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1
CHAPTER 7
Design for Quality and Product Excellence
Teaching Notes
The precise manner in which a person or team approaches product design, solving problems to
achieve product excellence, or developing product reliability is not as critical as doing it in a
systematic fashion. Students have been exposed to process management and improvement in
Chapter 7, but they may still have some difficulty in understanding how measurement
(metrology) and Six Sigma projects can be used at the design stage to make frequent, but gradual
changes as an approach to process improvement.
Key objectives for this chapter should include:
• To explore the typical structured product development process consisting of idea
generation, preliminary concept development, product/process development, full-scale
production, product introduction, and market evaluation.
• To learn that concurrent, or simultaneous, engineering is an effective approach for
managing the product development process by using multi-functional teams to help
remove organizational barriers between departments and therefore reduce product
development time. Design reviews help to facility product development by stimulating
discussion, raising questions, and generating new ideas
• To introduce the concept of Design for Six Sigma (DFSS) consisting of a set of tools and
methodologies used in the product development process to ensure that goods and services
meet customer needs and achieve performance objectives, and that the processes used to
make and deliver them achieve Six Sigma capability. DFSS consists of four principal
activities of: Concept development, Design development, Design optimization, and
Design verification. These activities are often incorporated into a variation of the
DMAIC process, known as DMADV, which stands for Define, Measure, Analyze,
Design, and Verify.
• To define concept development as the process of applying scientific, engineering, and
business knowledge to produce a basic functional design that meets both customer needs
and manufacturing or service delivery requirements. This involves developing creative
ideas, evaluating them, and selecting the best concept.

Design for Quality and Product Excellence 2
• To appreciate the concepts of innovation and creativity. Innovation involves the
adoption of an idea, process, technology, product, or business model that is either new or
new to its proposed application. Creativity is seeing things in new or novel ways. Many
creativity tools are designed to help change the context in which one views a problem or
opportunity, thereby leading to fresh perspectives.
• To explore Quality Function Deployment (QFD) -- a planning process to guide the
design, manufacturing, and marketing of goods by integrating the voice of the customer
throughout the organization. A set of matrices, often called the House of Quality, is used
to relate the voice of the customer to a product’s technical requirements, component
requirements, process control plans, and manufacturing operations.
• To investigate manufacturing specifications, consisting of nominal dimensions and
tolerances. Nominal refers to the ideal dimension or the target value that manufacturing
seeks to meet; tolerance is the permissible variation, recognizing the difficulty of
meeting a target consistently.
• Tolerance design involves determining the permissible variation in a dimension. A
scientific approach to tolerance design uses the Taguchi loss function. Taguchi assumes
that losses can be approximated by a quadratic function so that larger deviations from
target correspond to increasingly larger losses. For the case in which a specific target
value, T, is determined to produce the optimum performance, and in which quality
deteriorates as the actual value moves away from the target on either side (called
“nominal is best”), the loss function is represented by L(x) = k(x - T)2
.
• To study the dimensions of reliability—the ability of a product to perform as expected
over time. Formally, reliability is defined as the probability that a product, piece of
equipment, or system performs its intended function for a stated period of time under
specified operating conditions. In practice, the number of failures per unit time
determines reliability during the duration under consideration (called the failure rate),
look at functional failure at the start of product life (The early failure period is
sometimes called the infant mortality period), reliability failure after some period of
use.
• To understand why reliability is often modeled using an exponential probability
distribution and use the reliability function, specifying the probability of survival, which
is: R(T) = 1 – e-T
.
• To explore systems composed of individual components with known reliabilities,
configured in series, in parallel, or in some mixed combination, and how it ties into
various aspects of design, including optimization, tolerance design, and design
verification.
• To learn that design optimization includes setting proper tolerances to ensure maximum
product performance and making designs robust; a scientific approach to tolerance
design uses the Taguchi loss function. Techniques for design verification include

formal reliability evaluation, using techniques such as accelerated life testing and burn-
in.
• To examine the characteristics of Design Failure Mode And Effects Analysis
(DFMEA) -- a methodology to identify all the ways in which a failure can occur, to
estimate the effect and seriousness of the failure, and to recommend corrective design
actions.
• Fault Tree Analysis (FTA), sometimes called cause and effect tree analysis, is a
method to describe combinations of conditions or events that can lead to a failure. In
effect, it is a way to drill down and identify causes associated with failures and is a good
complement to DFMEA.
• To investigate good product design, which anticipates issues related to cost,
manufacturability, and quality. Improvements in cost and quality often result from
simplifying designs, and employing techniques such as design for manufacturability
(DFM) – the process of designing a product for efficient production at the highest level
of quality.
• To study social responsibilities in the design process including product safety and
environmental concerns, which have made Design for Environment (DfE) and design
for disassembly important features of products, because they permit easy removal of
components for recycling or repair, eliminate other environmental hazards, and makes
repair more affordable.
• To explore Design for Excellence (DFX), an emerging concept that includes many
design-related initiatives such as concurrent engineering, design for manufacturability
design for assembly, design for environment and other “design for” approaches. DFX
objectives include higher functional performance, physical performance, user
friendliness, reliability and durability, maintainability and serviceability, safety,
compatibility and upgradeability, environmental friendliness, and psychological
characteristics.
• To introduce concept engineering (CE) -- a focused process for discovering customer
requirements and using them to select superior product or service concepts that meet
those requirements.
• To appreciate that the purpose of a design review is to stimulate discussion, raise
questions, and generate new ideas and solutions to help designers anticipate problems
before they occur.
• To understand techniques for design verification including formal reliability evaluation.
These include accelerated life testing, which involves overstressing components to
reduce the time to failure and find weaknesses; and burn-in, or component stress testing,
which involves exposing integrated circuits to elevated temperatures in order to force
latent defects to occur.

