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

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

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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.

6. 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.

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

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

7. 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.

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

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

8. 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.

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

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

L
L


9. 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.
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

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) 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

10. 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.


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.

11. 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.

1.13 (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

12. 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.


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.
 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.
1

13. 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.

 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

14. 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.

 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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 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
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.
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16. 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.

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

17. 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 13
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%

18. Exploring the Variety of Random
Documents with Different Content

19. 卒能禦侮。此二臣者，所當亟賜遷擢者也。清河縣千戶吳鎧，以練達
之才，得衛守之法，驅兵以擣中堅，靡攻不克；儲食以資糧餉，無人
不飽。推心置腹，人思效命。實一方之保障，為國家之屏藩。宜特加
超擢，鼓舞臣寮。陛下如以臣言可採，舉而行之，庶幾官爵不濫而人
思奮，守牧得人而聖治有賴矣。等因。
　　奉飲依：該部知道。續該吏、兵二部題前事：看得御史宋喬年
所奏內，劾舉地方文武官員，無非體國之忠，出於公論，詢訪事實，
以裨聖治之事。優乞聖明俯賜施行，天下幸甚，生民幸甚。奉欽依：
擬行。
西門慶一見，滿心歡喜。拿著邸報，走到後邊，對月娘說：“宋道長
本下來了。已是保舉你哥升指揮僉事，見任管屯。周守備與荊大人都
有獎勵，轉副參、統制之任。如今快使小廝請他來，對他說聲。”月娘
道：“你使人請去，我交丫鬟看下酒菜兒。我愁他這一上任，也要銀子
使。”西門慶道：“不打緊，我借與他幾兩銀子也罷了。”不一時，請得
吳大舅到了。西門慶送那題奏旨意與他瞧。吳大舅連忙拜謝西門慶與
月娘，說道：“多累姐夫、姐姐扶持，恩當重報，不敢有忘。”西門慶
道：“大舅，你若上任擺酒沒銀子，我這裡兌些去使。”那大舅又作揖
謝了。於是就在月娘房中，安排上酒來吃酒。月娘也在旁邊陪坐。西
門慶即令陳敬濟把全抄寫了一本，與大舅拿著。即差玳安拿貼送邸報
往荊都監、周守御兩家報喜去。正是：
　　勸君不費鐫研石，路上行人口似碑。
第七十八回　林太太鴛幃再戰　如意兒莖露獨嘗
詞曰：

20. 　　鳳髻金泥帶，龍紋玉掌梳。去來窗下笑來扶，愛道畫眉深淺
入時無？ 　　弄筆偎人久，描花試手初。等閑含笑問狂夫，笑問歡
情不減舊時麽？
話說西門慶陪大舅飲酒，至晚回家。到次日，荊都監早辰騎馬來拜
謝，說道：“昨日見旨意下來，下官不勝歡喜，足見老翁愛厚，費心之
至，實為銜結難忘。”說畢，茶湯兩換，荊都監起身，因問：“雲大人
到幾時請俺們吃酒？”西門慶道：“近節這兩日也是請不成，直到正月
間罷了。”送至大門，上馬而去。西門慶宰了一口鮮豬，兩壇浙江酒，
一匹大紅絨金豸員領，一匹黑青妝花紵絲員領，一百果餡金餅，謝宋
御史。就差春鴻拿貼兒，送到察院去。門吏人報進去，宋御史喚至後
廳火房內，賞茶吃。等寫了回帖，又賞了春鴻三錢銀子。來見西門
慶，拆開觀看，上寫著：
　　兩次造擾華府，悚愧殊甚。今又辱承厚貺，何以克當？外令親
荊子事，已具本矣，相已知悉。連日渴仰豐標，容當面悉。使旋謹
謝。侍生宋喬年拜大錦衣西門先生大人門下。
宋御史隨即差人，送了一百本歷日，四萬紙，一口豬來回禮。
一日，上司行下文書來，令吳大舅本衛到任管事。西門慶拜去，就
與吳大舅三十兩銀子，四匹京段，交他上下使用。到二十四日，封了
印來家，又備羊酒花紅軸文，邀請親朋，等吳大舅從衛中上任回來，
迎接到家，擺大酒席與他作賀。又是何千戶東京家眷到了，西門慶寫
月娘名字，送茶過去。到二十六日，玉皇廟吳道官十二個道眾，在家
與李瓶兒念百日經，整做法事，大吹大打，各親朋都來送茶，請吃齋
供，至晚方散，俱不在言表。　　至廿七日，西門慶打發各家送禮，
應伯爵、謝希大、常峙節、傅伙計、甘伙計、韓道國、賁第傳、崔
本，每家半口豬，半腔羊，一壇酒，二包米，一兩銀子，院中李桂
姐、吳銀兒、鄭愛月兒，每人一套衣服，三兩銀子。吳月娘又與庵里
薛姑子打齋，令來安兒送香油、米面、銀錢去，不在言表。看看到年
除之日，穿梅表月，檐雪滾風，竹爆千門萬戶，家家貼春勝，處處挑

21. 桃符。西門慶燒了紙，又到於李瓶兒房，靈前祭奠。祭畢，置酒於後
堂，合家大小歡樂。手下家人小廝並丫頭媳婦，都來磕頭。西門慶與
吳月娘，俱有手帕、汗巾、銀錢賞賜。
到次日，重和元年新正月元旦，西門慶早起冠冕，穿大紅，天地上
燒了紙，吃了點心，備馬就拜巡按賀節去了。月娘與眾婦人早起來，
施朱傅粉，插花插翠，錦裙繡襖，羅襪弓鞋，妝點妖嬈，打扮可喜，
都來月娘房裡行禮。那平安兒與該日節級在門首接拜貼，上門簿，答
應往來官長士夫。玳安與王經穿著新衣裳，新靴新帽，在門首踢毽
子，放炮仗，磕瓜子兒。眾伙計主管，伺候見節者，不計其數，都是
陳敬濟一人管待。約晌午，西門慶往府縣拜了人回來，剛下馬，招宣
府王三官兒衣巾著來拜。到廳上拜了西門慶四雙八拜，然後請吳月娘
見。西門慶請到後邊，與月娘見了，出來前廳留坐。才拿起酒來吃了
一盞，只見何千戶來拜。西門慶就叫陳敬濟管待陪王三官兒，他便往
捲棚內陪何千戶坐去了。王三官吃了一回，告辭起身。陳敬濟送出大
門，上馬而去。落後又是荊都監、雲指揮、喬大戶，皆絡繹而至。西
門慶待了一日人，已酒帶半酣，至晚打發人去了，回到上房歇了一
夜。到次早，又出去賀節，至晚歸來，家中已有韓姨夫、應伯爵、謝
希大、常峙節、花子繇來拜。陳敬濟陪在廳上坐的。西門慶到了，見
畢禮，重新擺上酒來飲酒。韓姨夫與花子繇隔門，先去了。剩下伯
爵、希大、常峙節，坐個定光油兒不去。又撞見吳二舅來了，見了
禮，又往後邊拜見月娘，出來一處坐的。直吃到掌燈已後方散。
西門慶已吃的酩酊大醉，送出伯爵，等到門首眾人去了。西門慶見
玳安在旁站立，捏了一把手。玳安就知其意，說道：“他屋裡沒
人。”這西門慶就撞入他房內。老婆早已在門裡迎接進去。兩個也無閑
話，走到裡間，脫衣解帶就幹起來。原來老婆好並著腿乾，兩隻手扇
著，只教西門慶攮他心子。那浪水熱熱一陣流出來，把床褥皆濕。西
門慶龜頭蘸了藥，攮進去，兩手扳著腰，只顧揉搓，麈柄盡入至根，
不容毫髮，婦人瞪目，口中只叫“親爺。”那西門慶問他：“你小名叫甚
麼？說與我。”老婆道：“奴娘家姓葉，排行五姐。”西門慶口中喃喃吶

22. 吶，就叫葉“五兒”不絕。那老婆原是奶子出身，與賁四私通，被拐出
來，占為妻子。今年三十二歲，甚麼事兒不知道！口裡如流水連叫“親
爺”不絕，情濃一泄如註。西門慶扯出麈柄要抹，婦人攔住：“休抹，
等淫婦下去，替你吮凈了罷。”西門慶滿心歡喜，婦人真個蹲下身子，
雙手捧定那話，吮咂得乾乾凈凈，才繫上褲子。因問西門慶：“他怎的
去恁些時不來？”西門慶道：“我這裡也盼他哩。只怕京中你夏老爹留
住他使。”又與了老婆二、三兩銀子盤纏，因說：“我待與你一套衣
服，恐賁四知道不好意思。不如與你些銀子兒，你自家治買罷。”開門
送出來。玳安又早在鋪子里掩門等候。西門慶便往後邊去了。
看官聽說，自古上梁不正則下梁歪，原來賁四老婆先與玳安有姦，
這玳安剛打發西門慶進去了，因傅伙計又沒在鋪子里上宿，他與平安
兒打了兩大壺酒，就在老婆屋裡吃到有二更時分，平安在鋪子里歇
了，他就和老婆在屋裡睡了一宿。有這等的事！正是：
　　滿眼風流滿眼迷，殘花何事濫如泥？拾琴暫息商陵操，惹得山
禽繞樹啼。
卻說賁四老婆晚夕同玳安睡了，因對他說：“我一時依了爹，只怕隔
壁韓嫂兒傳嚷的後邊知道，也似韓伙計娘子，一時被你娘們說上幾
句，羞人答答的，怎好相見？”玳安道：“如今家中，除了俺大娘和五
娘不言語，別的不打緊。俺大娘倒也罷了，只是五娘快出尖兒。你依
我，節間買些甚麼兒，進去孝順俺大娘。別的不稀罕，他平昔好吃蒸
酥，你買一錢銀子果餡蒸酥、一盒好大壯瓜子送進去達初九日是俺五
娘生日，你再送些禮去，梯己再送一盒瓜子與俺五娘。管情就掩住許
多口嘴。”這賁四老婆真個依著玳安之言，第二日趕西門慶不在家，玳
安就替他買了盒子，掇進月娘房中。月娘便道：“是那裡的？”玳安
道：“是賁四嫂子送與娘吃的。”月娘道：“他男子漢又不在家，那討個
錢來，又交他費心。”連忙收了，又回出一盒饅頭，一盒果子，
說：“上覆他，多謝了。 ”

