilia require all sorts of
special care, tracking, and storage issues.
◼ Scheduling: Fluctuations in location and season create a very interesting and challenging task for the operations managers. Not only
the ships and port access and excursions, but also food deliveries and crews, must all be scheduled.
◼ Maintenance/reliability: The ship is open every day for business. Minor maintenance is performed while the ship is operating, with
more significant maintenance performed annually and major long-term maintenance conducted in dry dock every 5 years.
LO 1.2: Identify the 10 strategic decisions of operations management
AACSB: Reflective thinking

2. Celebrity’s 10 OM decisions are also executed by a manufacturing firm. See, for instance, the Frito-Lay case discussed earlier in this
chapter. Indeed, the theme of the text is that these 10 decisions are pervasive in OM. It matters little if the product is a Frito-Lay product,
an iPhone, or a premium vacation with Celebrity Cruises; all of these 10 decisions are going to be made. The distinction is the
implementation and emphasis placed on each. For instance, product design at Frito-Lay may begin with selecting the proper potatoes,
cooking oils, and temperature. Celebrity, as noted above, has a very different product design task. Similarly, quality of Frito-Lay chips may
be dependent on precise cutting blades and processing temperature, while Celebrity’s quality manifests itself in accommodations, food, and
service. Students should be challenged to recognize that the 10 decisions are made, albeit with distinctions dependent upon the product and
strategy.
LO 1.2: Identify the 10 strategic decisions of operations management
ACSB: Reflective thinking

3. Celebrity’s 10 OM decisions are also executed by a retail firm. Indeed, the theme of the text is that these 10 decisions are pervasive in
OM. It matters little if the product is a retail firm or a restaurant (such as Hard Rock, discussed in the prior case) or a premium vacation with
Celebrity Cruises; all of these 10 decisions are going to be made. Perhaps in a different way and with different emphasis, but they will be
made. For instance, Hard Rock’s product is a unique memorabilia-filled dining experience. Celebrity’s product is a holiday with premium
accommodations, food, and service. Students should be challenged to recognize that the 10 decisions are made, albeit with distinctions
dependent upon the product and strategy.
LO 1.2: Identify the 10 strategic decisions of operations management
ACSB: Reflective thinking

4. The differences between a land-based hotel and the “hotel at sea” may be very small in terms of guest expectations and the quality
decision. However, the emphasis on various aspects of the other decisions can be expected to change. For instance, for the “hotel at sea”
the location decision changes as a function of the season, port-of-call performance, and even weather. A hotel may or may not include
dining excellence a part of its product, but for most cruise lines, a premium dining experience is critical. In the case of supply chain, logistics,
and inventory, for the ship there is often no resupply; therefore, there is an added emphasis on forecasts, logistics, and inventory. Forecasts
must be accurate, suppliers punctual, and inventory counts precise. Similarly, maintenance onboard ship must remove all
variability; the emergency backup may be days away. Most hotels will very likely have little in common with the implementation of the
human resource function at an international cruise line with employees from dozens of countries. But they both must be successful at the
HR decision.
LO 1.2: Identify the 10 strategic decisions of operations management
ACSB: Reflective thinking
ADDITIONAL CASE STUDIES (available in MyLab Operations Management)
NATIONAL AIR EXPRESS 1

CHAPTER 1 OP E R A T I O N S A N D PR O D U C T I V I T Y 11
Copyright ©2020 Pearson Education, Inc.

This case can be used to introduce the issue of productivity and how to improve it, as well as the difficulty of good consistent measures of
productivity. This case can also be used to introduce some of the techniques and concepts of OM.
1. The number of stops per driver is certainly a good place to start. However, mileage and number of shipments will probably be good
additional variables. (Regression techniques, addressed in Chapter 4, can be addressed here.)
LO 1.8: Identify the critical variables in enhancing productivity
AACSB: Analytical thinking

2. Customer service should be based on an analysis of customer requirements. Document requirements in terms of services desired (supply
needs, preprinted waybills, package weights, pickup and drop-off requirements) should all be considered. (The house of quality technique
discussed in Chapter 5 is one approach for such an analysis.)
LO 1.8: Identify the critical variables in enhancing productivity
AACSB: Analytical thinking

3. Other companies in the industry do an effective job of establishing very good labor standards for their drivers, sorters, and phone
personnel. Difficult perhaps, but doable. (Work measurement in Chapter 10 addresses labor standards.)
LO 1.8: Identify the critical variables in enhancing productivity
AACSB: Analytical thinking

ZYCHOL CHEMICALS CORPORATION
1. The analysis of the productivity data is shown on the next page. Both labor and material productivity increased, but capital equipment
productivity did not. The net result is a large negative change in productivity. If this is a one-time change in the accounting procedures, this
negative change should also be a one-time anomaly. The effect of accounting procedures is often beyond the control of managers. For
example, perhaps the capital allocation is based on an accelerated allocation of depreciation of newly installed technology. This accounting
practice will seriously impact near-term productivity and then later years’ productivity figures will benefit from the reduced depreciation
flows. This highlights the difficulty in accounting for costs in an effective managerial manner. Decisions and evaluation of operating results
should be based on sound managerial accounting practices and not necessarily generally accepted financial accounting principles.
LO 1.6: Compute single-factor productivity
LO 1.7: Compute multifactor productivity
AACSB: Analytical thinking

2. An analysis of adjusted results reduces the negative impact on the capital allocation but there is still a negative growth in multifactor
productivity. After adjustment for inflation, the material costs are still higher in 2019. Yet, one must be aware of the extra volatility of the
cost of petroleum-based products. Did the manager have control over his price increases? One should look at the changes in a petroleum-
based price index, including the cost of oil, over the last two years in order to gain a better understanding of the degree to which the manager
had control over these costs. The increase in wages was beyond the manager’s control, and a constant rate should be used for comparing both
years’ results. Yet a negative result still remains. Even when material costs in 2019 are converted to the original cost of $320, a negative 5%
growth in productivity remains. The increase in the capital base is responsible yet should not persist in future years if the increase was the
result of an adoption of new technology.
LO 1.6: Compute single-factor productivity
LO 1.7: Compute multifactor productivity
AACSB: Analytical thinking

2

12 CHAPTER 1 OP E R A T I O N S A N D PR O D U C T I V I T Y
Copyright ©2020 Pearson Education, Inc.

3. The manager did not reach the goal. An analysis of the changes in capital costs is warranted. Even after adjusting for inflation, multifactor
productivity was not positive. However, labor and materials productivity were favorable. The capital investment cost (as figured by the
accounting department) was so large as to make his multifactor productivity negative. Multifactor productivity has fallen by 11.61% before
adjustment and by 7.87% after the adjustment for inflation.
LO 1.7: Compute multifactor productivity
AACSB: Application of knowledge