• To appreciate that Six Sigma performance depends on reliable measurement systems.
Common types of measuring instruments used in manufacturing today fall into two
categories: “low-technology” and “high-technology.” Low-technology instruments are
primarily manual devices that have been available for many years; high-technology
describes those that depend on modern electronics, microprocessors, lasers, or advanced
optics.
ANSWERS TO QUALITY IN PRACTICE KEY ISSUES
Testing Audio Components at Shure, Inc.
1. The general definition of reliability as: the probability that a product, piece of equipment,
or system performs its intended function for a stated period of time under specified
operating conditions, is thoroughly tested by Shure. Tests are tailored to various market
segments, according to the type of use (or abuse) the equipment is likely to incur. For the
consumer market, Shure uses the cartridge drop and scrape test, which is particularly
important to test for, in the light of how “scratch” DJ’s use the equipment. For
presentation and installation audio systems, they use the microphone drop test and
perspiration test. For mobile communications, the two above tests, temperature, and cable
and cable assembly flex tests are applicable. For the performance audio, the microphone
drop test, perspiration test, sequential shipping, cable and cable assembly flex, and
temperature storage would all be appropriate. The purpose of the tests is to simulate
actual operating conditions so that the products can sustain accidents and rough handling
and perform effectively over a useful life. Quality characteristics that are studied are
achieved reliability and performance.
2. For the microphone drop test, the measures are probably variable measures of sound and
response levels, within an acceptable range. Thus, standard variables control charts may
be used. For the perspiration test, it may be that a p-chart or u-chart is used for attribute
measures. The cable and cable assembly flex test might use a p-chart to measure the
percentage of cables tested that failed due to rocking motions or twisting motions. The
sequential shipping tests would probably show varying proportions of failures due to
dropping, vibration, and rough handling. These might be sorted out using a Pareto chart.
Then efforts could be made to improve the most frequently occurring causes. The
cartridge drop and scrape test could also use p- or np-charts (see Chapter 13) to show
results per sample of 100 repetitions of the test. The temperature tests would most likely
use standard variables charts to measure whether test performance was within control
limits, or not.
Applying QFD in a Managed Care Organization
1. Although this example of QFD involved the design of a tangible items, it is more difficult
to implement in a service context, as opposed to a pure manufacturing context, because

both customer requirements and technical requirements are harder to quantify and assess
that with tangible products.
2. The detailed calculations in the Importance of the hows row and Percentage of
importance of the hows row used to arrive at these figures can be shown and verified on
the spreadsheet labelled QIP-QFD Healthcare.xlsx. Note that some discrepancies
involving incorrect multiplication, were found in part of the QFD “House of Quality.”

Direction of Rate of Co. Rate of Absol. % Font Use of Gloss. Q&A Tbl. of Lang.
Improvement Import. Now Plan Improv. Wgt. Improve size Update Photos colors Terms Sect. Contnt. Frindly.
Ease-use 4.5 3.2 4.5 1.4 6.3 25.2% 3 1 3 3 9 3 9 3
Accuracy 5.0 3.1 4.6 1.5 7.4 29.5% 9 1 3 1
Timeliness 3.2 3.8 3.8 1.0 3.2 12.7% 9 1
Clarity 3.8 2.6 3.9 1.5 5.7 22.7% 1 1 3 1 9 3 1 3
Conciseness 2.5 4.1 4.1 1.0 2.5 9.9% 1 1
Import. of hows 108.1 427.9 153.4 98.2 460.0 244.7 249.1 173.0
% of Import. of hows 5.65% 22.35% 8.01% 5.13% 24.03% 12.78% 13.01% 9.04%
The numbers in the original table were verified by the calculations shown above (some columns of the original table were rearranged for convenience
of calculation). The rates of improvement, absolute weights, and percent improvements, based on the given values for “rate of importance” and
“company now” and “plan” were validated. As in the original table, the “importance of hows” and “percent of importance of hows” turned out to be
accurately calculated. Specific factors shown as the most important were “glossary terms” and “updates.”

3. The lessons that can be learned and applied to other service organizations that seek to
design or redesign their products and services include the facts that QFD provides for a
systematic approach to linking the “voice of the customer” to operational requirements.
By doing so, operating efficiencies can be realized and customer satisfaction can be
enhanced. In addition, employee satisfaction often can be improved, as well, as found in
the case. It must be recognized that time and effort is involved in gathering, sorting, and
analyzing the characteristics and factors. Also, there is subjectivity in applying ratings
and weights to variables. Hence, the results are not easy to predict and guarantees are
limited.
ANSWERS TO REVIEW QUESTIONS
1. Product design and development consists of six steps:
• Idea Generation. New or redesigned product ideas should incorporate customer
needs and expectations.
• Preliminary Concept Development. In this phase, new ideas are studied for
feasibility.
• Product/Process Development. If an idea survives the concept stage, the actual
design process begins by evaluating design alternatives and determining
engineering specifications for all materials, components, and parts. This phase
usually includes prototype testing, design reviews, and development, testing, and
standardization of the manufacturing processes
• Full-Scale Production. If no serious problems are found, the company releases the
product to manufacturing or service delivery teams.
• Market Introduction. The product is distributed to customers.
• Market Evaluation. An ongoing product development process that relies on
market evaluation and customer feedback to initiate continuous improvements.
2. Competitive pressures are forcing companies to reduce time to market, which means that
the time for product development is also squeezed. The problems incurred in speeding up
the process are well known. If done too hastily, the result will be the need to revise or
scrap the design, cost increases or project over-runs, difficulty in manufacturing the
product, early product failure in the field, customer dissatisfaction, and/or lawsuits due to
product liability. One of them most significant impediments to rapid design is poor intra-
organizational coordination. Reducing time to market can only be accomplished by
process simplification, eliminating design changes, and improving product
manufacturability. This requires involvement and cooperation of many functional groups
to identify and solve design problems in order to reduce product development and
introduction time.
3. Concurrent engineering is a process in which all major functions involved with bringing a
product to market are continuously involved with product development from conception
through sales. Such an approach not only helps achieve trouble-free introduction of
products and services, but also results in improved quality, lower costs, and shorter
product development cycles. Concurrent engineering involves multifunctional teams,
usually consisting of 4 to 20 members and including every specialty in the company. The