23. 那日西門慶拜人回家，早又玉皇廟吳道官來拜，在廳上留坐吃酒。
剛打發吳道官去了，西門慶脫了衣服，使玳安：“你騎了馬，問聲文嫂
兒去：‘俺爹今日要來拜拜太太。’看他怎的說？”玳安道：“爹，不消
去，頭裡文嫂兒騎著驢子打門首過去了。他說明日初四，王三官兒起
身往東京，與六黃公公磕頭去了。太太說，交爺初六日過去見節，他
那裡伺候。”西門慶便道：“他真個這等說來？”玳安道：“莫不小的敢
說謊！”這西門慶就入後邊去了。
剛到上房坐下，忽來安兒來報：“大舅來了。”只見吳大舅冠冕著，
束著金帶，進入後堂，先拜西門慶，說道：“我吳鎧多蒙姐夫抬舉看
顧，又破費姐夫，多謝厚禮。昨日姐夫下降，我又不在家，失迎。今
日敬來與姐夫磕個頭兒，恕我遲慢之罪。”說著，磕下頭去。西門慶慌
忙頂頭相還，說道：“大舅恭喜，至親何必計較。”拜畢，月娘出來與
他哥磕頭。慌的大舅忙還半禮，說道：“姐姐，兩禮兒罷，哥哥嫂嫂不
識好歹，常來擾害你兩口兒。你哥老了，看顧看顧罷。”月娘道： “一
時有不到處，望哥耽帶便了。”吳大舅道：“姐姐沒的說，累你兩口兒
還少哩？”拜畢，西門慶留吳大舅坐，說道：“這咱晚了，料大舅也不
拜人了，寬了衣裳，咱房裡坐罷。”不想孟玉樓與潘金蓮兩個都在屋
裡，聽見嚷吳大舅進來，連忙走出來，與大舅磕頭。磕了頭，徑往各
人房裡去了。西門慶讓大舅房內坐的，騎火盆安放桌兒，擺上菜兒
來。小玉、玉簫都來與大舅磕頭。月娘用小金鑲鐘兒，斟酒遞與大
舅，西門慶主位相陪。吳大舅讓道：“姐姐你也來坐的。”月娘道：“我
就來。”又往裡間房內，拿出數樣配酒的果菜來。飲酒之間，西門慶便
問：“大舅的公事都停當了？”吳大舅道：“蒙姐夫抬舉，衛中任便到
了，上下人事，倒也都周給的七八。只有屯所里未曾去到到任。膽日
是個好日期，衛中開了印，來家整理些盒子，須得抬到屯所里到任，
行牌拘將那屯頭來參見，分付分付。前官丁大人壞了事情，已被巡扶
侯爺參劾去了。如今我接管承行，須要振刷在冊花戶，警勵屯頭，務
要把這舊管新增開報明白，到明日秋糧夏稅，才好下屯征收。”西門慶
道：“通共約有多少屯田？”吳大舅道：“太祖舊例，為養兵省轉輸之
勞，才立下這屯田。那時只是上納秋糧，後吃宰相王安石立青苗法，

24. 增上這夏稅。而今濟州管內，除了拋荒、葦場、港隘，通共二萬七千
頃屯地。每頃秋稅夏稅只征收一兩八錢，不上五百兩銀子。到年終總
傾銷了，往東平府交納，轉行招商，以備軍糧馬草作用。”西門慶又
問：“還有羡餘之利？”吳大舅道：“雖故還有些拋零人戶不在冊者，鄉
民頑滑，若十分徵緊了，等秤斛斗量，恐聲口致起公論。”西門慶
道：“若是多寡有些兒也罷，難道說全徵？”吳大舅道：“不瞞姐夫說，
若會管此屯，見一年也有百十兩銀子。到年終，人戶們還有些雞鵝豕
米相送，那個是各人取覓，不在數內的。只是多賴姐夫力量扶持。”西
門慶道：“得勾你老人家攪給，也盡我一點之心。”說了回，月娘也走
來旁邊陪坐，三人飲酒。到掌燈已後，吳大舅才起身去了。西門慶就
在金蓮房中歇了一夜。到次日早往衙門中開印，升廳畫卯，發放公
事。先是雲理守家發貼兒，初五日請西門慶併合衛官員吃慶官酒。次
日，何千戶娘子藍氏下貼兒，初六日請月娘姊妹相會。
且說那日西門慶同應伯爵、吳大舅三人起身到雲理守家。原來旁邊
又典了人家一所房子，三間客位內擺酒，叫了一起吹打鼓樂迎接，都
有桌面，吃至晚夕來家。巴不到次日，月娘往何千戶家吃酒去了。西
門慶打選衣帽齊整，騎馬帶眼紗，玳安、琴童跟隨，午後時分，徑來
王招宣府中拜節。王三官兒不在，送進貼兒去。文嫂兒又早在那裡，
接了貼兒，連忙報與林太太說，出來，請老爺後邊坐。轉過大廳，到
於後邊，掀起明簾，只見裡邊氍毹匝地，簾幕垂紅。少頃，林氏穿著
大紅通袖袍兒，珠翠盈頭，與西門慶見畢禮數，留坐待茶，分付：“大
官，把馬牽於後槽喂養。”茶罷，讓西門慶寬衣房內坐，說道：“小兒
從初四日往東京與他叔岳父六黃太尉磕頭去了，只過了元宵才來。”西
門慶一面喚玳安，脫去上蓋，裡邊穿著白綾襖子，天青飛魚氅衣，十
分綽耀。婦人房裡安放桌席。須臾，丫鬟拿酒菜上來，杯盤羅列，餚
饌堆盈，酒泛金波，茶烹玉蕊。婦人玉手傳杯，秋波送意，猜枚擲
骰，笑語烘春。話良久，意洽情濃；飲多時，目邪心盪。看看日落黃
昏，又早高燒銀燭。玳安、琴童自有文嫂兒管待，等閑不過這邊來。
婦人又倒扣角門，僮僕誰敢擅入。酒酣之際，兩人共入裡間房內，掀
開繡帳，關上窗戶，輕剔銀缸，忙掩朱戶。男子則解衣就寢，婦人即

25. 洗牝上床，枕設寶花，被翻紅浪。原來西門慶帶了淫器包兒來，安心
要鏖戰這婆娘，早把胡僧藥用酒吃在腹中，那話上使著雙托子，在被
窩中，架起婦人兩股，縱麈柄入牝中，舉腰展力，一陣掀騰鼓搗，連
聲響亮。婦人在下，沒口叫親達達如流水。正是：招海旌幢秋色里，
擊天鼙鼓月明中。但見：
　　迷魂陣罷，攝魄旗開。迷魂陣上，閃出一員酒金剛，色魔王能
爭慣戰；攝魂旗下，擁一個粉骷髏，花狐狸百媚千嬌。這陣上，撲鼕
鼕，鼓震春雷；那陣上，鬧挨挨，麝蘭叆叇。這陣上，復溶溶，被翻
紅浪精神健；那陣上，刷剌剌，帳控銀鉤情意乖。這一個急展展，二
十四解任徘徊；那一個忽剌剌，一十八滾難掙扎。鬥良久，汗浸浸，
釵橫鬢亂；戰多時，喘吁吁，枕側衾歪。頃刻間，腫眉（月囊）眼；
霎時下，肉綻皮開。正是：幾番鏖戰貪淫婦，不是今番這一遭。
當下西門慶就在這婆娘心口與陰戶燒了兩炷香，許下膽日家中擺
酒，使人請他同三官兒娘子去看燈耍子。這婦人一段身心已被他拴縛
定了，於是滿口應承都去。西門慶滿心歡喜，起來與他留連痛飲，至
二更時分，把馬從後門牽出，作別回家。正是：
　　盡日思君倚畫樓，相逢不舍又頻留。劉郎莫謂桃花老，浪把輕
紅逐水流。
西門慶到家，有平安攔門稟說：“今日有薛公公家差人送請貼兒，請
爹早往門外皇莊看春。又是雲二叔家送了五個貼兒，請五位娘吃節
酒。”西門慶聽了，進入月娘房來。只見孟玉樓、潘金蓮都在房內坐
的。月娘從何千戶家赴了席來家，正坐著說話。見西門慶進來，連忙
道了萬福。因問：“你今日往那裡，這咱才來？”西門慶沒得說，只
說：“我在應二哥家留坐。”月娘便說起今日何千戶家酒席上事：“原來
何千戶娘子年還小哩，今年才十八歲，生的燈上人兒也似，一表人
物，好標緻，知今博古，見我去，恰似會了幾遍，好不喜洽。嫁了何
大人二年光景，房裡到使著四個丫頭，兩個養娘，兩房家人媳婦。”西
門慶道：“他是內府生活所藍太監侄女兒，嫁與他陪了好少錢兒！”月

26. 娘道：“明日雲伙計家，又請俺每吃節酒，送了五個貼兒業，端的去不
去？”西門慶說：“他既請你每，都去走走罷。”月娘道： “留雪姐在家
罷，只怕大節下，一時有個人客闖將來，他每沒處撾撓。”西門慶
道：“也罷，留雪姐在家裡，你每四個去罷。明日薛太監請我看春，我
也懶待去。這兩日春氣發也怎的，只害這腰腿疼。”月娘道：“你腰腿
疼只怕是痰火，問任醫官討兩服藥吃不是，只顧挨著怎的？”西門慶
道：“不妨事，由他。一發過了這兩日吃，心凈些。”因和月娘計
較：“到明日燈節，咱少不的置席酒兒，請請何大人娘子。連周守備娘
子，荊南崗娘子，張親家母，雲二哥娘子，連王三官兒母親，和大妗
子、崔親家母，這幾位都會會。也只在十二三，掛起燈來。還叫王皇
親家那起小廝扮戲耍一日。去年還有賁四在家，扎幾架煙火放，今年
他東京去了，只顧不見來，卻教誰人看著扎？”那金蓮在旁插口
道：“賁四去了，他娘子兒扎也是一般。”這西門慶就瞅了金蓮道：“這
個小淫婦兒，三句話就說下道兒去了。”那月娘、玉樓也不採顧，就罷
了。因說道：“那王官兒娘，咱每與他沒會過，人生面不熟，怎麼好請
他？只怕他也不肯來。”西門慶道：“他既認我做親，咱送個貼兒與
他，來不來，隨他就是了。”月娘又道：“我明日不往雲家去罷，懷著
個臨月身子，只管往人家撞來撞去的，交人家唇齒。”玉樓道：“怕怎
的，你身子懷的又不顯，怕還不是這個月的孩子，不妨事。大節下自
恁散心，去走走兒才好。”說畢，西門慶吃了茶，就往後邊孫雪娥房裡
去了。那潘金蓮見他往雪娥房中去，叫了大姐，也就往前邊去了。西
門慶到於雪娥房中，交他打腿捏身上，捏了半夜。一宿晚景題過。
到次日早辰，只見應伯爵走來，對西門慶說：“昨日雲二嫂送了個貼
兒，今日請房下陪眾嫂子坐。家中舊時有幾件衣服兒，都倒塌了。大
正月不穿件好衣服，惹的人家笑話。敢來上覆嫂子，有上蓋衣服，借
約兩套兒，頭面簪環，借約幾件兒，交他穿戴了去。”西門慶令王
經：“你裡邊對你大娘說去。”伯爵道：“應寶在外邊拿著氈包並盒兒
哩。哥哥，累你拿進去，就包出來罷。”那王經接氈包進去，良久抱出
來，交與應寶，說道：“裡面兩套上色段子織金衣服，大小五件頭面，
一雙環兒。”應寶接的去了。西門慶陪伯爵吃茶，說道：“今日薛內相

27. 又請我門外看春，怎麼得工夫去？吳親家廟裡又送貼兒，初九日年例
打醮，也是去不成，教小婿去罷了。這兩日不知酒多了也怎的，只害
腰疼，懶待動旦。”伯爵道：“哥，你還是酒之過，濕痰流註在這下
部，也還該忌忌。”西門慶道：“這節間到人家，誰肯輕放了你，怎麼
忌的住？ ”
正說著，只見玳安拿進盒兒來，說道：“何老爹家差人送請貼兒來，
初九日請吃節酒。”西門慶道：“早是你看著，人家來請，你怎不
去？”於是看盒兒內，放著三個請貼兒，一個雙紅僉兒，寫著“大寅丈
四泉翁老先生大人”，一個寫“大都閫吳老先生大人”，一個寫著“大鄉
望應老先生大人”，俱是“侍教生何永壽頓首拜”。玳安說：“他說不認
的，教咱這裡轉送送兒去。”伯爵一見便說：“這個卻怎樣兒的？我還
沒送禮兒去與他，怎好去？”西門慶道：“我這裡替你封上分帕禮兒，
你差應寶早送去就是了。”一面令王經：“你封二錢銀子，一方手帕，
寫你應二爹名字，與你應二爹。”因說：“你把這請貼兒袖了去，省的
我又教人送。”只把吳大舅的差來安兒送去了。須臾，王經封了帕禮遞
與伯爵。伯爵打恭說道：“又多謝哥，我後日早來會你，咱一同起
身。”說畢，作辭去了。午間，吳月娘等打扮停當，一頂大轎，三頂小
轎，後面又帶著來爵媳婦兒惠元，收疊衣服，一頂小轎兒，四名排軍
喝道，琴童、春鴻、棋童、來安四個跟隨，往雲指揮家來吃酒。正
是：
　　翠眉雲鬢畫中人，裊娜宮腰迥出塵。天上嫦娥元有種，嬌羞釀
出十分春。
不說月娘眾人吃酒去了。且說西門慶分付大門上平安兒：“隨問甚麼
人，只說我不在。有貼兒接了就是了。”那平安經過一遭，那裡再敢離
了左右，只在門首坐的。但有人客來望，只回不在家。西門慶因害腿
疼，猛然想起任醫官與他延壽丹，用人乳吃。於是來到李瓶兒房中，
叫迎春拿菜兒，篩酒來吃。迎春打發了，就走過隔壁，和春梅下棋去
了。要茶要水，自有如意兒打發。西門慶見丫鬟不在屋裡，就在炕上