Single-Factor
Productivity Analysis 2018 2019 Adjusted Cost* Adjusted Total Cost
Production (units) 4,500 6,000
Material Used (Barrels) 700 900
Material Cost per Barrel $320.00 $360.00 $345.60
(360/1.04167)
$311,040
(900 × 345.60)
Labor-Hours 22,000 28,000
Compensation Rate $13.00 $14.00 $13.44
(14/1.04167)
$376,320
(28,000 × $13.44)
Capital Applied ($) $375,000 $620,000 $595,200
(620,000)/1.04167)
$595,200
Producer Price Index
(PPI)

120

125

$1,282,560
*Change in PPI = 4.167% = (125/120 − 1) = 0.04167
Total Cost $885,000 $1,336,000 $1,282,560
(Adjusted)

Multifactor
Productivity
(MFP) Analysis 2018 2019 % Change

Labor
Productivity
(Units per hr.)
4,500/22,000 = 0.2045 6,000/28,000 = 0.2143 4.79%
Nearly reached the
goal
Material
Productivity
(Units per barrel)
4,500/700 = 6.4286 6,000/900 = 6.6667 3.70% Positive change
Capital
Productivity
(Units per $)
4,500/375,000 = 0.0120 6,000/620,000 = 0.0097 −19.17%
Large negative
change

2018 2019
MFP Before Adjustment per $) 0.00508 0.00449 (0.00449 − 0.00508)/0.00508 = −11.61%
MFP After Adjustment (per $) 0.00508 0.00468 (0.00468 – 0.00508)/0.00508 = −7.88%

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"Only the morality of business," put in a coarse-looking fellow
who, having been betwixt and between the conversations, had been
drinking rather heavily. "There's no need for you to join the ladies as
yet, Mrs. Gissing."
Major Erlton, at her right hand, scowled, and the boy on her left
flushed up to the eyes. He was her latest admirer, and was still in
the stage when she seemed an angel incarnate. Only the day before
he had wanted to call out a cynical senior who had answered his
vehement wonder as to how a woman like she was could have
married a little beast like Gissing, with the irreverent suggestion that
it might be because the name rhymed with kissing.
In the present instance she heeded neither the scowl nor the
flush, and her voice came calmly. "I don't intend to, doctor. I mean
to send you into the drawing room instead. That will be quite as
effectual to the proprieties."
Amid the laugh, Major Erlton found opportunity for an admiring
whisper. She had got the brute well above the belt that time. But the
boy's flush deepened; he looked at his goddess with pained,
perplexed eyes.
"The morality of speculation or gambling," retorted the doctor,
speaking slowly and staring at the delighted Major angrily, "is the art
of winning as much money as you can--conveniently. That reminds
me, Erlton; you must have raked in a lot over that match."
A sudden dull red showed on the face whose admiration Alice was
answering by a smile.
"I won a lot, also," she interrupted hastily, "thanks to your tip,
Erlton. You never forget your friends."
"No one could forget you--there is no merit----" began the boy
hastily, then pausing before the publicity of his own words, and
bewildered by the smile now given to him. Herbert Erlton noted the

fact sullenly. He knew that for the time being all the little lady's
personal interest was his; but he also knew that was not nearly so
much as he gave her. And he wanted more, not understanding that
if she had had more to give she would probably have been less
generous than she was; being of that class of women who sin
because the sin has no appreciable effect on them. It leaves them
strangely, inconceivably unsoiled. This imperviousness, however,
being, as a rule, considered the man's privilege only, Major Erlton
failed to understand the position, and so, feeling aggrieved, turned
on the lad.
"I'll remember you the next time if you like, Mainwaring," he said,
"but someone has to lose in every game. I'd grasped that fact before
I was your age, and made up my mind it shouldn't be me."
"Sound commercial morality!" laughed another guest. "Try it,
Mainwaring, at the next Gymkhâna. By the way, I hear that
professional, Greyman, is off, so amateurs will have a chance now;
he was a devilish fine rider."
"Rode a devilish fine horse, too," put in the unappeased doctor.
"You bought it, Erlton, in spite----"
"Yes! for fifteen hundred," interrupted the Major, in unmistakable
defiance. "A long price, but there was hanky-panky in that match.
Greyman tried fussing to cover it. You never can trust professionals.
However, I and my friends won, and I shall win again with the horse.
Take you evens in gold mohurs for the next----"
There was always a sledge-hammer method in the Major's fence,
and the subject dropped.
The room was heavy with the odors of meats and drinks. Dark as
it was, the flood of sunshine streaming into the veranda outside,
where yellow hornets were buzzing and the servants washing up the
dishes, sent a glare even into the shadows. Neither the furniture nor
appointments of the room owed anything to the East--for Indian art

was, so to speak, not as yet invented for English folk--yet there was
a strange unkennedness about their would-be familiarity which
suddenly struck the latest exile, young Mainwaring.
"India is a beastly hole," he said, in an undertone--"things are so
different--I wish I were out of it." There was a note of appeal in his
young voice; his eyes, meeting Alice Gissing's, filled with tears to his
intense dismay. He hoped she might not see them; but she did, and
leaned over to lay one kindly be-ringed little hand on the table quite
close to his.
"You've got liver," she said confidentially. "India is quite a nice
place. Come to the assembly to-night, and I will give you two extras-
-whole ones. And don't drink any more madeira, there is a good boy.
Come and have coffee with me in the drawing room instead; that
will set you right."
Less has set many a boy hopelessly wrong. To do Alice Gissing
justice, however, she never recognized such facts; her own head
being quite steady. But Major Erlton understood the possible results
perfectly, and commented on them when, as a matter of course, his
long length remained lounging in an easy-chair after the other
guests had gone, and Mr. Gissing had retired to business. People,
from the Palais Royale playwrights, downward--or upward--always
poke fun at the husbands in such situations; but no one jibes at the
man who succeeds to the cut-and-dried necessity for devotion. Yet
there is surely something ridiculous in the spectacle of a man playing
a conjugal part without even a sense of duty to give him dignity in it,
and the curse of the commonplace comes as quickly to Abelard and
Heloise as it does to Darby and Joan. So Major Erlton, lounging and
commenting, might well have been Mrs. Gissing's legal owner.
"Going to make a fool of that lad now, I suppose, Allie. Why the
devil should you when you don't care for boys?"
She came to a stand in front of him like a child, her hands behind
her back, but her china-blue eyes had a world of shrewdness in