functions of such teams are to perform and coordinate the activities in the product
development process simultaneously, rather than sequentially. Companies exploit
concurrent engineering to achieve a competitive advantage. Typical benefits include 30 to
70 percent less development time, 65 to 90 percent fewer engineering changes, 20 to 90
percent less time to market, 200 to 600 percent improvement in quality, 20 to 110 percent
improvement in white collar productivity, and 20 to 120 percent higher return on assets.
4. Design for Six Sigma (DFSS) uses a set of tools and methodologies in the product
development process to ensure that goods and services will meet customer needs and
achieve performance objectives, and that the processes used to make and deliver them
achieve Six Sigma capability. DFSS consists of four principal activities:
• Concept development, in which product functionality is determined based upon
customer requirements, technological capabilities, and economic realities;
• Design development, which focuses on product and process performance issues
necessary to fulfill the product and service requirements in manufacturing or delivery;
• Design optimization, which seeks to minimize the impact of variation in production
and use, creating a “robust” design; and
• Design verification, which ensures that the capability of the production system meets
the appropriate sigma level
5. Concept development is the process of applying scientific, engineering, and business
knowledge to produce a basic functional design that meets both customer needs and
manufacturing or service delivery requirements. Developing new concepts requires
innovation and creativity.
Innovation involves the adoption of an idea, process, technology, product, or business
model that is either new or new to its proposed application. The outcome of innovation is
a discontinuous or breakthrough change and results in new and unique goods and services
that delight customers and create competitive advantage.
Innovations can be classified as:
1. An entirely new category of product; for example the iPod
2. First of its type on the market in a product category already in existence; for
example, the DVD player.
3. A significant improvement in existing technology, such as the blu-ray player
4. A modest improvement to an existing product, such as the latest iPad.
Creativity is seeing things in new or novel ways. In Japanese, the word creativity
has a literal translation as “dangerous opportunity.” Many creativity tools, such as
brainstorming and Brainwriting—a written form of brainstorming, are designed to
help change the context in which one views a problem or opportunity, thereby
leading to fresh perspectives. A creativity tool that finds extensive use in product
design is TRIZ, which is a Russian acronym for the Theory of Inventive Problem
Solving. TRIZ was developed by a Russian patent clerk who recognized that
concepts of inventive problem solving could be taught, in order to foster creative
problem solving.

Concept development is an important tool for assuring quality because it provides a
systematic process that leaves a strong audit trail back to the voice of the customer. This
makes it difficult to challenge the results of skeptics and convert them. The process also
helps to build consensus and gives design teams confidence in selling their concept to
management. However, it takes a lot of discipline and patience.
6. Conceptual designs must be translated into measurable technical requirements and,
subsequently, into detailed design specifications. Detailed design focuses on establishing
technical requirements and specifications, which represent the transition from a
designer’s concept to a producible design, while also ensuring that it can be produced
economically, efficiently, and with high quality.
7. QFD benefits companies through improved communication and teamwork between all
constituencies in the production process, such as between marketing and design, between
design and manufacturing, and between purchasing and suppliers. Product objectives are
better understood and interpreted during the production process. Use of QFD determines
the causes of customer dissatisfaction, making it a useful tool for competitive analysis of
product quality by top management. Productivity as well as quality improvements
generally follow QFD. QFD reduces the time for new product development. QFD allows
companies to simulate the effects of new design ideas and concepts. Companies can
reduce product development time and bring new products into the market sooner, thus
gaining competitive advantage.
8. In the QFD development process, a set of matrices is used to relate the voice of the
customer to a product’s technical requirements, component requirements, process control
plans, and manufacturing operations. The first matrix, called the House of Quality,
provides the basis for the QFD concept.
Building the House of Quality consists of six basic steps:
* Identify customer requirements.
* Identify technical requirements.
* Relate the customer requirements to the technical requirements.
* Conduct an evaluation of competing products or services
* Evaluate technical requirements and develop targets.
* Determine which technical requirements to deploy in the remainder of the
production/delivery process.
The first House of Quality in the QFD process provides marketing with an important tool
to understand customer needs and gives top management strategic direction. Three other
“houses of quality” are used to deploy the voice of the customer to (in a manufacturing
setting) component parts characteristics, process plans, and quality control. The second
house applies to subsystems and components. At this stage, target values representing the
best values for fit, function, and appearance are determined. In manufacturing, most of

the QFD activities represented by the first two houses of quality are performed by
product development and engineering functions.
In the last two stages, the planning activities involve supervisors and production line
operators. In the third house, the process plan relates the component characteristics to key
process operations, the transition from planning to execution. Key process operations are
the basis for a control point. A control point forms the basis for a quality control plan
delivering those critical characteristics that are crucial to achieving customer satisfaction.
This is specified in the last house of quality. These are the things that must be measured
and evaluated on a continuous basis to ensure that processes continue to meet the
important customer requirements defined in the first House of Quality.
9. Manufacturing specifications consist of nominal dimensions and tolerances. Nominal
refers to the ideal dimension or the target value that manufacturing seeks to meet;
tolerance is the permissible variation, recognizing the difficulty of meeting a target
consistently. Traditionally, tolerances are set by convention rather than scientifically. A
designer might use the tolerances specified on previous designs or base a design decision
on judgment from past experience. Setting inappropriate tolerances can be costly, since
tolerance settings often fail to account for the impact of variation on product
functionality, manufacturability, or economic consequences. The Taguchi loss function is
a scientific approach to tolerance design. Taguchi assumed that losses can be
approximated by a quadratic function so that larger deviations from target cause
increasingly larger losses.
10. The Taguchi loss function is a useful concept for process design. Taguchi suggests that
there is not strict cut-off point that divides good quality from poor quality. Rather, he
assumed that losses can be approximated by a quadratic function so that larger deviations
from target correspond to increasingly larger losses. For the case in which a specific
target value, T, is determined to produce the optimum performance, and in which quality
deteriorates as the actual value moves away from the target on either side (called
“nominal is best”), the loss function is represented by L(x) = k(x - T)2
where x is any
actual value of the quality characteristic and k is some constant. Thus, (x – T) represents
the deviation from the target, and the loss increases by the square of the deviation.
11. Reliability is the probability that a product, piece of equipment, or system performs its
intended function for a stated period of time under specified operating conditions. There are
four key components of this definition, including probability, time, performance, and
operating conditions. All of these have to be considered in a comprehensive definition of
reliability. Probability allows comparison of different products and systems, time allows us
to measure the length of life of the product, performance relates to the ability of the product
to do what it was designed to do, and operating conditions specify to amount of usage and
the environment in which the product is used.
12. A functional failure is one incurred at the start of the product's life due to defective
materials, components, or work on the product. A reliability failure is one that is incurred
after some period of use. For example, if a new TV set suffers a blown picture tube during