28. 斜靠著。露出那話，帶著銀托子，教他用口吮咂。一面斟酒自飲，因
呼道： “章四兒，我的兒，你用心替達達咂，我到明日，尋出件好妝
花段子比甲兒來，你正月十二日穿。”老婆道：“看他可憐見。”咂弄勾
一頓飯時，西門慶道：“我兒，我心裡要在你身上燒炷香兒。”老婆
道：“隨爹揀著燒。”西門慶令他關上房門，把裙子脫了，仰卧在炕
上。西門慶袖內還有燒林氏剩下的三個燒酒浸的香馬兒，撇去他抹胸
兒，一個坐在他心口內，一個坐在他小肚兒底下，一個安在他蓋子
上，用安息香一齊點著，那話下邊便插進牝中，低著頭看著拽，只顧
沒棱露腦，往來迭進不已。又取過鏡臺來旁邊照看，須臾，那香燒到
肉根前，婦人蹙眉嚙齒，忍其疼痛，口裡顫聲柔語，哼成一塊，沒口
子叫：“達達，爹爹，罷了我了，好難忍他。”西門慶便叫道：“章四淫
婦兒，你是誰的老婆？”婦人道：“我是爹的老婆。”西門慶教與
他：“你說是熊旺的老婆，今日屬了我的親達達了。”那婦人回應
道：“淫婦原是熊旺的老婆，今日屬了我的親達達了。”西門慶又問
道：“我會肏不會？”婦人道：“達達會肏。”兩個淫聲艷語，無般言語
不說出來。西門慶那話粗大，撐得婦人牝中滿滿，往來出入，帶的花
心紅如鸚鵡舌，黑似蝙蝠翅，翻覆可愛。西門慶於是把他兩股扳拘在
懷內，四體交匝，兩廂迎湊，那話盡沒至根，不容毫髮，婦人瞪目失
聲，淫水流下，西門慶情濃樂極，精邈如泉涌。正是：
　　不知已透春消息，但覺形骸骨節熔。
西門慶燒了老婆身上三處春，開門尋了一件玄色段子妝花比甲兒與
他。至晚，月娘眾人來家，對西門慶說：“原來雲二嫂也懷著個大身
子，俺兩今日酒席上都遞了酒，說過，到明日兩家若分娩了，若是一
男一女，兩家結親做親家；若都是男子，同堂攻書；若是女兒，拜做
姐妹，一處做針指，來往親戚耍子。應二嫂做保 。” 西門慶聽的笑
了。
話休饒舌。到第二日，卻是潘金蓮上壽。西門慶早起往衙門中去
了，分付小廝每抬出燈來，收拾揩抹乾凈，各處張掛。叫來興買鮮

29. 果，叫小優晚夕上壽。潘金蓮早辰打扮出來，花妝粉抹，翠袖朱唇，
走來大廳上。看見玳安與琴童站在高凳上掛燈，因笑嘻嘻說道：“我道
是誰在這裡，原來是你每掛燈哩。”琴童道：“今日是五娘上壽，爹分
付叫俺每掛了燈，明日娘生日好擺酒。晚夕小的每與娘磕頭，娘已定
賞俺每哩。”婦人道：“要打便有，要賞可沒有。”琴童道：“耶嚛，娘
怎的沒打不說話，行動只把打放在頭裡，小的每是娘的兒女，娘看顧
看顧兒便好，如何只說打起來。”婦人道：“賊囚，別要說嘴，你好生
仔細掛那燈，沒的例兒撦兒的，拿不牢弔將下來。前日年裡，為崔本
來，說你爹大白里不見了，險了險赦了一頓打，沒曾打，這遭兒可打
的成了。”琴童道：“娘只說破話，小的命兒薄薄的，又唬小的。”玳安
道：“娘也會打聽，這個話兒娘怎得知？”婦人道：“宮外有株松，宮內
有口鐘。鐘的聲兒，樹的影兒，我怎麼有個不知道的？昨日可是你爹
對你大娘說，去年有賁四在家，還扎了幾架煙火放，今年他不在家，
就沒人會扎。吃我說了兩句：‘他不在家，左右有他老婆會扎，教他扎
不是！’”玳安道：“娘說的甚麼話，一個伙計家，那裡有此事！”婦人
道：“甚麼話？檀木靶，有此事，真個的。畫一道兒，只怕肏過界兒去
了。”琴童道：“娘也休聽人說，只怕賁四來家知道。”婦人道：“可不
瞞那王八哩。我只說那王八也是明王八，怪不的他往東京去的放心，
丟下老婆在家，料莫他也不肯把屄閑著。賊囚根子們，別要說嘴，打
夥兒替你爹做牽頭，引上了道兒，你每好圖（足麗）狗尾兒。說的是
也不是？敢說我知道？嗔道賊淫婦買禮來，與我也罷了，又送蒸酥與
他大娘，另外又送一大盒瓜子兒與我，要買住我的嘴頭子，他是會養
漢兒。我就猜沒別人，就知道是玳安這賊囚根子，替他鋪謀定計。”玳
安道：“娘屈殺小的。小的平白管他這勾當怎的？小的等閑也不往他屋
裡去。娘也少聽韓回子老婆說話，他兩個為孩子好不嚷亂。常言‘要好
不能勾，要歹登時就’，‘房倒壓不殺人，舌頭倒壓人’，‘聽者有，不聽
者無 ’。論起來，賁四娘子為人和氣，在咱門首住著，家中大小沒曾惡
識了一個人。誰不在他屋裡討茶吃，莫不都養著？倒沒處放。”金蓮
道：“我見那水眼淫婦，矮著個靶子，像個半頭磚兒也是的，把那水濟
濟眼擠著，七八拿杓兒舀。好個怪淫婦！他和那韓道國老婆，那長大

30. 摔瓜的淫婦，我不知怎的，掐了眼兒不待見他。”正說著，只見小玉走
來說：“俺娘請五娘，潘姥姥來了，要轎子錢哩。”金蓮道：“我在這裡
站著，他從多咱進去了？”琴童道：“姥姥打夾道里進去的。一來的轎
子，該他六分銀子。”金蓮道：“我那得銀子？來人家來，怎不帶轎子
錢兒走！”一面走到後邊，見了他娘，只顧不與他轎子錢，只說沒有。
月娘道：“你與姥姥一錢銀子，寫帳就是了。”金蓮道：“我是不惹他，
他的銀子都有數兒，只教我買東西，沒教我打發轎子錢。”坐了一回，
大眼看小眼，外邊挨轎的催著要去。玉樓見不是事，向袖中拿出一錢
銀子來，打發抬轎的去了。不一時，大妗子、二妗子、大師父來了，
月娘擺茶吃了。潘姥姥歸到前邊他女兒房內來，被金蓮儘力數落了一
頓，說道：“你沒轎子錢，誰教你來？恁出醜劃劃的，教人家小
看！”潘姥姥道：“姐姐，你沒與我個錢兒，老身那討個錢兒來？好容
易籌辦了這分禮兒來。”婦人道： “指望問我要錢，我那裡討個錢兒與
你？你看七個窟窿到有八個眼兒等著在這裡。今後你看有轎子錢便來
他家來，沒轎子錢別要來。料他家也沒少你這個究親戚！休要做打踴
的獻世包！‘關王賣豆腐－－人硬貨不硬’。我又聽不上人家那等屄聲顙
氣。前日為你去了，和人家大嚷大鬧的，你知道也怎的？驢糞球兒面
前光，卻不知裡面受凄惶。”幾句說的潘姥姥嗚嗚咽咽哭起來了。春梅
道：“娘今日怎的，只顧說起姥姥來了。”一面安撫老人家，在裡邊炕
上坐的，連忙點了盞茶與他吃。潘姥姥氣的在炕上睡了一覺，只見後
邊請吃飯，才起來往後邊去了。
西門慶從衙門中來家，正在上房擺飯，忽有玳安拿進貼兒來說：“荊
老爹升了東南統制，來拜爹。”西門慶見貼兒上寫：“新東南統制兼督
漕運總兵官荊忠頓首拜。”慌的西門慶連忙穿衣，冠帶迎接出來。只見
都總制穿著大紅麒麟補服、渾金帶進來，後面跟著許多僚掾軍牢。一
面讓至大廳上敘禮畢，分賓主而坐，茶湯上來。荊統制說道：“前日升
官敕書才到，還未上任，徑來拜謝老翁。”西門慶道：“老總兵榮擢恭
喜，大才必有大用，自然之道。吾輩亦有光矣，容當拜賀。”一面請寬
尊服，少坐一飯。即令左右放卓兒，荊統制再三致謝道：“學生奉告老
翁，一家尚未拜，還有許多薄冗，容日再來請教罷。”便要起身，西門

31. 慶那裡肯放，隨令左右上來，寬去衣服，登時打抹春台，收拾酒果上
來。獸炭頓燒，暖簾低放。金壺斟下液，翠盞貯羊羔，才斟上酒來，
只見鄭春、王相兩個小優兒來到，扒在面前磕頭。西門慶道：“你兩個
如何這咱才來？”問鄭春：“那一個叫甚名字？”鄭春道：“他喚王相，
是王桂的兄弟。”西門慶即令拿樂器上來彈唱。須臾，兩個小優哥唱了
一套“霽景融和”。左右拿上兩盤攢盒點心嗄飯，兩瓶酒，打發馬上人
等。荊統制道：“這等就不是了。學生叨擾，下人又蒙賜饌，何以克
當？”即令上來磕頭。西門慶道：“一二日房下還要潔誠請尊正老夫人
賞燈一敘，望乞下降。在座者惟老夫人、張親家夫人、同僚何天泉夫
人，還有兩位舍親，再無他人。”荊統制道：“若老夫人尊票制，賤荊
已定趨赴。”又問起：“周老總兵怎的不見升轉？”荊統制道：“我聞得
周菊軒也只在三月間有京榮之轉。”西門慶道：“這也罷了。”坐不多
時，荊統制告辭起身，西門慶送出大門，看著上馬喝道而去。
晚夕，潘金蓮上壽，後廳小優彈唱，遞了酒，西門慶便起身往金蓮
房中去了。月娘陪著大妗子、潘姥姥、女兒鬱大姐、兩個姑子在上房
會的飲酒。潘金蓮便陪西門慶在他房內，從新又安排上酒來，與西門
慶梯己遞酒磕頭。落後潘姥姥來了，金蓮打發他李瓶兒這邊歇卧。他
陪著西門慶自在飲酒，頑耍做一處。
卻說潘姥姥到那邊屋裡，如意、迎春讓他熱炕上坐著。先是姥姥看
明間內靈前，供擺著許多獅仙五老定勝桌，旁邊掛著他影，因向前道
了個問訊，說道：“姐姐好處生天去了。”進來坐在炕上，向如意兒、
迎春道：“你娘勾了。官人這等費心追薦，受這般大供養，勾了。他是
有福的。”如意兒道：“前日娘的生日，請姥姥，怎的不來？門外花大
妗子和大妗子都在這裡來，十二個道士念經，好不大吹大打，揚幡道
場，水火煉度，晚上才去了。”潘姥姥道：“幫年逼節，丟著個孩子在
家，我來家中沒人，所以就不曾來。今日你楊姑娘怎的不見？”如意兒
道：“姥姥還不知道，楊姑娘老病死了，從年裡俺娘念經就沒來，俺娘
們都往北邊與他上祭去來。” 潘姥姥道：“可傷，他大如我，我還不曉
的他老人家沒了。嗔道今日怎的不見他。”說了一回，如意兒道：“姥