them. "Don't I? Do you think I care for men either? I don't. You just
amuse me, and I've got to be amused. By the way, did you
remember to order the cart at five sharp? I want to go round the
Fair before the Club."
If they had been married ten times over, their spending the
afternoon together could not have been more of a foregone
conclusion; there seemed, indeed, no choice in the matter. And they
were prosaically punctual, too; at "five sharp" they climbed into the
high dog-cart boldly, in face of a whole posse of servants dressed in
the nabob and pagoda-tree style, also with silver crests in their pith
turbans and huge monograms on their breastplates; old-fashioned
servants with the most antiquated notions as to the needs of the
sahib logue, and a fund of passive resentment for the least change
in the inherited routine of service. Changes which they referred to
the fact that the new-fangled sahibs were not real sahibs. But the
heavy, little and big breakfasts, the unlimited beer, the solid dinners,
the milk punch and brandy pâni, all had their appointed values in the
Gissings' house; so the servants watched their mistress with
approving smiles. And on Mondays there was always a larger posse
than usual to see the old Mai, who had been Alice Gissing's ayah for
years and years, hand up the bouquet which the gardener always
had ready, and say, "My salaams to the missy-baba." Mrs. Gissing
used to take the flowers just as she took her parasol or her gloves.
Then she would say, "All right," partly to the ayah, partly to her
cavalier, and the dog-cart, or buggy, or mail-phaeton, whichever it
happened to be, would go spinning away. For the old Mai had
handed the flowers into many different turn-outs and remained on
the steps ready with the authority of age and long service, to crush
any frivolous remarks newcomers might make. But the destination of
the bouquet was always the same; and that was to stand in a peg
tumbler at the foot of a tiny white marble cross in the cemetery. Mrs.
Gissing put a fresh offering in it every Monday, going through the
ceremony with a placid interest; for the date on the cross was far
back in the years. Still, she used to speak of the little life which had

come and gone from hers when she was yet a child herself, with a
certain self-possessed plaintiveness born of long habit.
"I was barely seventeen," she would say, "and it was a dear little
thing. Then Saumarez was transferred, and I never returned to
Lucknow till I married Gissing. It was odd, wasn't it, marrying twice
to the same station. But, of course, I can't ask him to come here, so
it is doubly kind of you; for I couldn't come alone, it is so sad."
Her blue eyes would be limpid with actual tears; yet as she waited
for the return of the tumbler, which the watchman always had to
wash out, she looked more like some dainty figure on a cracker than
a weeping Niobe. Nevertheless, the admirers whom she took in
succession into her confidence thought it sweet and womanly of her
never to have forgotten the dead baby, though they rather admired
her dislike to live ones. Some of them, when their part in the weekly
drama came upon them, as it always did in the first flush of their
fancy for the principal actress in it, began by being quite sentimental
over it. Herbert Erlton did. He went so far once as to bring an
additional bouquet of pansies from his wife's pet bed; but the little
lady had looked at it with plaintive distrust. "Pansies withered so
soon," she said, "and as the bouquet had to last a whole week,
something less fragile was better." Indeed, the gardener's bouquets,
compact, hard, with the blossoms all jammed into little spots of color
among the protruding sprigs of privet, were more suited to her calm
permanency of regret, than the passionate purple posy which had
looked so pathetically out of place in the big man's coarse hands.
She had taken it from him, however, and strewn the already
drooping flowers about the marble. They looked pretty, she had said,
though the others were best, as she liked everything to be tidy;
because she had been very, very fond of the poor little dear.
Saumarez had never been kind, and it had been so pretty; dark, like
its father, who had been a very handsome man. She had cried for
days, then, though she didn't like children now. But she would
always remember this one, always! The old Mai and she often talked

of it; especially when she was dressing for a ball, because the
gardener brought bouquets for them also.
Major Erlton, therefore, gave no more pansies, and his sentiment
died down into a sort of irritable wonder what the little woman
would be at. The unreality of it all struck him afresh on this
particular Monday: as he watched her daintily removing the few
fallen petals; so he left her to finish her task while he walked about.
The cemetery was a perfect garden of a place, with rectangular
paths bordered by shrubs which rose from a tangle of annual flowers
like that around the Gissings' house. This blossoming screen hid the
graves for the most part; but in the older portions great domed
erections--generally safeguarding an infant's body--rose above it
more like summer-houses than tombs. Herbert Erlton preferred this
part of the cemetery. It was less suggestive than the newer portion,
and he was one of those wholesome, hearty animals to whom the
very idea of death is horrible. So hither, after a time, she came,
stepping daintily over the graves, and pausing an instant on the way
to add a sprig of mignonette to the rosebud she had brought from a
bush beside the cross; it was a fine, healthy bush which yielded a
constant supply of buds suitable for buttonholes. She looked
charming, but he met her with a perplexed frown.
"I've been wondering, Allie," he said, "what you would have been
like if that baby had lived. Would you have cared for it?"
Her eyes grew startled. "But I do care for it! Why should I come if
I didn't? It isn't amusing, I'm sure; so I think it very unkind of you to
suggest----"
"I never suggested anything," he protested. "I know you did--that
you do care. But if it had lived----" he paused as if something
escaped his mental grasp. "Why, I expect you would have been
different somehow; and I was wondering----"

"Oh! don't wonder, please, it's a bad habit," she replied, suddenly
appeased. "You will be wondering next if I care for you. As if you
didn't know that I do."
She was pinning the buttonhole into his coat methodically, and he
could not refuse an answering smile; but the puzzled look remained.
"I suppose you do, or you wouldn't----" he began slowly. Then a
sudden emotion showed in face and voice. "You slip from me
somehow, Allie--slip like an eel. I never get a real hold---- Well! I
wonder if women understand themselves? They ought to, for
nobody else can, that's one comfort." Whether he meant he was no
denser than previous recipients of rosebuds, or that mankind
benefited by failing to grasp feminine standards, was not clear. And
Mrs. Gissing was more interested in the fact that the mare was
growing restive. So they climbed into the high dog-cart again, and
took her a quieting spin down the road. The fresh wind of their own
speed blew in their faces, the mare's feet scarcely seemed to touch
the ground, the trees slipped past quickly, the palm-squirrels fled
chirruping. He flicked his whip gayly at them in boyish fashion as he
sat well back, his big hand giving to the mare's mouth. Hers lay
equably in her lap, though the pace would have made most women
clutch at the rail.
"Jolly little beasts; aint they, Allie?"
"Jolly altogether; jolly as it can be," she replied with the frank
delight of a girl. They had forgotten themselves innocently enough;
but one of the men in a dog-cart, past which they had flashed, put
on an outraged expression.
"Erlton and Mrs. Gissing again!" he fussed. "I shall tell my wife to
cut her. Being in business ourselves we have tried to keep square.
But this is an open scandal. I wonder Mrs. Erlton puts up with it. I
wouldn't."