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the first week, it's a functional failure. There was obviously a defect in the manufacture of
the tube. If the vertical hold feature of the set goes out (perhaps 3 days after the 1 year
warranty is up), that is a reliability failure. It should reasonably be expected to last much
longer than one year, but it didn't.
13. Reliability engineers distinguish between inherent reliability, which is the predicted
reliability determined by the design of the product or process, and the achieved
reliability, which is the actual reliability observed during use. Achieved reliability can be
less than the inherent reliability due to the effects of the manufacturing process and the
conditions of use.
14. Failure rate is defined as the number of failures per unit of time during a specified time
period being considered. For example, if 15 MP-3 players were tested for 500 hours and
there were two failures of the units, the failure rate would be: 2 / (15 x 500) = 1 / 3750 or
0.000267.
15. The product life characteristics curve, is the so-called "bath-tub curve" because of its shape.
It is actually the failure rate curve, described above. Such curves can be used to understand
the distinctive failure rate patterns of various designs and products, over time.
16. The reliability function represents the probability that an item will not fail within a certain
period of time, T. It is directly related to the cumulative distribution function: F(T) =
1 - e-T
, that yields the probability of failures. Since F(T) is the probability of failure, the
reliability function, R(T) can be defined as the complement, e.g. probability of not failing:
R(T) = 1 - (1 - e-T
) = e-T
It can also be expressed using the mean time to failure (MTTF) value  as: R(T) = e-T/
17. The reliability of series, parallel, and series parallel is relatively easy to compute, given the
reliability of components in each system. For the series system, RS = R1R2R3. Thus
reliabilities are multiplicative.
For a parallel system, the relationships are a little more complex, since the units are designed
to use redundant components, so that if one unit fails the system can continue to operate.
The system reliability is computed as:
RS = 1 - [(1 - R1)(1 - R2)(1 - Rn)]
For series-parallel systems, the equivalent reliabilities of each parallel sub-system are
calculated, successively, until there are no more parallel sub-systems. The system is then
reduced to a serially equivalent system in which all component reliabilities can be
multiplied to get the final reliability value.
18. Robust design refers to designing goods and services that are insensitive to variation in
manufacturing processes and when consumers use them. Robust design is facilitated by

design of experiments to identify optimal levels for nominal dimensions and other tools
to minimize failures, reduce defects during the manufacturing process, facilitate assembly
and disassembly (for both the manufacturer and the customer), and improve reliability.
19. The purpose of Design Failure Mode and Effects Analysis (DFMEA) is to identify all the
ways in which a failure can occur, to estimate the effect and seriousness of the failure,
and to recommend corrective design actions. A DFMEA usually consists of specifying
the following information for each design element or function: Failure modes; effect of
the failure on the customer; severity, likelihood of occurrence, and detection rating;
potential causes of failure, and corrective actions or controls. A simple example of a
DFMEA for an ordinary household light socket is provided in the chapter.
20. Fault Tree Analysis (FTA), sometimes called cause and effect tree analysis, is a method
to describe combinations of conditions or events that can lead to a failure. In effect, it is
a way to drill down and identify causes associated with failures and is a good
complement to DFMEA. It is particularly useful for identifying failures that occur only
as a result of multiple events occurring simultaneously. In other words FTA is a tool for
carrying out the entire DFMEA process.
21. Product design can have a major impact on manufacturability. If careful thought and
planning is not done by the designer (or design team), the end product can end up being
difficult or impossible to build due to placement of components, methods for
attachments, “impossible” tolerances, difficulties in attaching or fastening components
and/or difficulties in getting the whole assembled “system” to work smoothly, even with
the highest quality components. In addition time, materials, and other resources may be
wasted unnecessarily due to a poor manufacturing design.
The concept of Design for Manufacturability (DFM) is the process of designing a product so
that it can be produced efficiently at the highest level of quality. Its goal is to improve
quality, increase productivity, reduce lead time (time to market, as well as manufacturing
time) and maintain flexibility to adapt to future market conditions.
22. Key design practices for high quality in manufacturing and assembly include: 1) analyze all
design requirements to assess proper dimensions and tolerances, 2) determine process , 3)
identify and evaluate possible manufacturing quality problems, 4) select manufacturing
processes that minimize technical risks, and 5) evaluate processes under actual
manufacturing conditions.
23. Social responsibilities in the design process include safety and environmental concerns,
which have made Design for Environment (DFE) and Design for Disassembly important
features of products. Legal and environmental issues are becoming critical in designing
products and services, today. Product safety and its consequences, product liability, should
be of primary concern because of the damage that hazardous designs can do to consumers of
the product. Also, liability lawsuits can do major damage to the financial health of an
organization, as well as its image and reputation in the marketplace. Records and

documentation relating to the design process are the best defense against liability lawsuits.
These would include records on prototype development, testing, and inspection results.
Environmental issues involve questions of whether “environmentally friendly” designs
(those that minimize damage to the environment in manufacture and product use) are being
developed, what impacts will the design of the product have on the environment when it is
scrapped, and how can consumers be given the most value for their money, while balancing
the other two issues? The above questions can often be addressed by considering it as a
“design for environment” concept (often combined with and “design for disassembly”).
What is the best design for repairability/recylability?
24. Design for Excellence (DFX) is an emerging concept that includes many design-related
initiatives such as concurrent engineering, design for manufacturability design for
assembly, design for environment and other “design for” approaches. DFX objectives
include higher functional performance, physical performance, user friendliness, reliability
and durability, maintainability and serviceability, safety, compatibility and
upgradeability, environmental friendliness, and psychological characteristics. DFX
represents a total approach to product development and design involves the following
activities:
• Constantly thinking in terms of how one can design or manufacture products better,
not just solving or preventing problems
• Focusing on “things done right” rather than “things gone wrong”
• Defining customer expectations and going beyond them, not just barely meeting them
or just matching the competition
• Optimizing desirable features or results, not just incorporating them
• Minimizing the overall cost without compromising quality of function
25. The purpose of a design review is to stimulate discussion, raise questions, and generate
new ideas and solutions to help designers anticipate problems before they occur. To
facilitate product development, a design review is generally conducted in three major
stages of the product development process: preliminary, intermediate, and final. The
preliminary design review establishes early communication between marketing,
engineering, manufacturing, and purchasing personnel and provides better coordination
of their activities. It usually involves higher levels of management and concentrates on
strategic issues in design that relate to customer requirements and thus the ultimate
quality of the product. The preliminary design review evaluates such issues as the
function of the product, conformance to customer’s needs, completeness of
specifications, manufacturing costs, and liability issues.
After the design is well established, an intermediate review takes place to study the
design in greater detail to identify potential problems and suggest corrective action.
Personnel at lower levels of the organization are more heavily involved at this stage.
Finally, just before release to production, a final review is held. Materials lists, drawings,
and other detailed design information are studied with the purpose of preventing costly
changes after production setup.