32. 姥，有鐘甜酒兒，你老人家用些兒。”一面叫：“迎春姐，你放小卓兒
在炕上，篩甜酒與姥姥吃杯。”不一時取到。飲酒之間，婆子又題起李
瓶兒來：“你娘好人，有仁義的姐姐，熱心腸兒。我但來這裡，沒曾把
我老娘當外人看承，一到就是熱茶熱水與我吃，還只恨我不吃。晚間
和我坐著說話兒，我臨家去，好歹包些甚麼兒與我拿了去，再不曾空
了我。不瞞你姐姐每說，我身上穿的這披襖兒，還是你娘與我的。正
經我那冤家，半分折針兒也迸不出來與我。我老身不打誑語，阿彌陀
佛，水米不打牙。他若肯與我一個錢兒，我滴了眼睛在地。你娘與了
我些甚麼兒，他還說我小眼薄皮，愛人家的東西。想今日為轎子錢，
你大包家拿著銀子，就替老身出幾分便怎的？咬定牙兒只說沒有，到
教後邊西房裡姐姐，拿出一錢銀子來，打發抬轎的去了。歸到屋裡，
還數落了我一頓，到明日有轎子錢，便教我來，沒轎子錢，休叫我上
門走。我這去了不來了。來到這裡沒的受他的氣。隨他去，有天下人
心狠，不似俺這短壽命。姐姐你每聽著我說，老身若死了，他到明日
不聽人說，還不知怎麼收成結果哩！想著你從七歲沒了老子，我怎的
守你到如今，從小兒交你做針指，往餘秀才家上女學去，替你怎麼纏
手纏腳兒的，你天生就是這等聰明伶俐，到得這步田地？他把娘喝過
來斷過去，不看一眼兒。”如意兒道：“原來五娘從小兒上學來，嗔道
恁題起來就會識字深。”潘姥姥道：“他七歲兒上女學，上了三年，字
仿也曾寫過，甚麼詩詞歌賦唱本上字不認的！ ”
正說著，只見打的角門子響，如意兒道：“是誰叫門？”使繡春：“你
瞧瞧去。”那繡春走來說：“是春梅姐姐來了。”如意兒連忙捏了潘姥姥
一把手，就說道： “姥姥悄悄的，春梅來了。”潘姥姥道：“老身知道他
與我那冤家一條腿兒。”只見春梅進來，見眾人陪著潘姥姥吃酒，說
道：“我來瞧瞧姥姥來了。”如意兒讓他坐，這春梅把裙子摟起，一屁
股坐在炕上。迎春便挨著他坐，如意坐在右邊炕頭上，潘姥姥坐在當
中。因問：“你爹和你娘睡了不曾？”春梅道：“剛纔打發他兩個睡下
了。我來這邊瞧瞧姥姥，有幾樣菜兒，一壺兒酒，取過來和姥姥坐
的。”因央及繡春：“你那邊教秋菊掇了來，我已是攢下了。”繡春去
了，不一時，秋菊用盒兒掇著菜兒，繡春提了一錫壺金華酒來。春梅

33. 分付秋菊：“你往房裡看去，若叫我，來這裡對我說。”秋菊去了。一
面擺酒在炕卓上，都是燒鴨、火腿、海味之類，堆滿春台。繡春關上
角門，走進在旁邊陪坐，於是篩上酒來。春梅先遞了一鐘與潘姥姥，
然後遞如意兒與迎春、繡春。又將護衣碟兒內，每樣揀出，遞與姥姥
眾人吃，說道：“姥姥，這個都是整菜，你用些兒。”那婆子道：“我的
姐姐，我老身吃。”因說道：“就是你娘，從來也沒費恁個心兒，管待
我管待兒。姐姐，你倒有惜孤愛老的心，你到明日管情一步好一步。
敢是俺那冤家，沒人心沒人義，幾遍為他心齷齪，我也勸他，就扛的
我失了色。今日早是姐姐你看著，我來你家討冷飯來了，你下老實那
等扛我！”春梅道：“姥姥，罷，你老人家只知其一，不知其二。俺娘
是爭強不伏弱的性兒。比不的六娘，銀錢自有，他本等手裡沒錢，你
只說他不與你。別人不知道，我知道。想俺爹雖是有的銀子放在屋
裡，俺娘正眼兒也不看他的。若遇著買花兒東西，明公正義問他要。
不恁瞞瞞藏藏的，教人看小了他，怎麼張著嘴兒說人！他本沒錢，姥
姥怪他，就虧了他了。莫不我護他？也要個公道。”如意兒道：“錯怪
了五娘。自古親兒骨肉，五娘有錢，不孝順姥姥，再與誰？常言道，
要打看娘面，千朵桃花一樹兒生，到明日你老人家黃金入櫃，五娘他
也沒個貼皮貼肉的親戚，就如死了俺娘樣兒。”婆子道：“我有今年沒
明年，知道今日死明日死？我也不怪他。”春梅見婆子吃了兩鐘酒，韶
刀上來，便叫迎春：“二姐，你拿骰盆兒來，咱每擲個骰兒，搶紅耍子
兒罷。”不一時，取了四十個骰兒的骰盆來。春梅先與如意兒擲，擲了
一回，又與迎春擲，都是賭大鐘子。你一盞，我一鐘。須臾，竹葉穿
心，桃花上臉，把一錫瓶酒吃的罄凈。迎春又拿上半壇麻姑酒來，也
都吃了。約莫到二更時分，那潘姥姥老人家熬不的，又早前靠後仰，
打起盹來，方纔散了。
春梅便歸這邊來，推了推角門，開著，進入院內。只見秋菊正在明
間板壁縫兒內，倚著春凳兒，聽他兩個在屋裡行房，怎的作聲喚，口
中呼叫甚麼。正聽在熱鬧，不防春梅走到根前，向他腮頰上儘力打了
個耳刮子，罵道：“賊少死的囚奴，你平白在這裡聽甚麼？”打的秋菊
睜睜的，說道：“我這裡打盹，誰聽甚麼來，你就打我？”不想房裡婦

34. 人聽見，便問春梅，他和誰說話。春梅道：“沒有人，我使他關門，他
不動。”於是替他摭過了。秋菊揉著眼，關上房門。春梅走到炕上，摘
頭睡了。正是：
　　鶬鶊有意留殘景，杜宇無情戀晚暉。
一宿晚景題過。次日，潘金蓮生日，有傅伙計、甘伙計、賁四娘
子、崔本媳婦、段大姐、吳舜臣媳婦、鄭三姐、吳二妗子，都在這
裡。西門慶約會吳大舅、應伯爵，整衣冠，尊瞻視，騎馬喝道，往何
千戶家赴席。那日也有許多官客，四個唱的，一起雜耍，周守備同席
飲酒。至晚回家，就在前邊和如意兒歇了。
到初十日，發貼兒請眾官娘子吃酒，月娘便問西門慶說：“趁著十二
日看燈酒，把門外的孟大姨和俺大姐，也帶著請來坐坐，省的教他知
道惱，請人不請他。”西門慶道：“早是你說。”分付陳敬濟：“再寫兩
個貼，差琴童兒請去。”這潘金蓮在旁，聽著多心，走到屋裡，一面攛
掇潘姥姥就要起身。月娘道：“姥姥你慌去怎的？再消住一日兒是
的。”金蓮道：“姐姐，大正月里，他家裡丟著孩子，沒人看，教他去
罷。”慌的月娘裝了兩個盒子點心茶食，又與了他一錢轎子錢，管待打
發去了。金蓮因對著李嬌兒說：“他明日請他有錢的大姨兒來看燈吃
酒，一個老行貨子，觀眉觀眼的，不打發去了，平白教他在屋裡做甚
麼？待要說是客人，沒好衣服穿。待要說是燒火的媽媽子，又不像。
倒沒的教我惹氣。”因西門慶使玳安兒送了兩個請書兒，往招宣府，一
個請林太太，一個請王三官兒娘子黃氏。又使他院中早叫李桂兒、吳
銀兒、鄭愛月兒、洪四兒四個唱的，李銘、吳惠、鄭奉三個小優兒。
不想那日賁四從東京來家，梳洗頭臉，打選衣帽齊整，來見西門慶磕
頭。遞上夏指揮回書。西門慶問道：“你如何這些時不來？”賁四具言
在京感冒打寒一節，“直到正月初二日，才收拾起身回來，夏老爹多上
覆老爹，多承看顧。”西門慶照舊還把鑰匙教與他管絨線鋪。另打開一
間，教吳二舅開鋪子賣綢絹，到明日松江貨舡到，都卸在獅子街房

35. 內，同來保發賣。且叫賁四叫花兒匠在家攢造兩架煙火，十二日要放
與堂客看。
只見應伯爵領了李三見西門慶，先道外面承攜之事。坐下吃畢茶，
方纔說起：“李三哥今有一宗買賣與你說，你做不做？”西門慶道：“甚
麼買賣？”李三道：“你東京行下文書，天下十三省，每省要幾萬兩銀
子的古器。咱這東平府，坐派著二萬兩，批文在巡按處，還未下來。
如今大街上張二官府，破二百兩銀子乾這宗批要做，都看有一萬兩銀
子尋。小人會了二叔，敬來對老爹說。老爹若做，張二官府拿出五千
兩來，老爹拿出五千兩來，兩家合著做這宗買賣。左右沒人，這邊是
二叔和小人與黃四哥，他那邊還有兩個伙計，二分八利錢。未知老爹
意下何如？”西門慶問道：“是甚麼古器？”李三道：“老爹還不知，如
今朝廷皇城內新蓋的艮岳，改為壽岳，上面起蓋許多亭台殿閣，又建
上清寶籙宮、會真堂、璇神殿，又是安妃娘娘梳妝閣，都用著這珍禽
奇獸，周彞商鼎，漢篆秦爐，宣王石鼓，歷代銅鞮，仙人掌承露盤，
並希世古董玩器擺設，好不大興工程，好少錢糧！”西門慶聽了，說
道：“比是我與人家打夥而做，不如我自家做了罷，敢量我拿不出這一
二萬銀子來？”李三道：“得老爹全做又好了，俺每就瞞著他那邊了。
左右這邊二叔和俺每兩個，再沒人。”伯爵道：“哥，家裡還添個人兒
不添？”西門慶道：“到根前再添上賁四，替你們走跳就是了。”西門慶
又問道：“批文在那裡？”李三道：“還在巡按上邊，沒發下來哩。”西
門慶道：“不打緊，我差人寫封書，封些禮，問宋松原討將來就是
了。”李三道：“老爹若討去，不可遲滯，自古兵貴神速，先下米的先
吃飯，誠恐遲了，行到府里。吃別人家乾的去了。”西門慶笑道：“不
怕他，就行到府里，我也還教宋松原拿回去。就是胡府尹，我也認
的。”於是留李三、伯爵同吃了飯，約會：“我如今就寫書，明日差小
價去。”李三道：“又一件，宋老爹如今按院不在這裡了，從前日起身
往兗州府盤查去了。”西門慶道：“你明日就同小價往兗州府走遭。”李
三道：“不打緊，等我去，來回破五六日罷了。老爹差那位管家，等我
會下，有了書，教他往我那裡歇，明日我同他好早起身。”西門慶
道：“別人你宋老爹不信的，他常喜的是春鴻，叫春鴻、來爵兩個去