His companion shook his head. "Dangerous work, saying that.
Wait till you are a woman. I know more about them than most,
being a doctor, so I never venture on an opinion. But, honestly, I
believe most women--that little one ahead into the bargain--don't
care a button one way or the other. And, for all our talk, I don't
believe we do either, when all is said and done."
"What is said and done?" asked the other peevishly.
There was a pause. The lessening dog-cart with its flutter of
ribbons, its driver sitting square to his work, showed on the hard
white road which stretched like a narrowing ribbon over the empty
plain. Far ahead a little devil of wind swept the dust against the blue
sky like a cloud. Nearer at hand lay a cluster of mud hovels, and--
going toward it before the dog-cart--a woman was walking along the
dusty side of the road. She had a bundle of grass on her head, a
baby across her hip, a toddling child clinging to her skirts. The
afternoon sun sent the shadows conglomerately across the white
metal.
"Passion, Love, Lust, the attractions of sex for sex--what you will,"
said the doctor, breaking the silence. "Nothing is easier knocked out
of a man, if he is worth calling one--a bugle call, a tight corner----
God Almighty!--they're over that child! Drive on like the devil, man,
and let me see what I can do."
There is never much to do when all has been done in an instant.
There had been a sudden causeless leaving of the mother's side, a
toddling child among the shadows, a quick oath, a mad rear as the
mare, checked by hands like a vise for strength, snapped the shafts
as if they had been straws. No delay, no recklessness; but one of
these iron-shod hoofs as it flung out had caught the child full on the
temple, and there was no need to ask what that curved blue mark
meant, which had gone crashing into the skull.

Alice Gissing had leaped from the dog-cart and stood looking at
the pitiful sight with wide eyes.
"We couldn't do anything," she said in an odd hard voice, as the
others joined her. "There was nothing we could do. Tell the woman,
Herbert, that we couldn't help it."
But the Major, making the still plunging mare a momentary
excuse for not facing the ghastly truth, had, after one short, sharp
exclamation--almost of fear, turned to help the groom. So there was
no sound for a minute save the plunging of hoofs on the hard
ground, the groom's cheerful voice lavishing endearments on his
restless charge, and a low animal-like whimper from the mother,
who, after one wild shriek, had sunk down in the dust beside the
dead child, looking at the purple bruise dully, and clasping her living
baby tighter to her breast. For it, thank the gods! was the boy. That
one with the mark on its forehead only the girl.
Then the doctor, who had been busy with deft but helpless hands,
rose from his knees, saying a word or two in Hindustani which
provoked a whining reply from the woman.
"She admits it was no one's fault," he said. "So Erlton, if you will
take our dog-cart----"
But the Major had faced the position by this time. "I can't go. She
is a camp follower, I expect, and I shall have to find out--for
compensation and all that. If you would take Mrs. Gissing----" His
voice, steady till then, broke perceptibly over the name; its owner
looked up sharply, and going over to him laid her hand on his arm.
"It wasn't your fault," she said, still in that odd hard voice. "You
had the mare in hand; she didn't stir an inch. It is a dreadful thing to
happen, but"--she threw her head back a little, her wide eyes
narrowed as a frown puckered her smooth forehead--"it isn't as if we
could have prevented it. The thing had to be."

She might have been the incarnation of Fate itself as she glanced
down at the dead child in the dust, at the living one reaching from
its mother's arms to touch its sister curiously, at the slow tears of
the mother herself as she acquiesced in the eternal fitness of things;
for a girl more or less was not much in the mud hovel, where she
and her man lived hardly, and the Huzoors would doubtless give
rupees in exchange, for they were just. She wept louder, however,
when with conventional wailing the women from the clustering huts
joined her, while the men, frankly curious, listened to the groom's
spirited description of the incident.
"You had better go, Allie; you do no good here," said the Major
almost roughly. He was anxious to get through with it all; he was
absorbed in it.
So the man who had said he was going to tell his wife to cut Mrs.
Gissing had to help her into the dog-cart.
"It was horrible, wasn't it?" she said suddenly when, in silence,
they had left the little tragedy far behind them. "We were going an
awful pace, but you saw he had the mare in hand. He is awfully
strong, you know." She paused, and a reflectively complacent smile
stole to her face. "I suppose you will think it horrid," she went on;
"but it doesn't feel to me like killing a human being, you know. I'm
sorry, of course, but I should have been much sorrier if it had been a
white baby. Wouldn't you?"
She set aside his evasion remorselessly. "I know all that! People
say, of course, that it is wicked not to feel the same toward people
whether they're black or white. But we don't. And they don't either.
They feel just the same about us because we are white. Don't you
think they do?"
"The antagonism of race----" he began sententiously, but she cut
him short again. This time with an irrelevant remark.

"I wonder what your wife would say if she saw me driving in your
dog-cart?"
He stared at her helplessly. The one problem was as
unanswerable as the other.
"You had better drive round the back way to the Fair," she said
considerately. "Somebody there will take me off your hands.
Otherwise you will have to drive me to the Club; for I'm not going
home. It would be dreadful after that horrid business. Besides, the
Fair will cheer me up. One doesn't understand it, you know, and the
people crowd along like figures on a magic lantern slide. I mean that
you never know what's coming next, and that is always so jolly, isn't
it?"
It might be, but the man with the wife felt relieved when, five
minutes afterward, she transferred herself to young Mainwaring's
buggy. The boy, however, felt as if an angel had fluttered down from
the skies to the worn, broken-springed cushion beside him; an angel
to be guarded from humanity--even her own.
"How the beggars stare," he said after they had walked the horse
for a space through the surging crowds. "Let us get away from the
grinning apes." He would have liked to take her to paradise and put
flaming swords at the gate.
"They don't grin," she replied curtly, "they stare like Bank-holiday
people stare at the wild beasts in the Zoo. But let us get away from
the watered road, the policemen, and all that. That's no fun. See, go
down that turning into the middle of it; you can get out that way to
the river road afterward if you like."
The bribe was sufficient; it was not far across to peace and quiet,
so the turn was made. Nor was the staring worse in the irregular
lane of booths and stalls down which they drove. The unchecked
crowd was strangely silent despite the numberless children carried
shoulder high to see the show, and though the air was full of

throbbings of tomtoms, twanging of sutaras, intermittent poppings
and fizzings of squibs. But it was also strangely insistent; going on
its way regardless of the shouting groom.
"Take care," said Mrs. Gissing lightly, "don't run over another
child. By the way, I forgot to tell you--the Fair was so funny--but
Erlton ran over a black baby. It wasn't his fault a bit, and the mother,
luckily, didn't seem to mind; because it was a girl, I expect. Aren't
they an odd people? One really never knows what will make them
cry or laugh."
Something was apparently amusing them at that moment,
however, for a burst of boisterous merriment pealed from a dense
crowd near a booth pitched in an open space.
"What's that?" she cried sharply. "Let's go and see."
She was out of the dog-cart as she spoke despite his protest that
it was impossible--that she must not venture.
"Do you imagine they'll murder me?" she asked with an
insouciant, incredulous laugh. "What nonsense! Here, good people,
let me pass, please!"
She was by this time in the thick of the crowd, which gave way
instinctively, and he could do nothing but follow; his boyish face
stern with the mere thought her idle words had conjured up. Do her
any injury? Her dainty dress should not even be touched if he could
help it.
But the sightseers, most of them peasants beguiled from their
fields for this Festival of Spring, had never seen an English lady at
such close quarters before, if, indeed, they had ever seen one at all.
So, though they gave way they closed in again, silent but insistent in
their curiosity; while, as the center of attraction came nearer, the
crowd in front became denser, more absorbed in the bursts of