26. Methods of product testing for reliability include: life testing, accelerated life testing,
environmental testing and vibration and shock testing. In life and accelerated life testing the
product is tested until it fails. The latter speeds up the process by overstressing the item to
hasten its eventual failure. Environmental and shock tests are performed to determine the
product's ability to survive and operate under adverse conditions of heat, cold, or shock.
SOLUTIONS TO PROBLEMS
Note: Data sets for several problems in this chapter are available in the Excel workbook
C07Data on the Student Companion Site for this chapter accompanying this text. Click on the
appropriate worksheet tab as noted in the problem (e.g., Prob. 7-5) to access the data.
1. A hospital developed a design process consisting of the following steps: Plan, Design,
Measure, Assess, and Improve. Below is a list of specific activities that comprise these five
steps in random order. Place the activities in the most appropriate order within the correct
step of the design process.
Pilot or test design
Submit proposal
Define measures to assess design performance
Implement design
Identify potential solutions to reduce out of control conditions
Develop business plan
Disseminate improvements throughout the organization
Monitor process performance
Select the best solution to improve control
Identify out of control conditions
Propose new concept
Create design to meet requirements
Identify new improvement opportunities
Monitor the new process design
Implement the best solution to improve control
Verify proposal alignment with strategic objectives
Establish design team
Identify causes of out of control conditions
Analyze causes
Identify and validate customer requirements
Identify and evaluate best practices
Answer
1. Although the terms might vary slightly, the following model captures the stages of the
design process for the hospital:

2. Newfonia, Inc., is working on a design for a new smartphone. Marketing staff conducted
extensive surveys and focus groups with potential customers to determine the
characteristics that the customers want and expect in a smartphone. Newfonia’s studies
have identified the most important customer expectations as
• Initial cost
• Reliability
• Ease of use
• Features
• Operating cost
• Compactness
Develop a set of technical requirements to incorporate into the design of a House of
Quality relationship matrix to assess how well your requirements address these
expectations. Refine your design as necessary, based upon the initial assessment.
Answer
2. Analysis of customer responses for Newfonia’s proposed smartphone indicates the
likelihood of several strong relationships between customer requirements and associated
technical requirements of the design, such as value vs. price; features vs. compactness; and
ease of use vs. features. Operating costs may possibly be distantly related to initial cost and
features. Technical characteristics required to translate the “voice of the customer” into
operational or engineering terms might be measures of purchase cost, operating programs
(e.g., BranchOS, or other similar systems), number and type of features, weight, dimensions,
battery life, cost of replacement batteries, and peripherals.

Other documents randomly have
different content

“The islands you refer to are considerably to the north of my usual
course, and my duty to the owners of the vessel would not permit me to
vary my route for any private enterprise of my own.”
Guy’s countenance fell. He saw at once that the captain was right in his
statement, but it destroyed the faint hopes he had entertained that he might
secure his co-operation.
“I am afraid,” he said, despondently, “you don’t have any confidence in
the existence of the treasure.”
“I don’t say that, Guy. It may exist; but unless you have clear and
explicit directions, we might miss it even if we should go especially in
search of it.”
“But I have a description of the island,” urged Guy.
“Suppose you give me an idea of it.”
“It is well wooded to within a mile of the shore; toward the center there
is a hill, or slight eminence, perhaps a hundred and fifty feet in altitude. The
extent of it is probably five miles by eight.”
“That is tolerably definite.”
“Don’t you think it is sufficiently so to identify the island?”
“Perhaps so; but, though small, one might hunt a good while before
finding the treasure after the island was discovered.”
“I have some directions that would help me.”
“That is well, or would be if there were any chance of your ever finding
yourself on the island.”
“Captain Grover, I want to ask your advice. Can you suggest any way by
which I can manage to reach the island?”
“You’ve got me there, Guy. These islands are never visited for
commercial purposes. I know almost nothing of them—indeed, nothing at
all, except their location. Of course, if there were ships that visited them for
any purpose, that would simplify matters; but, so far as I see, the only way
of seeking the treasure would be to organize an expedition expressly for that
purpose.”
“I suppose that would be very expensive.”
“It certainly would.”

“But if the treasure were found, the one who incurred the expense would
be richly repaid.”
“Well, perhaps so,” said the captain, skeptically.
“You won’t go anywhere near the island, then, captain?”
“No, Guy, I sha’n’t.”
Guy sat quiet a moment. He was very much disappointed. He began to
realize how utterly quixotic was the expedition on which he had embarked.
“I begin to wish I had never found the letter,” he said.
“As to that, Guy, no harm is done. I presume, if you hadn’t found the
letter, I should not have had the pleasure of your company on this voyage.”
“No, I suppose not.”
“Probably you will derive some pleasure and benefit from the trip, even
if you never touch a dollar of this treasure.”
“That is true, captain; but I have a special reason for wishing I might
obtain money from this source, or some other.”
“What is it?”
Then Guy told what he had learned as to Deacon Crane’s intention of
driving his father from the parish. It would be a heavy blow to the minister,
who was no longer endowed with a young man’s energy or hopefulness.
“You are a good boy, Guy, to have so much consideration for your
father; but I am afraid you are leaning on a broken reed if you have any idea
of helping him by the discovery of this treasure. However, I will turn the
idea over in my mind, and if I can think of any suggestion to offer you I will
do so.”