36. 罷。”於是叫他二人到面前，會了李三，晚夕往他家宿歇。伯爵
道：“這等才好，事要早乾，高材疾足者先得之。”於是與李三吃畢
飯，告辭而去。西門慶隨即教陳敬濟寫了書，又封了十兩葉子黃金在
書帕內，與春鴻、來爵二人。分付：“路上仔細，若討了批文，即便早
來。若是行到府里，問你宋老爹討張票，問府里要。”來爵道：“爹不
消分付，小的曾在充州答應過徐參議，小的知道。”於是領了書禮，打
在身邊，徑往李三家去了。
不說十一日來爵、春鴻同李三早雇了長行頭口，往兗州府去了。卻
說十二日，西門慶家中請各堂客飲酒。那日在家不出門，約下吳大
舅、謝希大、常峙節四位，晚夕來在捲棚內賞燈飲酒。王皇親家小
廝，從早辰就挑了箱子來了，等堂客到，打銅鑼鼓迎接。周守備娘子
有眼疾不得來，差人來回。止是荊統制娘子、張團練娘子、雲指揮娘
子，並喬親家母、崔親家母、吳大姨、孟大姨，都先到了。只有何千
戶娘子、王三官母親林太太並王三官娘子不見到。西門慶使排軍、玳
安、琴童兒來回催邀了兩三遍，又使文嫂兒催邀。午間，只見林氏一
頂大轎，一頂小轎跟了來。見了禮，請西門慶拜見，問：“怎的三官娘
子不來？”林氏道：“小兒不在，家中沒人。”拜畢下來。止有何千戶娘
子，直到晌午半日才來，坐著四人大轎，一個家人媳婦坐小轎跟隨，
排軍抬著衣箱，又是兩個青衣人緊扶著轎扛，到二門裡才下轎。前邊
鼓樂吹打迎接，吳月娘眾姊妹迎至儀門首。西門慶悄悄在西廂房，放
下簾來偷瞧，見這藍氏年約不上二十歲，生的長挑身材，打扮的如粉
妝玉琢，頭上珠翠堆滿，鳳翹雙插，身穿大紅通袖五彩妝花四獸麒麟
袍兒，繫著金鑲碧玉帶，下襯著花錦藍裙，兩邊禁步叮咚，麝蘭撲
鼻。但見：
　　儀容嬌媚，體態輕盈。姿性兒百伶百俐，身段兒不短不長。細
彎彎兩道蛾眉，直侵入鬢；滴流流一雙鳳眼，來往踅人。嬌聲兒似囀
日流鶯，嫩腰兒似弄風楊柳。端的是綺羅隊里生來，卻厭豪華氣象，
珠翠叢中長大，那堪雅淡梳汝。開遍海棠花，也不問夜來多少；標殘

37. 楊柳絮，竟不知春意如何。輕移蓮步，有蕊珠仙子之風流；款蹙湘
裙，似水月觀音之態度。正是：比花花解語，比玉玉生香。
這西門慶不見則已，一則魂飛天外，魄喪九霄，未曾體交，精魄先
失。少頃，月娘等迎接進入後堂，相見敘禮已畢，請西門太拜見。西
門慶得了這一聲，連忙整衣冠行禮，恍若瓊林玉樹臨凡，神女巫山降
下，躬身施禮，心搖目盪，不能禁止。拜見畢下來，月娘先請在捲棚
內擺過茶，然後大廳吹打，安席上坐，各依次序，當下林太太上席。
戲文扮的是《小天香半夜朝元記》。唱的兩折下來，李桂姐、吳銀
兒、鄭月兒、洪四兒四個唱的上去，彈唱燈詞。
西門慶在捲棚內，自有吳大舅、應伯爵、謝希大、常峙節、李銘、
吳惠、鄭奉三個小優兒彈唱、飲酒，不住下來大廳格子外往裡觀覷。
看官聽說，明月不常圓，彩雲容易散，樂極悲生，否極泰來，自然之
理。西門慶但知爭名奪利，縱意奢淫，殊不知天道惡盈，鬼錄來追，
死限臨頭。到晚夕堂中點起燈來，小優兒彈唱。還未到起更時分，西
門慶陪人坐的，就在席上齁齁的打起睡來。伯爵便行令猜枚鬼混他，
說道：“哥，你今日沒高興，怎的只打睡？”西門慶道：“我昨日沒曾
睡，不知怎的，今日只是沒精神，要打睡。”只見四個唱的下來，伯爵
教洪四兒與鄭月兒兩個彈唱，吳銀兒與李桂姐遞酒。
正耍在熱鬧處，忽玳安來報：“王太太與何老爹娘子起身了。”西門
慶就下席來，黑影里走到二門裡首，偷看他上轎。月娘眾人送出來，
前邊天井內看放煙火。藍氏已換了大紅遍地金貂鼠皮襖，林太太是白
綾襖兒，貂鼠披風，帶著金釧玉珮。家人打燈籠，簇擁上轎而去。這
西門慶正是餓眼將穿，饞涎空咽，恨不能就要成雙。見藍氏去了，悄
悄從夾道進來。當時沒巧不成語，姻緣會湊，可霎作怪，來爵兒媳婦
見堂客散了，正從後邊歸來，開房門，不想頂頭撞見西門慶，沒處藏
躲。原來西門慶見媳婦子生的喬樣，安心已久，雖然不及來旺妻宋氏
風流，也頗充得過第二。於是乘著酒興兒，雙關抱進他房中親嘴。這
老婆當初在王皇親家，因是養主子，被家人不忿攘鬧，打發出來，今

38. 日又撞著這個道路，如何不從了？一面就遞舌頭在西門慶口中。兩個
解衣褪褲，就按在炕沿子上，掇起腿來，被西門慶就聳了個不亦樂
乎。正是：未曾得遇鶯娘面，且把紅娘去解饞。有詩為申y
　　燈月交光浸玉壺，分得清光照綠珠。莫道使君終有婦，教人桑
下覓羅敷。
第七十九回　西門慶貪欲喪命　吳月娘失偶生兒
詞曰：
  青玉案
  人生南北如岐路，世事悠悠等風絮，造化弄人無定據。翻來覆去，
倒橫直豎，眼見都如許。
  到如今空嗟前事，功名富貴何須慕，坎止流行隨所寓。玉堂金馬，
竹籬茅舍，總是傷心處。
話說西門慶，姦耍了來爵老婆，復走到捲棚內，陪吳大舅、應伯
爵、謝希大、常峙節飲酒。荊統制娘子、張團練娘子、喬親家母、崔
親家母、吳大妗子、段大姐，坐了好一會，上罷元宵圓子，方纔起身
去了。大妗子那日同吳舜臣媳婦都家去了。陳敬濟打發王皇親戲子二
兩銀子唱錢，酒食管待出門。只四個唱的並小優兒，還在捲棚內彈唱
遞酒。伯爵向西門慶說道：“明日花大哥生日，哥，你送了禮去不
曾？”西門慶說道：“我早辰送過去了。”玳安道：“花大舅頭裡使來定
兒送請貼兒來了。”伯爵道：“哥，你明日去不去？我好來會你。”西門
慶道：“到明日看。再不，你先去罷。”少頃，四個唱的後邊去了，李
銘等上來彈唱，那西門慶不住只在椅子上打睡。吳大舅道：“姐夫連日
辛苦了，罷罷，咱每告辭罷。”於是起身。那西門慶又不肯，只顧攔
著，留坐到二更時分才散。西門慶先打發四個唱的轎子去了，拿大鐘

39. 賞李銘等三人每人兩鐘酒，與了六錢唱錢，臨出門，叫回李銘分
付：“我十五日要請你周爺和你荊爺、何老爹眾位，你早替我叫下四個
唱的，休要誤了。”李銘跪下稟問：“爹叫那四個？”西門慶道：“樊百
家奴兒，秦玉芝兒，前日何老爹那裡唱的一個馮金寶兒，並呂賽兒，
好歹叫了來。 ”;.b?6?)y“小的知道了。 ”磕了頭去了。
西門慶歸後邊月娘房裡來。月娘告訴：“今日林太太與荊大人娘子好
不喜歡，坐到那咱晚才去了。酒席上再三謝我說：蒙老爹扶持，但得
好處，不敢有忘。在出月往淮上催攢糧運去也。”又說：“何大娘子今
日也吃了好些酒，喜歡六姐，又引到那邊花園山子上瞧了瞧。今日各
項也賞了許多東西。”說畢，西門慶就在上房歇了。到半夜，月娘做了
一夢，天明告訴西門慶說道：“敢是我日里看著他王太太穿著大紅絨袍
兒，我黑夜就夢見你李大姐箱子內尋出一件大紅絨袍兒，與我穿在身
上，被潘六姐匹手奪了去，披在他身上，教我就惱了，說道：‘他的皮
襖，你要的去穿了罷了，這件袍兒你又來奪。’他使性兒把袍兒上身扯
了一道大口子，吃我大吆喝，和他罵嚷，嚷著就醒了。不想是南柯一
夢。”西門慶道：“不打緊，我到明日替你尋一件穿就是了。自古夢是
心頭想。 ”
到次日起來，頭沉，懶待往衙門中去，梳頭凈面，穿上衣裳，走來
前邊書房中坐的。只見玉簫問如意兒擠了半甌子奶，徑到書房與西門
慶吃藥。西門慶正倚靠床上，叫王經替他打腿。王經見玉簫來，就出
去了。玉簫打發他吃了藥，西門慶就使他拿了一對金鑲頭簪兒，四個
烏銀戒指兒，送到來爵媳婦子屋裡去。那玉簫明見主子使他乾此營
生，又似來旺媳婦子那一本帳，連忙鑽頭覓縫，袖的去了。送到了物
事，還走來回西門慶話，說道：“收了，改日與爹磕頭。”就拿回空甌
子兒到上房去了。月娘叫小玉熬下粥，約莫等到飯時前後，還不見進
來。
原來王經稍帶了他姐姐王六兒一包兒物事，遞與西門慶瞧，就請西
門慶往他家去。西門慶打開紙包兒，卻是老婆剪下的一柳黑臻臻、光