merriment. There was a ring of license in them which made young
Mainwaring plead hurriedly:
"Mrs. Gissing!--don't--please don't."
"But I want to see what they're laughing at," she replied. And
then in perfect mimicry of the groom's familiar cry, her high clear
voice echoed over the heads in front of her: "Hut! Hut! Ari bhaiyan!
Hut!"
They turned to see her gay face full of smiles, joyous, confident,
sympathetic, and the next minute the cry was echoed with
approving grins from a dozen responsive throats.
"Stand back, brothers! Stand back!"
There were quick hustlings to right and left, quick nods and
smiles, even broad laughs full of good fellowship; so that she found
herself at the innermost circle with clear view of the central space,
of the cause of the laughter. It made her give a faint gasp and stand
transfixed. Two white-masked figures, clasped waist to waist, were
waltzing about tipsily. One had a curled flaxen wig, a muslin dress
distended by an all too visible crinoline, giving full play to a pair of
prancing brown legs. The other wore an old staff uniform, cocked
hat and feather complete. The flaxen curls rested on the tarnished
epaulet, the unembracing arms flourished brandy bottles.
It was a vile travesty; and the Englishwoman turned instinctively
to the Englishman as if doubtful what to do, how to take it. But the
passion of his boyish face seemed to make things clear--to give her
the clew, and she gripped his hand hard.
"Don't be a fool!" she whispered fiercely. "Laugh. It's the only
thing to do." Her own voice rang out shrill above the uncertain stir in
the crowd, taken aback in its merriment.
But something else rose above it also. A single word:

"Bravo!"
She turned like lightning to the sound, her cheeks for the first
time aflame, but she could see no one in the circle of dark faces
whom she could credit with the exclamation. Yet she felt sure she
had heard it.
"Bravo!" Had it been said in jest or earnest, in mockery or----
Young Mainwaring interrupted the problem by suggesting that as the
maskers had run away into a booth, where he could not follow and
give them the licking they deserved because of her presence, it
might be as well for her to escape further insult by returning to the
buggy. His tone was as full of reproach as that of a lad in love could
be, but Mrs. Gissing was callous. She declared she was glad to have
seen it. Englishmen did drink and Englishwomen waltzed. Why, then,
shouldn't the natives poke fun at both habits if they chose? They
themselves could laugh at other things. And laugh she did,
recklessly, at everything and everybody for the remainder of the
drive. But underneath her gayety she was harping on that "Bravo!"
And suddenly as they drove by the river she broke in on the boy's
prattle to say excitedly: "I have it! It must have been the one in the
Afghan cap who said 'Bravo!' He was fairer than the rest. Perhaps he
was an Englishman disguised. Well! I should know him again if I saw
him."
"Him? who--what? Who said bravo?" asked the lad. He had been
too angry to notice the exclamation at the time.
She looked at him quizzically. "Not you--you abused me. But
someone did--or didn't"--here her little slack hands resting in her lap
clasped each other tightly. "I rather wish I knew. I'd rather like to
make him say it again. Bravo! Bravo!"
And then, as if at her own mimicry, she returned to her childish
unreasoning laugh.

CHAPTER VI.
THE GIFT OF MANY FACES.
Mrs. Gissing had guessed right. The man in the Afghan cap was
Jim Douglas, who found the disguise of a frontiersman the easiest to
assume, when, as now, he wanted to mix in a crowd. And he would
have said "Bravo" a dozen times over if he had thought the little lady
would like to hear it; for her quick denial of the possibility of insult
had roused his keenest admiration. Here had spoken a dignity he
had not expected to find in one whom he only knew as a woman
Major Erlton delighted to honor. A dignity lacking in the big brave
boy beside her; lacking, alas! in many a big brave Englishman of
greater importance. So he had risked detection by that sudden
"Bravo!" Not that he dreaded it much. To begin with, he was used to
it, even when he posed as an out-lander, for there was a trick in his
gait, not to be Orientalized, which made policemen salute gravely as
he passed disguised to the tent. Then there was ignorance of some
one or another of the million shibboleths which divide men from
each other in India; shibboleths too numerous for one lifetime's
learning, which require to be born in the blood, bred in the bone. In
this case, also, he had every intention of asserting his race by licking
one at least of the offenders when the show was over. For he
happened to know one of them; having indeed licked him a few days
before over a certain piece of bone. So, as the crowd, accepting the
finale of one amusement placidly, drifted away to see another, he
walked over to the tent in which the discomforted caricaturists had
found refuge. It was a tattered old military bell-tent, bought most
likely at some auction with the tattered old staff uniform. As he lifted
the flap the sound of escaping feet made him expect a stern chase;

but he was mistaken. Two figures rose with a start of studied
surprise and salaamed profoundly as he entered. They were both
stark naked save for a waistcloth, and Jim Douglas could not resist a
quick glance round for the discarded costumes. They were nowhere
to be seen; being hidden, probably, under the litter of properties
strewing the squalid green-room. Still of the identity of the man he
knew Jim Douglas had no doubt, and as this one was also the
nearest, he promptly seized him by the both shoulders and gave him
a sound Western kick, which would have been followed by others if
the recipient had not slipped from his hold like an eel. For Jhungi,
Bunjârah, and general vagrant, habitually oiled himself from head to
foot after the manner of his profession as a precaution against such
possible attempts at capture.
His assailant, grasping this fact, at any rate, did not risk dignity by
pursuit; though the man stood salaaming again within arm's length.
"You scoundrel!" said Jim Douglas with as much severity as he
could command before the mixture of deference and defiance,
innocence and iniquity, in the sharp, cunning face before him.
"Wasn't the licking I gave you before enough?"
Jhungi superadded perplexity to his other show of emotions. "The
Huzoor mistakes," he said, with sudden cheerful understanding. "It
was the miscreant Bhungi, my brother, whom the Huzoor licked. The
misbegotten idler who tells lies in the bazaar about bones and sacks.
So his skin smarts, but my body is whole. Is it not so, Father Tiddu?"
The appeal to his companion was made with curious eagerness,
and Jim Douglas, who had heard this tale of the ill-doing double
before, looked at the witness to it with interest. That this man was
or was not Jhungi's co-offender he could not say with certainty, for
there was a remarkable lack of individuality about both face and
figure when in repose. But the nickname of Tiddu, or cricket, was
immediately explained by the jerky angularity of his actions. Save for