CHAPTER V
AN ADVENTURE IN BOMBAY
Guy’s conversation with Captain Grover left him with a feeling of
disappointment. He felt that the captain had little faith in the reality of the
treasure, and considered his enterprise a failure in advance.
Guy had overlooked the principal difficulties in the way. He had
managed to reach the Indian Ocean, but this had brought him no nearer the
realization of his hopes. If he had had nothing on his mind he might have
enjoyed the bright, calm days and the clear skies, with glimpses here and
there of islands covered with tropical vegetation.
But he had started on his voyage with a purpose. He wanted to find and
secure the treasure hinted at in his uncle’s letter, and make his father
independent for life. Of this there seemed to be now no chance, or next to
none.
There was nothing for him to do except to remain on board the Osprey
till the vessel reached Bombay. Then there would be the return voyage, at
the end of which he would have seen considerable of the world, but would
have gained nothing to repay him for the year he had spent away from
home.
But there was no help for it. The captain would not change his course,
and Guy must be content to leave the island unvisited, and the great
problem unsolved.
At last they reached Bombay.
Guy surveyed the place with curious interest. He was not prepared to
find it so large.
A city which contains seven hundred thousand inhabitants is a great city
in any part of the world.
Not having any duties on board the ship, Guy was allowed to go and
come when he pleased.
He found that among the foreign residents the English were the most
prominent and influential. His walks were chiefly in what is called the

European town, but he frequently strolled through the more picturesque part
occupied by the natives.
One evening he was sauntering through the Persian quarter when he was
startled by seeing a brown-faced native, his head surmounted by a turban,
dart from an alleyway and pursue a well-dressed man, apparently either
English or American.
That his object was murder or robbery, perhaps both, seemed evident, for
he held in his hand a long, narrow, dangerous-looking knife.
Guy was not only courageous, but prompt. He carried a stout cane, not
that he needed its support, but because he had been recommended to have it
with him for defense, if needed.
He did not pause a moment, but springing forward, brought it down with
emphasis on the arm of the Persian.
The native gave a sharp, shrill cry, which attracted the attention of the
man whom he had intended to attack.
He was clearly an Englishman, inclined to be stout, and apparently about
forty-five years of age.
He looked quickly from the native to Guy, and back again.
“What’s the matter?” he asked.
“Only that this man was about to attack you with his knife.”
“And you saved me?”
“Yes; I was, fortunately, in time to prevent his striking you.”
“I don’t know how to thank you, but I must deal with this scoundrel,
first.”
He seized the Oriental by the throat, and forced him to his knees.
“Dog!” he said, “what have you to say before I kill you?”
The cowardly fellow uttered voluble and abject entreaties for pardon in
bad English. The purport of his speech was that he was a poor man, and had
no money.
“Forgive me, Mr. Saunders,” he said.
“Ha! You know my name!” said the Englishman.
He bent over and scanned the face of his would-be assailant closely.
“I know him,” he said, briefly. “He was a native servant in my employ. I
had to discharge him because I found him dishonest and a liar. Probably his

attack to-night was prompted by a spirit of revenge.”
“Don’t kill me!” pleaded the Persian, in terrified accents.
“So you would have killed me, you scoundrel!” retorted the Englishman,
shaking him vigorously.
“I—pardon me—I didn’t know it was you, worshipful sir!”
“You knew it well enough, I’ll be bound!”
“If you will go with me,” went on the Englishman, turning to Guy, “I
will conduct this fellow to the police office. I do not propose to let him off.
He is evidently a dangerous man, and, coward as he is, he may do harm
unless he is secured.”
Guy readily accompanied his new acquaintance, and saw Isef, as he was
called, placed in the hands of the police officials. He agreed, also, to appear
the next day and give the testimony of an eye-witness as to the man’s
felonious attempt to assault Mr. Saunders.
“And now,” said the Englishman, after this matter was disposed of, “let
me know the name of the boy who has done me such an important service.”
“My name is Guy Fenwick.”
“Are you English?”
“No, sir; I am an American boy.”
“I thought so. Though there are resemblances, there is a dash about you
Americans that I don’t find in my own countrymen. But how does it happen
that you are so far from home?”
“I came to Bombay as a passenger on the American ship Osprey, Captain
Grover.”
“A passenger? Then you are not connected with the ship?”
“No, sir.”
“Did you come here on a business errand?”
“Partly, sir; but it is business of a strange nature. If you will let me call
upon you to-morrow, I shall be glad to tell you what it is.”
“I shall certainly wish to know, and if it is anything in which I can help
you, I will try to do so.”
“You don’t know how much you are promising, Mr. Saunders,” said
Guy, smiling.

“No, I don’t know that; but I do know that you have saved my life this
evening,” returned the Englishman, earnestly.
Guy did not gainsay him, for he knew that it was true. Had the Persian
driven his knife into the back of the English merchant the blow would have
been instantly fatal.
“Perhaps I had better leave you now, sir,” said Guy. “The captain expects
me to report at the ship before ten o’clock.”
“Very well; but I shall expect to see you to-morrow at my office.”
“Where is it, sir?”
In reply, Mr. Saunders handed Guy his card.
The office was on the principal business street in the European town.
Guy was already sufficiently acquainted with Bombay to know exactly
where it was located.
“I will come, sir,” he said.
When Guy returned to the ship the captain said: “You are late to-night,
Guy.”
“Yes, sir; I was detained by important business.”
“So you have business here already?” returned Captain Grover, smiling.
“Yes, sir. Shall I tell you about it?”
“If it won’t take too long.”
“I was fortunate enough to save the life of an English merchant.”
Guy here gave particulars.
“John Saunders!” repeated the captain, in surprise. “Why, he is one of
the wealthiest and most prominent men in the English colony.”
“Whatever he is, he was very near death to-night.”
“Did he ask you to call upon him?”
“Yes. I am to call to-morrow.”
“By all means keep the appointment,” said the captain, in a significant
tone.
“I certainly shall. Mr. Saunders seems to be very friendly to me, and I
am glad to have made his acquaintance. Do you know, Captain Grover, he
is the first Englishman I ever met; that is, to become acquainted with.”