40. 油油的青絲，用五色絨纏就了一個同心結托兒，用兩根錦帶兒拴著，
做的十分細巧。又一件是兩個口的鴛鴦紫遍地金順袋兒，裡邊盛著瓜
穰兒。西門慶觀玩良久，滿心歡喜，遂把順袋放在書廚內，錦托兒褪
於袖中。正在凝思之際，忽見吳月娘驀地走來，掀開帘子，見他躺在
床上，王經扒著替他打腿，便說道：“你怎的只顧在前頭，就不進去
了，屋裡擺下粥了。你告我說，你心裡怎的，只是恁沒精神？”西門慶
道：“不知怎的，心中只是不耐煩，害腿疼。”月娘道：“想必是春氣起
了。你吃了藥，也等慢慢來。”一面請到房中，打發他吃粥。因說
道：“大節下，你也打起精神兒來，今日門外花大舅生日，請你往那裡
走走去。再不，叫將應二哥來，同你坐坐。”西門慶道：“他也不在，
與花大舅做生日去了。你整治下酒菜兒，等我往燈市鋪子內和他二舅
坐坐罷。”月娘道：“你騎馬去，我教丫鬟整理。”這西門慶一面分付玳
安備馬，王經跟隨，穿上衣穿，徑到獅子街燈市裡來。但見燈市中車
馬轟雷，燈球燦彩，游人如蟻，十分熱鬧。
　　太平時序好風催，羅綺爭馳鬥錦回。鰲山高聳青雲上，何處游
人不看來。
西門慶看了回燈，到房子門首下馬，進入裡面坐下。慌的吳二舅、
賁四都來聲喏。門首買賣，甚是興盛。來昭妻一丈青又早書房內籠下
火，拿茶吃了。不一時，吳月娘使琴童兒、來安兒拿了兩方盒點心嗄
飯菜蔬，鋪內有南邊帶來豆酒，打開一壇，擺在樓上，請吳二舅與賁
四輪番吃酒。樓窗外就看見燈市，來往人煙不斷。
吃至飯後時分，西門慶使王經對王六兒說去。王六兒聽見西門慶
來，連忙整治下春台，果盒酒餚等候。西門慶分付來昭：“將這一桌酒
菜，晚夕留著吳二舅、賁四在此上宿吃，不消拿回家去了。”又教琴童
提送一壇酒，過王六兒這邊來。西門慶於是騎馬徑到他家。婦人打扮
迎接到明間內，插燭也似磕了四個頭。西門慶道：“迭承你厚禮，怎的
兩次請你不去？”王六兒說道：“爹倒說的好，我家中再有誰來？不知
怎的，這兩日只是心裡不好，茶飯兒也懶待吃，做事沒入腳處。”西門

41. 慶道： “敢是想你家老公？”婦人道：“我那裡想他！倒是見爹這一向不
來，不知怎的怠慢著爹了，爹把我網巾圈兒打靠後了，只怕另有個心
上人兒了。”西門慶笑道： “那裡有這個理！倒因家中節間擺酒，忙了
兩日。”婦人道：“說昨日爹家中請堂客來。”西門慶道：“便是你大娘
吃過人家兩席節酒，須得請人回席。”婦人道： “請了那幾位堂客？”西
門慶便說某人某人，從頭訴說一遍。婦人道：“看燈酒兒，只請要緊
的，就不請俺每請兒。”西門慶道：“不打緊，到明日十六，還有一席
酒，請你每眾伙計娘子走走去。是必到跟前又推故不去了。”婦人
道：“娘若賞個貼兒來，怎敢不去？”因前日他小大姐罵了申二姐，教
他好不抱怨，說俺每。他那日原要不去來，倒是俺每攛掇了他去，落
後罵了來，好不在這裡哭。俺每倒沒意思剌涑的。落後又教爹娘費
心，送了盒子並一兩銀子來，安撫了他，才罷了。原來小大姐這等躁
暴性子，就是打狗也看主人面。”西門慶道：“你不知這小油嘴，他好
不兜達的性兒，著緊把我也擦刮的眼直直的。也沒見，他叫你唱，你
就唱個兒與他聽罷了，誰教你不唱，又說他來？”婦人道：“耶嚛，耶
嚛！他對我說，他幾時說他來，說小大姐走來指著臉子就罵起來，在
我這裡好不三行鼻涕兩行眼淚的哭。我留他住了一夜，才打發他去
了。”說了一回，丫頭拿茶吃了。老馮婆子又走來與西門慶磕頭。西門
慶與了他約三四錢一塊銀子，說道：“從你娘沒了，就不往我那裡走走
去。”婦人道：“沒他的主兒，那裡著落？倒常時來我這裡，和我做伴
兒。”
不一時，請西門慶房中坐的，問：“爹和了午飯不曾？”西門慶
道：“我早辰家中吃了些粥，剛纔陪你二舅又吃了兩個點心，且不吃甚
麼哩。”一面放桌兒，安排上酒來。婦人令王經打開豆酒，篩將上來，
陪西門慶做一處飲酒。婦人問道：“我稍來的那物件兒，爹看見來？都
是奴旋剪下頂中一溜頭髮，親手做的。管情爹見了愛。”西門慶
道：“多謝你厚情。”飲至半酣，見房內無人，西門慶袖中取出來，套
在龜身下，兩根錦帶兒扎在腰間，用酒服下胡僧藥去，那婦人用手搏
弄，弄得那話登時奢棱跳腦，橫筋皆現，色若紫肝，比銀托子和白綾
帶子又不同。西門慶摟婦人坐在懷內，那話插進牝中，在上面兩個一

42. 遞一口飲酒，咂舌頭頑笑。吃至掌燈，馮媽媽又做了些韭菜豬肉餅兒
拿上來。婦人陪西門慶每人吃了兩個，丫鬟收下去。兩個就在裡間暖
炕上，撩開錦幔，解衣就寢。婦人知道西門慶好點著燈行房，把燈臺
移在裡間炕邊桌上，一面將紙門關上，澡牝乾凈，脫了褲兒，鑽在被
窩裡，與西門慶做一處相摟相抱，睡了一回。原來西門慶心中只想著
何千戶娘子藍氏，欲情如火，那話十分堅硬。先令婦人馬伏在下，那
話放入庭花內，極力扇蹦了約二三百度，扇蹦的屁股連聲響亮，婦人
用手在下揉著心子，口中叫達達如流水。西門慶還不美意，又起來披
上白綾小襖，坐在一隻枕頭上，令婦人仰卧，尋出兩條腳帶，把婦人
兩隻腳拴在兩邊護炕柱兒上，賣了個金龍探爪，將那話放入牝中，少
時，沒棱露腦，淺抽深送。恐婦人害冷，亦取紅綾短襦，蓋在他身
上。這西門慶乘其酒興，把燈光挪近跟前，垂首玩其出入之勢。抽撤
至首，復送至根，又數百回。婦人口中百般柔聲顫語，都叫將出來。
西門慶又取粉紅膏子藥，塗在龜頭上攮進去，婦人陰中麻癢不能當，
急令深入，兩廂迎就。這西門慶故作逗留，戲將龜頭濡晃其牝口，又
操弄其花心，不肯深入，急的婦人淫津流出，如蝸之吐涎。燈光里，
見他兩隻腿兒著紅鞋，蹺在兩邊，弔的高高的，一往一來，一衝一
撞，其興不可遏。因口呼道： “淫婦，你想我不想？”婦人道：“我怎麼
不想達達，只要你松柏兒冬夏長青便好。休要日遠日疏，頑耍厭了，
把奴來不理。奴就想死罷了，敢和誰說？有誰知道？就是俺那王八來
家，我也不和他說。想他恁在外做買賣，有錢，他不會養老婆的？他
肯掛念我？”西門慶道：“我的兒，你若一心在我身上，等他來家，我
爽利替他另娶一個，你只長遠等著我便了。”婦人道：“好達達，等他
來家，好歹替他娶了一個罷，或把我放在外頭，或是招我到家去，隨
你心裡。淫婦爽利把不直錢的身子，拼與達達罷，無有個不依你
的。”西門慶道：“我知道。”兩個說話之間，又乾勾兩頓飯時，方纔精
泄。解御下婦人腳帶來，摟在被窩內，並頭交股，醉眼朦朧，一覺直
睡到三更時分方起。西門慶起來，穿衣凈手。婦人開了房門，叫丫鬟
進來，再添美饌，復飲香醪，滿斟暖酒，又陪西門慶吃了十數杯。不

43. 覺醉上來，才點茶漱口，向袖中掏出一紙貼兒遞與婦人：“問甘伙計鋪
子里取一套衣服你穿，隨你要甚花樣。 ”那婦人萬福謝了，方送出門。
王經打著燈籠，玳安、琴童籠著馬，那時也有三更天氣，陰雲密
佈，月色朦朧，街市上人煙寂寞，閭巷內犬吠盈盈。打馬剛走到西首
那石橋兒跟前，忽然一陣旋風，只見個黑影子，從橋底下鑽出來，向
西門慶一撲。那馬見了只一驚跳，西門慶在馬上打了個冷戰，醉中把
馬加了一鞭，那馬搖了搖鬃，玳安、琴童兩個用力拉著嚼環，收煞不
住，雲飛般望家奔將來，直跑到家門首方止。王經打著燈籠，後邊跟
不上。西門慶下馬腿軟了，被左右扶進，徑往前邊潘金蓮房中來。此
這一來，正是：
　　失脫人家逢五道，濱冷餓鬼撞鐘馗。
原來金蓮從後邊來，還沒睡，渾衣倒在炕上，等待西門慶。聽見來
了，連忙一骨碌扒起來，向前替他接衣服。見他吃的酩酊大醉，也不
敢問他。西門太一隻手搭伏著他肩膀上，摟在懷裡，口中喃喃吶吶說
道：“小淫婦兒，你達達今日醉了，收拾鋪，我睡也。”那婦人持他上
炕，打發他歇下。那西門慶丟倒頭在枕上鼾睡如雷，再搖也搖他不
醒。然後婦人脫了衣裳，鑽在被窩內，慢慢用手腰裡摸他那話，猶如
綿軟，再沒硬朗氣兒，更不知在誰家來。翻來覆去，怎禁那欲火燒
身，淫心蕩漾，不住用手只顧捏弄，蹲下身子，被窩內替他百計品
咂，只是不起，急的婦人要不的。因問西門慶：“和尚藥在那裡放著
哩？”推了半日推醒了。西門慶酩子里罵道： “怪小淫婦，只顧問怎
的？你又教達達擺佈你，你達今日懶待動彈。藥在我袖中穿心盒兒
內。你拿來吃了，有本事品弄的他起來，是你造化。”那婦人便去袖內
摸出穿心盒來打開，裡面只剩下三四丸藥兒。這婦人取過燒酒壺來，
斟了一鐘酒，自己吃了一丸，還剩下三丸。恐怕力不效，千不合，萬
不合，拿燒酒都送到西門慶口內。醉了的人，曉的甚麼？合著眼只顧
吃下去。那消一盞熱茶時，藥力發作起來，婦人將白綾帶子拴在根
上，那話躍然而起，婦人見他只顧去睡，於是騎在他身上，又取膏子

44. 藥安放在馬眼內，頂入牝中，只顧揉搓，那話直抵苞花窩裡，覺翕翕
然，渾身酥麻，暢美不可言。又兩手據按，舉股一起一坐，那話坐棱
露腦，一二百回。初時澀滯，次後淫水浸出，稍沾滑落，西門慶由著
他掇弄，只是不理。婦人情不能當，以舌親於西門慶口中，兩手摟著
他脖項，極力揉搓，左右偎擦，麈柄盡沒至根，止剩二卵在外，用手
摸之，美不可言，淫水隨拭隨出。比三鼓天，五換巾帕。婦人一連丟
了兩次，西門慶只是不泄。龜頭越發脹的猶如炭火一般，害箍脹的
慌，令婦人把根下帶子去了，還發脹不已，令婦人用口吮之。這婦人
扒伏在他身上，用朱唇吞裹龜頭，只顧往來不已，又勒勾約一頓飯
時，那管中之精猛然一股冒將出來，猶水銀之澱筒中相似，忙用口接
咽不及，只顧流將出來。初時還是精液，往後儘是血水出來，再無個
收救。西門慶已昏迷去，四肢不收。婦人也慌了，急取紅棗與他吃下
去。精盡繼之以血，血盡出其冷氣而已。良久方止。婦人慌做一團，
便摟著西門慶問道：“我的哥哥，你心裡覺怎麼的！”西門慶亦蘇醒了
一回，方言： “我頭目森森然，莫知所以。”金蓮問：“你今日怎的流出
恁許多來？”更不說他用的藥多了。看官聽說，一己精神有限，天下色
欲無窮。又曰“嗜欲深者生機淺”，西門慶只知貪淫樂色，更不知油枯
燈滅，髓竭人亡。正是起頭所說：
　　二八佳人體似酥，腰間仗劍斬愚夫。雖然不見人頭落，暗裡教
君骨髓枯。
一宿晚景題過。到次日清早辰，西門慶起來梳頭，忽然一陣昏暈，
望前一頭搶將去。早被春梅雙手扶住，不曾跌著磕傷了頭臉。在椅上
坐了半日，方纔回過來。慌的金蓮連忙問道：“只怕你空心虛弱，且坐
著，吃些甚麼兒著，出去也不遲。”一面使秋菊：“後邊取粥來與你爹
吃。”那秋菊走到後邊廚下，問雪娥：“熬的粥怎麼了？爹如此這般，
今早起來害了頭暈，跌了一交，如今要吃粥哩。”不想被月娘聽見，叫
了秋菊，問其端的。秋菊悉把西門慶梳頭，頭暈跌倒之事，告訴一
遍。月娘不聽便了，聽了魂飛天外，魄散九霄，一面分付雪娥快熬
粥，一面走來金蓮房中看視。見西門慶坐在椅子上，問道：“你今日怎