the faint frostiness of sprouting gray hairs on a shaven cheek and
skull he might have been any age.
"Of a truth it was Bhungi," he said in a well-modulated but creaky
voice. "Time was when liars, such as he, fell dead. Now they don't
even catch fevers, and if they do, the Huzoors give them a bitter
powder and start them lying again. So, since one dead fish stinks a
whole tank, virtuous Jhungi, being like as two peas in a pod, suffers
an ill-name. But Bhungi will know what it means to tell lies when he
stands before his Creator. Nevertheless in this world the master
being enraged----"
"Not so, Father Tiddu," interrupted Jhungi glibly, "the Huzoor is
but enraged with Bhungi. And rightly. Did not we hide our very faces
with shame while he mimicked the noble people? Did we not try to
hold him when he fled from punishment--as the Huzoor no doubt
heard----"
Jim Douglas without a word slipped his hand down the man's
back. The wales of a sound hiding were palpable; so was his wince
as he dodged aside to salaam again.
"The Huzoor is a male judge," he said admiringly. "No black man
could deceive him. This slave has certainly been whipped. He fell
among liars who robbed him of his reputation. Will the Huzoor do
likewise? On the honor of a Bunjârah 'tis Bhungi whom the Huzoor
beats. He gives Jhungi bitter powders when he gets the fever. And
even Bhungi but tries to earn a stomachful as he can when the
Huzoors take his trade from him."
"The world grows hollow, to match a man's swallow," quoted
Tiddu affably.
The familiar by-word of poverty, the quiet mingling of truth and
falsehood, daring and humility in Jhungi's plea, roused both Jim
Douglas' sense of humor, and the sympathy--which with him was

always present--for the hardness and squalidness of so many of the
lives around him.
"But you can surely earn the stomachful honestly," he said, anger
passing into irritation. "What made you take to this trade?" He
kicked at a pile of properties, and in so doing disclosed the skeleton
of a crinoline. Jhungi with a shocked expression stooped down and
covered it up decorously.
"But it is my trade," he replied; "the Huzoor must surely have
heard of the Many-Faced tribe of Bunjârahs? I am of them.'
"Lie not, Jhungi!" interrupted Tiddu calmly, "he is but my
apprentice, Huzoor, but I----" he paused, caught up a cloth, gave it
one dexterous twirl round him, squatted down, and there he was, to
the life, a veiled woman watching the stranger with furtive, modest
eye. "But I," came a round feminine voice full of feminine inflections,
"am of the thousand-faced people who wander to a thousand places.
A new place, a new face. It makes a large world, Huzoor, a strange
world." There was a melancholy cadence in his voice, which added
interest to the sheer amaze which Jim Douglas was feeling. He had
heard the legend of the Many-Faced Tribe, had even seen clever
actors claiming to belong to it, and knew how the Stranglers
deceived their victims, but anything like this he had never credited,
much less seen. He himself, though he knew to the contrary, could
scarcely combat the conviction, which seemed to come to him from
that one furtive eye, that a woman sat within those folds.
"But how?" he begun in perplexity. "I thought the Baharupas [Lit.
many-faced] never went in caravans."
Tiddu resumed the cracked voice and let the smile become visible,
and, as if by magic, the illusion disappeared. "The Huzoor is right.
We are wanderers. But in my youth a woman tied me to one place,
one face; women have the trick, Huzoor, even if they are wanderers
themselves. This one was, but I loved her; so after we had burned

her and her fellow-wanderer together hand-in-hand, according to
the custom, so that they might wander elsewhere but not in the
tribe, I lingered on. He was the father of Jhungi, and the boy being
left destitute I taught him to play; for it needs two in the play as in
life. The man and the woman, or folks care not for it. So I taught
Jhungi----"
"And brother Bhungi?" suggested his hearer dryly.
A faint chuckle came from the veil. "And Bhungi. He plays well,
and hath beguiled an old rascal with thin legs and a fat face like
mine into playing with him. Some, even the Huzoor himself, might
be beguiled into mistaking Siddu for Tiddu. But it is a tom-cat to a
tiger. So being warned, the Huzoor will give no unearned blows. Yet
if he did, are not two kicks bearable from the mulch-cow?" As he
spoke he angled out a hand impudently for an alms with the
beggars' cry of "Alakh," to point his meaning.
It was echoed by Jhungi, who, envious of Tiddu's holding the
boards, as it were, had in sheer devilry and desire not to be
outdone, taken up the disguise of a mendicant. It was a most
creditable performance, but Tiddu dismissed it with a waive of the
hand.
"Bullah!" he said contemptuously, "'tis the refuge of fools. There is
not one true beggar in fifty, so the forty-and-nine false ones go free
of detention as the potter's donkey. Even the Huzoor could do
better--had I the teaching of him."
He leaned forward, dropping his voice slightly, and Jim Douglas
narrowed his eyes as men do when some unbidden idea claims
admittance to the brain.
"You?" he echoed; "what could you teach me?"
Tiddu rose, let fall the veil to decent dignified drapery, and fixed
his eyes full on the questioner. They were luminous eyes, differing

from Jhungi's beady ones as the fire-opal differs from the diamond.
"What could I teach?" he re-echoed, and his tone, monotonously
distinct to Jim Douglas, was inaudible to others, judging by Jhungi's
impassive face. "Many things. For one, that the Baharupas are not
mimics only. They have the Great Art. What is it? God knows. But
what they will folk to see, that is seen. That and no more."
Jim Douglas laughed derisively. Animal magnetism and
mesmerism were one thing: this was another.
"The Huzoor thinks I lie; but he must have heard of the doctor
sahib in Calcutta who made suffering forget to suffer."
"You mean Dr. Easdale. Did you know him? Was he a pupil of
yours?" came the cynical question.
Tiddu's face became expressionless. "Perhaps; but this slave
forgets names. Yet the Huzoors have the gift sometimes. The
Baharupas have it not always; though the father's hoard goes
oftenest to the son. Now, if, by chance, the Huzoor had the gift and
could use it, there would be no need for policemen to salute as he
passes; no need for the drug-smokers to cease babbling when he
enters. So the Huzoor could find out what he wants to find out; what
he is paid to find out."
His eyes met Jim Douglas' surprise boldly.
"How do you know I want to find out anything?" said the latter,
after a pause.
Tiddu laughed. "The Huzoor must find a turban heavy, and there
is no room for English toes in a native shoe; folk seek not such
discomfort for naught."
Jim Douglas paused again; the fellow was a charlatan, but he was
consummately clever; and if there was anything certain in this world

it was the wisdom of forgetting Western prejudices occasionally in
dealing with the East.
"Send that man away," he said curtly, "I want to talk to you
alone."
But the request seemed lost on Tiddu. He folded up the veil
impudently, and resumed the thread of the former topic. "Yet Jhungi
plays the beggar well, for which Fate be praised, since he must ask
alms elsewhere if the Huzoor refuses them. For the purse is empty"--
here he took a leathern bag from his waistband and turned it inside
out--"by reason of the Huzoor's dislike to good mimics. So thou must
to the temples, Jhungi, and if thou meetest Bhungi give him the
sahib's generous gift; for blows should not be taken on loan."
Jhungi, who all this time had been telling his beads like the best
of beggars, looked up with some perplexity; whether real or
assumed Jim Douglas felt it was impossible to say, in that hotbed of
deception.
"Bhungi?" echoed the former, rising to his feet. "Ay! that will I, if I
meet him. But God knows as to that. God knows of Bhungi----"
"The purse is empty," repeated Tiddu in a warning voice, and
Jhungi, with a laugh, pulled himself and his disguise together, as it
were, and passed out of the tent; his beggar's cry, "Alakh! Alakh!"
growing fainter and fainter while Tiddu and Jim Douglas looked at
each other.
"Jhungi-Bhungi--Bhungi-Jhungi," jeered the Baharupa, suddenly,
jingling the names together. "Which be which, as he said, God
knows, not man. That is the best of lies. They last a body's lifetime,
so the Huzoor may as well learn old Tiddu's----"
"Or Siddu's?"