At eleven o’clock the next day Guy presented himself at the office of his
English friend.
He sent in his card by a young Persian who seemed to be in the
merchant’s employ. He was received at once.
“I am glad to see you, my young friend,” said the merchant, cordially. “I
didn’t fully realize till after you left me what a narrow escape I had. It is
God’s mercy that I am alive to-day.”
“The danger came so suddenly, and was so soon over, that I have not
realized it yet.”
“I realize it, and shall always remember it. But you came here to explain
the business that brought you to Bombay.”
“I had no thought of Bombay, Mr. Saunders. It was an island in the
Indian Ocean that I wished to visit.”
“Indeed! Have you visited it?”
“No, sir; and I fear that I shall never have an opportunity to do so.”
“I am in the dark. I do not understand you.”
“Then, sir, I will try to explain, but I am not sure what you will think of
my enterprise.”
“Go on.”
The merchant settled himself in a posture of attention, and Guy began
his narrative.
He was listened to without interruption. Guy could not gather from the
merchant’s expression what impression the story was making upon him.
When he finished, Mr. Saunders said:
“Your tale is certainly a strange one, and your business of a remarkable
character for a boy of your age.”
Here he paused.
“I am not prepared to express any opinion yet,” he added. “I must take a
little time to think it over. Meanwhile I will detain you through the day. I
shall be glad if you will take dinner with me.”
“I shall be happy to do so.”
“Then if you will occupy yourself with the papers and magazines you
will find on yonder table, I will write some letters which must go by the
next steamer, and will then be at your disposal.”

CHAPTER VI
GUY’S PROGRESS
“How long will the Osprey remain in port?” asked the merchant, when
they sat at dinner.
“Four weeks, sir.”
“Your sole object in taking passage and coming to this part of the world
was to look after the concealed treasure, I take it?”
“Yes, sir. At any rate, but for that I should hardly have come.”
“Of course, you knew that the chances of your ever being able to visit
the island were small?”
“Yes, sir; I knew that, but I trusted to luck; and I knew that at any rate I
should enjoy the voyage.”
“In what way do you propose to make your living—by a profession, or
by a business career?”
“I expect to become a business man.”
“Have you a fair education?”
“Yes, sir; I am prepared to enter Harvard College. I completed my course
of preparation last summer.”
“That is well. Now I am going to make you a proposal.”
He paused, and Guy listened eagerly for what was coming.
“It is this,” said the merchant. “I suppose you have nothing to do on the
ship.”
“No, sir.”
“I will invite you to work for four weeks in my counting-room. It will be
the commencement of your business education. Besides, you will do me a
favor, as a young clerk is absent from duty, sick with a fever. What do you
say?”
“I will accept gladly, sir.”
“The hours are not wearing. In this warm climate we cannot venture to
work as steadily as in England or America.”

“Will it be necessary for me to board in the city?”
“No; it will be better, on the whole, to sleep aboard the vessel, as you
might contract a fever on shore, not being acclimated.”
“Very well, sir. When do you wish me to begin?”
“To-morrow morning.”
“All right, sir.”
“As to your compensation, I will give you twenty-five dollars per week.”
“But,” said Guy, astonished, “that is a large salary for a novice like me.”
“You won’t be a novice very long, and I paid that salary to my clerk who
is sick.”
“You are very liberal, sir.”
“I have good reason to be.”
When Guy reported his engagement to Captain Grover, that officer
congratulated him.
“It is a great thing,” he said, “to have won the favor of a rich merchant
like Mr. Saunders. Besides, the knowledge you will obtain of business will
be of infinite value to you.”
So Guy went to work the next day.
Of course, everything was new at first, but he had a thorough training as
a student, and he set to work to learn business in the same way he had
learned Greek, Latin, and mathematics at school. The result was that he
made such progress as to surprise Mr. Saunders.
“You have already become of value to me,” the merchant said one day.
“Didn’t you think I would, sir?”
“I thought it would take longer to break you in. You have the making of
a very successful business man in you.”
Guy was gratified by this tribute.
“I am pleased to have you say so,” he replied. “I have a special object in
wishing to succeed.”
“What is that?”
“My father is a minister, dependent upon a small salary for support. He
is now fifty, and there is a movement to oust him from the place. Should
that succeed, I want to be able to free him from pecuniary anxiety.”

“That is highly commendable in you.”
A part of the time Guy was employed upon the books of the firm. One
day he pointed out an incorrect entry which would have entailed a
considerable loss.
“You are sharp,” said the merchant. “Do you know that you have saved
me five hundred pounds? Besides, you have opened my eyes. I have reason
to think that my former bookkeeper—the one whose place you have taken
—was in league with the customer in whose account you have found an
error. Our transactions are so large that I should have suspected nothing.
Now I shall make an investigation.”
“My predecessor may have been simply careless,” suggested Guy.
“True; but I can’t afford to employ men who are careless.”
“You won’t deprive him of his situation, sir?”
“Not at once, but I shall watch him. For some reason I should like to
have you in his place.”
“I should like to be in your employ, but I should not care to be so far
away from my father for any length of time.”
“There is another consideration, also. This climate would be dangerous
to one unaccustomed to it. No; I have other views for you.”
“I wonder what they are,” thought Guy.
The four weeks rolled quickly away. They might have seemed long to
Guy if he had been unemployed, but his duties in the office so occupied his
time that the period seemed very short indeed.
One day Captain Grover surprised him by saying: “Well, Guy, the
Osprey will start for home next Monday.”
Guy heard the announcement with regret. He had become so interested
in his work that he did not like to leave it.
“I suppose you will be ready?”
“Yes, sir.”
Guy notified Mr. Saunders that he should have to leave him.
The merchant looked thoughtful.
“I am sorry for that,” he said. “Your predecessor—the man whose place
you are taking—is not yet well.”
“I am sorry if I inconvenience you, Mr. Saunders.”

“You are specially anxious to return on the Osprey?”
“If I don’t, I know of no other way of getting home.”
“You can get home quicker by way of London and Liverpool.”
“But that would cost considerable money.”
“That is true. Of course, if I detain you here I shall undertake to send you
home free of expense to yourself. Perhaps, however, that may not be a
matter of so much importance to you.”
Guy looked puzzled.
“You would travel by steamer to Liverpool, and from there to New York
or Boston, also by steamer.”
“It would enable me to see more of the world, but it would cost you a
good deal of money.”
“Yes; but I have not yet told you that I may have some business for you
to attend to for me in England.”
“That would alter the case, sir. If you have confidence enough in me to
employ me in that way, I shall be very glad to do what I can for you.”
“Then there is another matter. I have not yet spoken to you about the
pirates’ treasure.”
“No, sir.”
“I have thought over the story you told me, and I will tell you the
decision to which I have come. I think there is a faint chance of the story
being true.”
Guy brightened up at this admission, for he had great faith in Mr.
Saunders’ judgment.
“Of course, it will cost money to obtain it, even if it exists, for I see no
other way than to fit out a special expedition.”
“Yes, sir,” returned Guy, soberly, for he believed this would destroy all
chance of his ever obtaining the treasure.
“As to the prospect of influencing anyone with capital to go on such a
quest, I am afraid it is not bright.”
“I suppose I may as well give it up, then?”
“Not necessarily. The time may come when I can myself undertake it.
Meanwhile, as it may be a good while, you will be left in suspense and
poverty.”