45. 的頭暈？”西門慶道：“我不知怎的，剛纔就頭暈起來。”金蓮道：“早
時我和春梅要跟前扶住了，不然好輕身子兒，這一交和你善哩！”月娘
道：“敢是你昨日來家晚了，酒多了頭沉。”金蓮道： “昨日往誰家吃
酒？那咱晚才來。”月娘道：“他昨日和他二舅在鋪子里吃酒來。”不一
時，雪娥熬了粥，教春梅拿著，打發西門慶吃。那西門慶拿起粥來，
只吃了半甌兒，懶待吃，就放下了。月娘道：“你心裡覺怎的？”西門
慶道：“我不怎麼，只是身子虛飄飄的，懶待動旦。”月娘道：“你今日
不往衙門中去罷。”西門慶道：“我不去了。消一回，我往前邊看著姐
夫寫貼兒，十五日請周菊軒、荊南崗、何大人眾官客吃酒。”月娘
道：“你今日還沒吃藥，取奶來把那藥再吃上一服。是你連日著辛苦忙
碌了。”一面教春梅問如意兒擠了奶來，用盞兒盛著，教西門慶吃了
藥，起身往前邊去。春梅扶著，剛走到花園角門首，覺眼便黑了，身
子晃晃蕩盪，做不的主兒，只要倒。春梅又扶回來了。月娘道：“依我
且歇兩日兒，請人也罷了，那裡在乎這一時。且在屋裡將息兩日兒，
不出去罷。”因說：“你心裡要吃甚麼，我往後邊做來與你吃。”西門慶
道：“我心裡不想吃。 ”
月娘到後邊，從新又審問金蓮：“他昨日來家醉不醉？再沒曾吃酒？
與你行甚麼事？”金蓮聽了，恨不的生出幾個口來，說一千個沒
有：“姐姐，你沒的說，他那咱晚來了，醉的行禮兒也沒顧的，還問我
要燒酒吃，教我拿茶當酒與他吃，只說沒了酒，好好打發他睡了。自
從姐姐那等說了，誰和他有甚事來，倒沒的羞人子剌剌的。倒只怕別
處外邊有了事來，俺每不知道。若說家裡，可是沒絲毫事兒。”月娘和
玉樓都坐在一處，一面叫了玳安、琴童兩個到跟前審問他：“你爹昨日
在那裡吃酒來？你實說便罷，不然有一差二錯，就在你這兩個囚根子
身上。”那玳安咬定牙，只說獅子街和二舅、賁四吃酒，再沒往那裡
去。落後叫將吳二舅來，問他，二舅道：“姐夫只陪俺每吃了沒多大回
酒，就起身往別處去了。”這吳月娘聽了，心中大怒，待二舅去了，把
玳安、琴童儘力數罵了一遍，要打他二人。二人慌了，方纔說出：“昨
日在韓道國老婆家吃酒來。”那潘金蓮得不的一聲就來了，說道：“姐
姐剛纔就埋怨起俺每來，正是冤殺旁人笑殺賊。俺每人人有面，樹樹

46. 有皮，姐姐那等說來，莫不俺每成日把這件事放在頭裡？”又道：“姐
姐，你再問這兩個囚根子，前日你往何千戶家吃酒，他爹也是那咱時
分才來，不知在誰家來。誰家一個拜年，拜到那咱晚！”玳安又恐怕琴
童說出來，隱瞞不住，遂把私通林太太之事，備說一遍。月娘方纔信
了，說道：“嗔道教我拿貼兒請他，我還說人生面不熟，他不肯來，怎
知和他有連手。我說恁大年紀，描眉畫鬢，搽的那臉倒像膩抹兒抹的
一般，乾凈是個老浪貨！”玉樓道：“姐姐，沒見一個兒子也長恁大人
兒，娘母還乾這個營生。忍不住，嫁了個漢子，也休要出這個醜。”金
蓮道：“那老淫婦有甚麼廉恥！”月娘道：“我只說他決不來，誰想他浪
（扌扉）著來了。”金蓮道：“這個，姐姐才顯出個皂白來了！像韓道
國家這個淫婦，姐姐還嗔我罵他！乾凈一家子都養漢，是個明王八，
把個王八花子也裁派將來，早晚好做勾使鬼。”月娘道： “王三官兒
娘，你還罵他老淫婦，他說你從小兒在他家使喚來。”那金蓮不聽便
罷，聽了把臉掣耳朵帶脖子都紅了，便罵道：“汗邪了那賊老淫婦！我
平日在他家做甚麼？還是我姨娘在他家緊隔壁住，他家有個花園，俺
每小時在俺姨娘家住，常過去和他家伴姑兒耍子，就說我在他家來，
我認的他是誰？也是個張眼露睛的老淫婦！”月娘道：“你看那嘴頭
子！人和你說話，你罵他。 ”那金蓮一聲兒就不言語了。
月娘主張叫雪娥做了些水角兒，拿了前邊與西門慶吃。正走到儀門
首，只見平安兒徑直往花園中走。被月娘叫住問道：“你做甚麼？”平
安兒道：“李銘叫了四個唱的，十五日擺酒，因來回話。問擺的成擺不
成。我說未發貼兒哩。他不信，教我進來稟爹。”月娘罵道：“怪賊奴
才，還擺甚麼酒，問甚麼，還不回那王八去哩，還來稟爹娘哩。”把平
安兒罵的往外金命水命去了。月娘走到金蓮房中，看著西門慶只吃了
三四個水角兒，就不吃了。因說道：“李銘來回唱的，教我回倒他，改
日子了，他去了。 ”西門慶點頭兒。
西門慶只望一兩日好些出來，誰知過了一夜，到次日，內邊虛陽腫
脹，不便處發出紅瘰來，連腎囊都腫得明滴溜如茄子大。但溺尿，尿
管中猶如刀子犁的一般。溺一遭，疼一遭。外邊排軍、伴當備下馬伺

47. 候，還等西門慶往衙門裡大發放，不想又添出這樣癥候來。月娘
道：“你依我拿貼兒回了何大人，在家調理兩日兒，不去罷。你身子恁
虛弱，趁早使小廝請了任醫官，教瞧瞧。你吃他兩貼藥過來。休要只
顧耽著，不是事。你偌大的身量，兩日通沒大好吃甚麼兒，如何禁
的？”那西門慶只是不肯吐口兒請太醫，只說：“我不妨事，過兩日好
了，我還出去。”雖故差人拿貼兒送假牌往衙門裡去，在床上睡著，只
是急躁，沒好氣。西門慶只望一兩日好些出來，誰知過了一夜，到次
日，內邊虛陽腫脹，不便處發出紅瘰來，連腎囊都腫得明滴溜如茄子
大。但溺尿，尿管中猶如刀子犁的一般。溺一遭，疼一遭。外邊排
軍、伴當備下馬伺候，還等西門慶往衙門裡大發放，不想又添出這樣
癥候來。月娘道：“你依我拿貼兒回了何大人，在家調理兩日兒，不去
罷。你身子恁虛弱，趁早使小廝請了任醫官，教瞧瞧。你吃他兩貼藥
過來。休要只顧耽著，不是事。你偌大的身量，兩日通沒大好吃甚麼
兒，如何禁的？”那西門慶只是不肯吐口兒請太醫，只說：“我不妨
事，過兩日好了，我還出去。”雖故差人拿貼兒送假牌往衙門裡去，在
床上睡著，只是急躁，沒好氣。
應伯爵打聽得知，走來看他。西門慶請至金蓮房中坐的。伯爵聲喏
道：“前日打攪哥，不知哥心中不好，嗔道花大舅那裡不去。”西門慶
道：“我心中若好時，也去了。不知怎的懶待動旦。”伯爵道：“哥，你
如今心內怎樣的？”西門慶道：“不怎的，只是有些頭暈，起來身子
軟，走不的。”伯爵道：“我見你面容發紅色，只怕是火。教人看來不
曾？”西門慶道：“房下說請任後溪來看我，我說又沒甚大病，怎好請
他的。”伯爵道：“哥，你這個就差了，還請他來看看，怎的說。吃兩
貼藥，散開這火就好了。春氣起，人都是這等痰火舉發舉發。昨日李
銘撞見我，說你使他叫唱的，今日請人擺酒，說你心中不好，改了日
子。把我唬了一跳，我今日才來看哥。”西門慶道：“我今日連衙門中
拜牌也沒去，送假牌去了。”伯爵道：“可知去不的，大調理兩日兒出
門。”吃畢茶道：“我去罷，再來看哥。李桂姐會了吳銀兒，也要來看
你哩。”西門慶道：“你吃了飯去。”伯爵道：“我一些不吃。”揚長出去
了。

48. 西門慶於是使琴童往門外請了任醫官來，進房中診了脈，說道：“老
先生此貴恙，乃虛火上炎，腎水下竭，不能既濟，此乃是脫陽之症。
須是補其陰虛，方纔好得。”說畢，作辭起身去了。一面封了五錢銀
子，討將藥來，吃了。止住了頭暈，身子依舊還軟，起不來。下邊腎
囊越發腫痛，溺尿甚難。西門慶於是使琴童往門外請了任醫官來，進
房中診了脈，說道：“老先生此貴恙，乃虛火上炎，腎水下竭，不能既
濟，此乃是脫陽之症。須是補其陰虛，方纔好得。”說畢，作辭起身去
了。一面封了五錢銀子，討將藥來，吃了。止住了頭暈，身子依舊還
軟，起不來。下邊腎囊越發腫痛，溺尿甚難。
到後晌時分，李桂姐、吳銀兒坐轎子來看。每人兩個盒子，進房與
西門慶磕頭，說道：“爹怎的心裡不自在？”西門慶道：“你姐兒兩個自
恁來看看便了，如何又費心買禮兒。”因說道：“我今年不知怎的，痰
火發的重些。”桂姐道：“還是爹這節間酒吃的多了，清潔他兩日兒，
就好了。”坐了一回，走到李瓶兒那邊屋裡，與月娘眾人見節。請到後
邊，擺茶畢，又走來到前邊，陪西門慶坐的說話兒。只見伯爵又陪了
謝希大、常峙節來望。西門慶教玉簫搊扶他起來坐的，留他三人在房
內，放桌兒吃酒。謝希大道：“哥，用了些粥不曾？”玉簫把頭扭著不
答應。西門慶道：“我還沒吃粥，咽不下去。”希大道：“拿粥，等俺每
陪哥吃些粥兒還好。”不一時，拿將粥來。西門慶拿起粥來，只扒了半
盞兒，就吃不下了。月娘和李桂姐、吳銀兒都在李瓶兒那邊坐的。伯
爵問道：“李桂姐與銀姐來了，怎的不見？”西門慶道：“在那邊坐
的。”伯爵因令來安兒：“你請過來，唱一套兒與你爹聽。”吳月娘恐西
門慶不耐煩，攔著，只說吃酒哩，不教過來。眾人吃了一回酒，說
道： “哥，你陪著俺每坐，只怕勞碌著你。俺每去了，你自在側側兒
罷。”西門慶道： “起動列位掛心。 ”三人於是作辭去了。
應伯爵走出小院門，叫玳安過來分付：“你對你大娘說，應二爹說
來，你爹面上變色，有些滯氣，不好，早尋人看他。大街上胡太醫最
治的好痰火，何不使人請他看看，休要耽遲了。”玳安不敢怠慢，走來
告訴月娘。月娘慌進房來，對西門慶說：“方纔應二哥對小廝說，大街