"Or Siddu's," assented the mountebank calmly. "But the Huzoor
cannot learn to use his gift from that old rascal. He must come to
the many-faced one, who is ready to teach it."
"Why?"
Tiddu abandoned mystery at once.
"For fifty rupees, Huzoor; not a pice less. Now, in my hand."
Was it worth it? Jim Douglas decided instantly that it might be.
Not for the gift's sake; of that he was incredulous. But Tiddu was a
consummate actor and could teach many tricks worth knowing.
Then in this roving commission to report on anything he saw and
heard to the military magnate, it would suit him for the time to have
the service of an arrant scoundrel. Besides, the pay promised him
being but small, the wisdom of having a second string to the bow of
ambition had already decided him on combining inquiry with
judicious horse-dealing; since he could thus wander through villages
buying, through towns selling, without arousing suspicion; and this
life in a caravan would start him on these lines effectively. Finally,
this offer of Tiddu's was unsought, unexpected, and, ever since Kate
Erlton's appeal, Jim Douglas had felt a strange attraction toward
pure chance. So he took out a note from his pocket-book and laid it
in the Baharupa's hand.
"You asked fifty," he said, "I give a hundred; but with the branch
of the neem-tree between us two."
Tiddu gave him an admiring look. "With the sacred 'Lim ke dagla'
between us, and Mighty Murri-am herself to see it grow," he echoed.
"Is the Huzoor satisfied?"
The Englishman knew enough of Bunjârah oaths to be sure that
he had, at least, the cream of them; besides, a hundred rupees went
far in the purchase of good faith. So that matter was settled, and he
felt it to be a distinct relief; for during the last day or two he had

been casting about for a fair start rather aimlessly. In truth, he had
underrated the gap little Zora's death would make in his life, and had
been in a way bewildered to find himself haunting the empty nest on
the terraced roof in forlorn, sentimental fashion. The sooner,
therefore, that he left Lucknow the better. So, as the Bunjârah had
told him the caravan was starting the very next morning, he hastily
completed his few preparations, and having sent Tara word of his
intention, went, after the moon had risen, to lock the doors on the
past idyl and take the key of the garden-house back to its owner; for
he himself had always lodged, in European fashion, near the Palace.
The garden, as he entered it, lay peaceful as ever; so utterly
unchanged from what he remembered it on many balmy moonlit
nights, that he could not help looking up once more, as if expectant
of that tinsel flutter, that soft welcome, "Khush-âmud-und Huzrut."
Strange! So far as he was concerned the idyl might be beginning;
but for her? All unconsciously, as he paused, his thought found
answer in one spoken word--the Persian equivalent for "it is
finished," which has such a finality in its short syllables:
"Khutm."
"Khutm." The echo came from Tara's voice, but it had a ring in it
which made him turn, anticipating some surprise. She was standing
not far off, below the plinth, as he was, having stepped out from the
shadow of the trees at his approach, and she was swathed from
head to foot in the white veil of orthodox widowhood, which
encircled her face like a cere-cloth. Even in the moonlight he could
see the excitement in her face, the glitter in the large, wild eyes.
"Tara!" he exclaimed sharply, his experience warning him of
danger, "what does this mean?"
"That the end has come; the end at last!" she cried theatrically;
every fold of her drapery, though she stood stiff as a corpse,

seeming to be instinct with fierce vitality.
He changed his tone at once, perceiving that the danger might be
serious. "You mean that your service is at an end," he said quietly. "I
told you that some days ago. Also that your pay would be continued
because of your goodness to her--to the dead. I advised your
returning north, nearer your own people, but you are free to go or
stay. Do you want anything more? If you do, be quick, please, for I
am in a hurry."
His coolness, his failure to remark on the evident meaning of her
changed dress, calmed her somewhat.
"I want nothing," she replied sullenly. "A suttee wants nothing in
this world, and I am suttee. I have been the master's servant for
gratitude's sake--now I am the servant of God for righteousness'
sake." So far she had, spoken as if the dignified words had been
pre-arranged; now she paused in a sort of wistful anger at the
indifference on his face. The words meant so much to her, and, as
she ceased from them, their controlling power seemed to pass also,
and she flung out her arms wildly, then brought them down in
stinging blows upon her breasts.
"I am suttee. Yes! I am suttee! Reject me not again, ye Shining
Ones! reject me not again."
The cry was full of exalted resolve and despair. It made Jim
Douglas step up to her, and seizing both hands, hold them fast.
"Don't be a fool, Tara!" he said sternly. "Tell me, sensibly, what all
this means. Tell me what you are going to do."
His touch seemed to scorch her, for she tore herself away from it
vehemently; yet it seemed also to quiet her, and she watched him
with somber eyes for a minute ere replying: "I am going to Holy
Gunga. Where else should a suttee go? The Water will not reject me
as the Fire did, since, before God! I am suttee. As the master

knows,"--her voice held a passionate appeal,--"I have been suttee all
these long years. Yet now I have given up all--all!"
With a swift gesture, full of womanly grace, but with a sort of
protest against such grace in its utter abandonment and self-
forgetfulness, she flung out her arms once more. This time to raise
the shrouding veil from her head and shoulders. Against this
background of white gleaming in the moonlight, her new-shaven
skull showed death-like, ghastly. Jim Douglas recoiled a step, not
from the sight itself, but because he knew its true meaning; knew
that it meant self-immolation if she were left to follow her present
bent. She would simply go down to the Ganges and drown herself.
An inconceivable state of affairs, beyond all rational understanding;
but to be reckoned with, nevertheless, as real, inevitable.
"What a pity!" he said, after a moment's pause had told him that
it would be well to try and take the starch out of her resolution by
fair means or foul, leaving its cause for future inquiry. "You had such
nice hair. I used to admire it very much."
Her hands fell slowly, a vague terror and remorse came to her
eyes; and he pursued the advantage remorselessly. "Why did you
cut it off?" He knew, of course, but his affected ignorance took the
color, the intensity from the situation, by making her feel her coup
de theatre had failed.
"The Huzoor must know," she faltered, anger and disappointment
and vague doubt in her tone, while her right hand drew itself over
the shaven skull as if to make sure there was no mistake. "I am
suttee--" The familiar word seemed to bring certainty with it, and
she went on more confidentially. "So I cut it all off and it lies there,
ready, as I am, for purification."
She pointed to the upper step leading to the plinth, where, as on
an altar, lay all her worldly treasures, arranged carefully with a view
to effect. The crimson scarf she had always worn was folded--with

due regard to the display of its embroidered edge--as a cloth, and at
either end of it lay a pile of trumpery personal adornments, each
topped and redeemed from triviality by a gold wristlet and anklet. In
the center, set round by fallen orange-blossoms, rose a great heap
of black hair, snakelike in glistening coils. The simple pomposity of
the arrangement was provocative of smiles, the wistful eagerness of
the face watching its effect on the master was provocative of tears.
Jim Douglas, feeling inclined for both, chose the former deliberately;
he even managed a derisive laugh as he stepped up to the altar and
laid sacrilegious hands on the hair. Tara gave a cry of dismay, but he
was too quick for her, and dangled a long lock before her very eyes,
in jesting, but stern decision.
"That settles it, Tara. You can go to Gunga now if you like, and
bathe and be as holy as you like. But there will be no Fire or Water.
Do you understand?"
She looked at the hand holding the hair with the oddest
expression, though she said obstinately, "I shall drown if I choose."
"Why should you choose?" he asked. "You know as well as I that
it is too late for any good to you or others. The Fire and Water
should have come twelve years ago. The priests won't say so of
course. They want fools to help them in this fuss about the new law.
Ah! I thought so! They have been at you, have they? Well, be a fool
if you like, and bring them pennies at Benares as a show. You
cannot do anything else. You can't even sacrifice your hair really, so
long as I have this bit." He began to roll the lock round his finger,
neatly.
"What is the Huzoor going to do with it?" she asked, and the
oddness had invaded her voice.
"Keep it," he retorted. "And by all, these thirty thousand and odd
gods of yours, I'll say it was a love-token if I choose. And I will if you
are a fool." He drew out a small gold locket attached to the

Brahminical thread he always wore, and began methodically to fit
the curl into it, wondering if this cantrip of his--for it was nothing
more--would impress Tara. Possibly. He had found such suggestions
of ritual had an immense effect, especially with the womenkind who
were for ever inventing new shackles for themselves; but her next
remark startled him considerably.
"Is the bibi's hair in there too?" she asked. There was a real
anxiety in her tone, and he looked at her sharply, wondering what
she would be at.
"No," he answered. In truth it was empty; and had been empty
ever since he had taken a fair curl from it many years before; a curl
which had ruined his life. The memory making him impatient of all
feminine subtleties, he added roughly, "It will stay there for the
present; but if you try suttee nonsense I swear I'll tie it up in a
cowskin bag, and give it to a sweeper to make broth of."
The grotesque threat, which suggested itself to his sardonic
humor as one suitable to the occasion, and which in sober earnest
was terrible to one of her race, involving as it did eternal damnation,
seemed to pass her by. There was even, he fancied, a certain relief
in the face watching him complete his task; almost a smile quivering
about her lips. But when he closed the locket with a snap, and was
about to slip it back to its place, the full meaning of the threat, of
the loss--or of something beyond these--seemed to overtake her; an
unmistakable terror, horror, and despair swept through her. She flung
herself at his feet, clasping them with both hands.
"Give it me back, master," she pleaded wildly. "Hinder me not
again! Before God I am suttee! I am suttee!"
But this same Eastern clutch of appeal is disconcerting to the
average Englishman. It fetters the understanding in another sense,
and smothers sympathy in a desire to be left alone. Even Jim
Douglas stepped back from it with something like a bad word. She

remained crouching for a moment with empty hands, then rose in
scornful dignity.
"There was no need to thrust this slave away," she said proudly.
"Tara, the Rajputni, will go without that. She will go to Holy Gunga
and be purged of inmost sin. Then she will return and claim her right
of suttee at the master's hand. Till then he may keep what he stole."
"He means to keep it," retorted the master savagely, for he had
come to the end of his patience. "Though what this fuss about
suttee means I don't know. You used to be sensible enough. What
has come to you?"
Tara looked at him helplessly, then, wrapping her widow's veil
round her, prepared to go in silence. She could not answer that
question even to herself. She would not even admit the truth of the
old tradition, that the only method for a woman to preserve
constancy to the dead was to seek death itself. That would be to
admit too much. Yet that was the truth, to which her despair at
parting pointed even to herself. Truth? No! it was a lie! She would
disprove it even in life if she was prevented from doing so by death.
So, without a word, she gathered up the crimson drapery and what
lay on it. Then, with these pathetic sacrifices of all the womanhood
she knew tight clasped in her widow's veil, she paused for a last
salaam.
The incomprehensible tragedy of her face irritated him into
greater insistence.
"But what is it all about?" he reiterated. "Who has been putting
these ideas into your head? Who has been telling you to do this? Is
it Soma, or some devil of a priest?"
As he waited for an answer the floods of moonlight threw their
shadows together to join the perfumed darkness of the orange
trees. The city, half asleep already, sent no sound to invade the
silence.

"No! master. It was God."
Then the shadow left him and disappeared with her among the
trees. He did not try to call her back. That answer left him helpless.
But as, after climbing the stairs, he passed slowly from one to
another of the old familiar places in the pleasant pavilions, the
mystery of such womanhood as Tara Devi's and little Zora's
oppressed him. Their eternal cult of purely physical passion, their
eternal struggle for perfect purity and constancy, not of the soul, but
the body; their worship alike of sex and He who made it seemed
incomprehensible. And as he turned the key in the lock for the last
time, he felt glad to think that it was not likely the problem would
come into his life again; even though he carried a long lock of black
hair with him. It was an odd keepsake, but if he was any judge of
faces his cantrip had served his purpose; Tara would not commit
suicide while he held that hostage.
So, having scant leisure left, he hurried through the alleys to
return the key. They were almost deserted; the children at this hour
being asleep, the men away lounging in the bazaars. But every now
and again a formless white figure clung to a corner shadow to let
him pass. A white shadow itself, recalling the mystery he had been
glad to leave unsolved; for he knew them to be women taking this
only opportunity for a neighborly visit. Old or young, pretty or ugly?
What did it matter? They were women, born temptresses of virtuous
men; and they were proud of the fact, even the poor old things long
past their youth. There was a chink in a door he was about to pass.
A chink an inch wide with a white shadow behind it. A woman was
looking out. What sort of a woman, he wondered idly? Suddenly the
chink widened, a hand crept through it, beckoning. He could see it
clearly in the moonlight. An old wrinkled hand, delicately old,
delicately wrinkled, inconceivably thin, but with the pink henna stain
of the temptress still on palms and fingers. A hand with the whole
history of seclusion written on it. He crossed over to it, and heard a
hurried breathless whisper.

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Solution Manual for Operations Management: Sustainability and Supply Chain Management, 13th Edition, Jay Heizer, Barry Render, Chuck Munson

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