49. 上胡太醫看的痰火好，你何不請他來看看你？”西門慶道：“胡太醫前
番看李大姐不濟，又請他？”月娘道：“藥醫不死病，佛度有緣人。看
他不濟，只怕你有緣，吃了他的藥兒好了是的。”西門慶道：“也罷，
你請他去。”不一時，使棋童兒請了胡太醫來。適有吳大舅來看，陪他
到房中看了脈。對吳大舅、陳敬濟說：“老爹是個下部蘊毒，若久而不
治，卒成溺血之疾。乃是忍便行房。”又卦了五星藥金，討將藥來吃下
去，如石沉大海一般，反溺不出來。月娘慌了，打發桂姐、吳銀兒去
了，又請何老人兒子何春泉來看。又說：“是癃閉便毒，一團膀胱邪
火，趕到這下邊來。四肢經絡中，又有濕痰流聚，以致心腎不交。”封
了五錢藥金，討將藥來，越發弄的虛陽舉發，麈柄如鐵，晝夜不倒。
潘金蓮晚夕不管好歹，還騎在他身上，倒澆蠟燭掇弄，死而複蘇者數
次。
到次日，何千戶要來望，先使人來說。月娘便對西門慶道：“何大人
要來看你，我扶你往後邊去罷，這邊隔二騙三，不是個待人的。”那西
門慶點頭兒。於是月娘替他穿上暖衣，和金蓮肩搭搊扶著，方離了金
蓮房，往後邊上房，鋪下被褥高枕，安頓他在明間炕上坐的。房中收
拾乾凈，焚下香。不一時，何千戶來到，陳敬濟請他到於後邊卧房，
看見西門慶坐在病榻上，說道：“長官，我不敢作揖。”因問：“貴恙覺
好些？”西門慶告訴：“上邊火倒退下了，只是下邊腫毒，當不的。”何
千戶道：“此系便毒。我學生有一相識，在東昌府探親，昨日新到舍
下，乃是山西汾州人氏，姓劉號桔齋，年半百，極看的好瘡毒。我就
使人請他來看看長官貴恙。” 西門慶道：“多承長官費心，我這裡就差
人請去。”何千戶吃畢茶，說道：“長官，你耐煩保重。衙門中事，我
每日委答應的遞事件與你，不消掛意。”西門慶舉手道：“只是有勞長
官了。”作辭出門。西門慶這裡隨即差玳安拿貼兒，同何家人請了這劉
桔齋來。看了脈，並不便處，連忙上了藥，又封一貼煎藥來。西門慶
答賀了一匹杭州絹，一兩銀子。吃了他頭一盞藥，還不見動靜。
那日不想鄭月兒送了一盒鴿子雛兒，一盒果餅頂皮酥，坐轎子來
看。進門與西門慶磕頭，說道：“不知道爹不好，桂姐和銀姐好人兒，

50. 不對我說聲兒，兩個就先來了。看的爹遲了，休怪。”西門慶道：“不
遲，又起動你費心，又買禮來。”愛月兒笑道：“甚麼大禮，惶恐。”因
說：“爹清減的恁樣的，每日飲饌也用些兒？” 月娘道：“用的倒好了，
吃不多兒。今日早辰，只吃了些粥湯兒，剛纔太醫看了去了。”愛月兒
道：“娘，你分付姐把鴿子雛兒頓爛一個兒來，等我勸爹進些粥兒。你
老人家不吃，恁偌大身量，一家子金山也似靠著你，卻怎麼樣兒
的。”月娘道：“他只害心口內攔著，吃不下去。”愛月兒道：“爹，你
依我說，把這飲撰兒就懶待吃，須也強吃些兒，怕怎的？人無根本，
水食為命。終須用些兒。不然，越發淘淥的身子空虛了。”不一時，頓
爛了鴿子雛兒，小玉拿粥上來，十香甜醬瓜茄，粳粟米粥兒。這鄭月
兒跳上炕去，用盞兒托著，跪在西門慶身邊，一口口喂他。強打著精
神，只吃了上半盞兒。揀兩箸兒鴿子雛兒在口內，就搖頭兒不吃了。
愛月兒道：“一來也是藥，二來還虧我勸爹，卻怎的也進了些飲饌
兒！”玉簫道：“爹每常也吃，不似今日月姐來，勸著吃的多些。”月娘
一面擺茶與愛月兒吃，臨晚管待酒饌，與了他五錢銀子，打發他家
去。愛月兒臨出門，又與西門慶磕頭，說道：“爹，你耐煩將息兩日
兒，我再來看你。 ”
比及到晚夕，西門慶又吃了劉桔齋第二貼藥，遍身疼痛，叫了一
夜。到五更時分，那不便處腎囊脹破了，流了一灘鮮血，龜頭上又生
出疳瘡來，流黃水不止。西門慶不覺昏迷過去。月娘眾人慌了，都守
著看視，見吃藥不效，一面請了劉婆子，在前邊捲棚內與西門慶點人
燈挑神，一面又使小廝往周守備家內訪問吳神仙在那裡，請他來看，
因他原相西門慶今年有嘔血流膿之災，骨瘦形衰之病。賁四說：“也不
消問周老爹宅內去，如今吳神仙見在門外土地廟前，出著個卦肆兒，
又行醫，又賣卦。人請他，不爭利物，就去看治。”月娘連忙就使琴童
把這吳神仙請將來。進房看了西門慶不似往時，形容消減，病體懨
懨，勒著手帕，在於卧榻。先診了脈息，說道：“官人乃是酒色過度，
腎水竭虛，太極邪火聚於欲海，病在膏肓，難以治療。吾有詩八句，
說與你聽。只因他：

51. 　　醉飽行房戀女娥，精神血脈暗消磨。遺精溺血與白濁，燈盡
油乾腎水枯。 　　當時只恨歡娛少，今日翻為疾病多。玉山自倒非
人力，總是盧醫怎奈何！ ”
月娘見他說治不的了，道：“既下藥不好，先生看他命運如何？”吳
神仙掐指尋紋，打算西門慶八字，說道：“屬虎的，丙寅年，戊申月，
壬午日，丙辰時。今年戊戌，流年三十三年，算命，見行癸亥運。雖
然是火土傷官，今年戊土來克壬水。正月又是戊寅月，三戊沖辰，怎
麼當的？雖發財發福，難保壽源。有四句斷語不好。說道：
　　命犯災星必主低，身輕煞重有災危。時日若逢真太歲，就是神
仙也皺眉。
月娘道：“命不好，請問先生還有解麽？”神仙道：“白虎當頭，喪門
坐命，神仙也無解，太歲也難推。造物已定，神鬼莫移。”月娘只得拿
了一匹布，謝了神仙，打發出門。月娘見求神問卜皆有凶無吉，心中
慌了。到晚夕，天井內焚香，對天發願，許下“兒夫好了，要往泰安州
頂上與娘娘進香掛袍三年”。孟玉樓又許下逢七拜鬥，獨金蓮與李嬌兒
不許願心。
西門慶自覺身體沉重，要便發昏過去，眼前看見花子虛、武大在他
跟前站立，問他討債，又不肯告人說，只教人廝守著他。見月娘不在
跟前，一手拉著潘金蓮，心中舍他不的，滿眼落淚，說道：“我的冤
家，我死後，你姐妹們好好守著我的靈，休要失散了。”那金蓮亦悲不
自勝，說道：“我的哥哥，只怕人不肯容我。”西門慶道：“等他來，等
我和他說。”不一時，吳月娘進來，見他二人哭的眼紅紅的，便
道：“我的哥哥，你有甚話，對奴說幾句兒，也是我和你做夫妻一
場。”西門慶聽了，不覺哽咽哭不出聲來，說道：“我覺自家好生不
濟，有兩句遺言和你說：我死後，你若生下一男半女，你姊妹好好待
著，一處居住，休要失散了，惹人家笑話。”指著金蓮說：“六兒從前
的事，你耽待他罷。”說畢，那月娘不覺桃花臉上滾下珍珠來，放聲大

52. 哭，悲慟不止。西門慶囑付了吳月娘，又把陳敬濟叫到跟前，說
道：“姐夫，我養兒靠兒，無兒靠婿。姐夫就是我的親兒一般。我若有
些山高水低，你發送了我入土。好歹一家一計，幫扶著你娘兒每過日
子，休要教人笑話。” 又分付：“我死後，段子鋪里五萬銀子本錢，有
你喬親家爹那邊，多少本利都找與他。教傅伙計把貸賣一宗交一宗，
休要開了。賁四絨線鋪，本銀六千五百兩，吳二舅綢絨鋪是五千兩，
都賣盡了貨物，收了來家。又李三討了批來，也不消做了，教你應二
叔拿了別人家做去罷。李三、黃四身上還欠五百兩本錢，一百五十兩
利錢未算，討來發送我。你只和傅伙計守著家門這兩個鋪子罷。印子
鋪占用銀二萬兩，生藥鋪五千兩，韓伙計、來保松江船上四千兩。開
了河，你早起身，往下邊接船去。接了來家，賣了銀子併進來，你娘
兒每盤纏。前邊劉學官還少我二百兩，華主簿少我五十兩，門外徐四
鋪內，還欠我本利三百四十兩，都有合同見在，上緊使人摧去。到日
後，對門並獅子街兩處房子都賣了罷，只怕你娘兒們顧攬不過來。”說
畢，哽哽咽咽的哭了。陳敬濟道：“爹囑咐，兒子都知道了。”不一
時，傅伙計、甘伙計、吳二舅、賁四、崔本都進來看視問安。西門慶
一一都分付了一遍。眾人都道：“你老人家寬心，不妨事。”一日來問
安看者，也有許多。見西門慶不好的沉重，皆嗟嘆而去。
過了兩日，月娘痴心，只指望西門慶還好，誰知天數造定，三十三
歲而去。到於正月二十一日，五更時分，相火燒身，變出風來，聲若
牛吼一般，喘息了半夜。挨到巳牌時分，嗚呼哀哉，斷氣身亡。正
是：三寸氣在千般用，一旦無常萬事休。古人有幾句格言，說得好：
　　為人多積善，不可多積財。積善成好人，積財惹禍胎。
　　石崇當日富，難免殺身災。鄧通饑餓死，錢山何用哉！ 　　今
人非古比，心地不明白。只說積財好，反笑積善呆。 　　多少有錢
者，臨了沒棺材。
原來西門慶一倒頭，棺材尚未曾預備。慌的吳月娘叫了吳二舅與賁
四到跟前，開了箱子拿四四錠元寶，教他兩個看材板去。剛纔打發去

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