“Still, if I thought the time would ever come when you would be willing
to take hold of it, I would be content to wait.”
“Then suppose you have a copy made of your uncle’s letter, and also of
the one in which directions are given as to the island and the place of
concealment. The original papers you can keep, and leave the copies with
me.”
“I will do so, sir.”
“You repose a good deal of confidence in me. Suppose I fit out the
expedition, secure the treasure, and cheat you out of your share of it?”
“I have no fear,” replied Guy. “I have perfect confidence in you.”
“You shall not regret that confidence. I will see that you derive some
immediate benefit from this treasure to which you have fallen heir. I
propose that, as the expense of fitting out the expedition will be mine, I
shall have a right to claim one-half the treasure.”
“I agree to that, sir.”
“And I furthermore agree to pay over to you at once one thousand
pounds, to be repaid to me out of your share of the treasure when it is
found.”
“But it may never be found!”
“That will be my lookout.”
“And I shall be worth a thousand pounds—five thousand dollars!” said
Guy.
“Exactly so.”
“I can hardly believe it.”
“You will believe it when the money is in your hands, as it will be to-
morrow.”
“It was a very fortunate day when I met you, Mr. Saunders,” said Guy,
gratefully.
“And a providential day when I met you, Guy. Don’t forget that you
saved my life. But I have not yet spoken of the business which you are to do
for me in England.”
When Guy heard this he was even more surprised.

CHAPTER VII
GUY RECEIVES A COMMISSION
“Not going back on the Osprey?” exclaimed Captain Grover, in great
surprise.
“No, sir. Mr. Saunders wishes to retain me in his employment.”
“But are you aware that the climate of Bombay is very trying to a
foreigner?”
“I do not expect to stay in Bombay.”
“I thought you were intending to remain with your present employer?”
“I expect to remain in his employ, but he will very soon send me to
England on business.”
Captain Grover looked still more amazed.
“Does he know how old you are?” he asked, abruptly.
“He knows how young I am,” answered Guy, with a smile. “Still, he
seems to have confidence in me.”
“I suppose I shall have to give my consent, Guy. I hold myself in a
manner responsible, for you, as you left home under my charge. Still, I can
see that Mr. Saunders is likely to prove a good friend to you. How much
does he pay you?”
“Thus far he has paid me twenty-five dollars a week.”
“You can hardly expect that he will pay you such large wages when you
are traveling.”
“On the contrary, he says he will pay me more.”
“Either you are a very smart boy, or he overrates you greatly.”
“Suppose we say the first?” said Guy, smiling.
“Well, perhaps so. How long are you to stay in England?”
“I don’t know yet.”
“From there where will you go?”
“To Boston or New York.”

Captain Grover looked relieved.
“I want to be able to tell your father that you are all right. He will
naturally feel anxious when he thinks that you are alone in a distant
country.”
“I don’t know about that. He always had considerable confidence in my
ability to get along.”
“He didn’t know anything about your crazy idea of hunting for a pirate’s
treasure, did he?”
“I never mentioned the matter to him, and I hope you will not. He gave
me permission to search Uncle George’s sea chest, but I never told him
what I found in it. You know, captain, he is a very absent-minded man. I
presume he has never thought of the matter from that day to this.”
“I am glad you have given up the notion of hunting for a treasure which
very likely does not exist.”
“Have I?” said Guy to himself; but he only smiled.
He had never said anything to Captain Grover about Mr. Saunders’
plans, or about the thousand pounds which the merchant had paid over to
him. He knew that the captain would rejoice in his good fortune, but he
wanted to bide his time and surprise his friends, at home with the story of
his luck.
He felt that already he was worth enough money to help his father
materially in case Deacon Crane should succeed in his efforts to have him
ousted from his parish in favor of a younger man.
On the day that the Osprey was to weigh anchor Guy remained on board,
with Mr. Saunders’ permission, till the good ship had fairly left her dock.
As he watched her gradually fading out of sight, and realized that he was
perhaps eight thousand miles from home, with none of his old friends near
him, he felt homesick for a short time, but soon the thought of his
wonderful good fortune cheered him up, and he went back to the office full
of exhilaration and hope.
In about a week the sick clerk, whose place Guy had taken, returned, and
a few days later Guy embarked on an English steamer, bound for Liverpool.
On the departure of the Osprey he had taken up his residence at the
house of Mr. Saunders, who was a widower. A maiden sister kept house for
him.

“I want you with me,” said the merchant, “partly because it will be more
homelike for you than a hotel, and partly because I shall have a better
chance to instruct you in the business which you are to transact for me in
London.”
Guy learned that Mr. Saunders was special partner in the London firm of
Russell & Co., and had constant transactions with them.
A part of Guy’s instructions related to business to be done with them. He
had thought that this would be all, but he was mistaken.
One evening, after supper, Mr. Saunders said: “I have given you
directions as to business matters, but I have another affair, requiring
discretion and good judgment on your part, in which I shall require your
help.”
“I shall do my best, sir.”
“I am sure of that. You must know that three years since I was informed
of the death of an old schoolmate, Herbert Bell. We had been very intimate
in school, and retained an interest in each other, though our paths in life
differed materially.
“He became a clergyman, while I entered upon a business career. His
wife died before him. At his own death he left a son, about your age, I
should judge, and he left him to me, beseeching me, in remembrance of our
old intimacy, to look after him. This I willingly agreed to do.
“Poor Herbert left only a few hundred pounds, the income of which was
quite insufficient to support and educate his son Vivian. On the whole, I
was not sorry for this, as it enabled me to be of even more service to my
friend’s boy.
“I would have been glad to send for him and bring him up under my own
eye, but I didn’t dare to expose his health to this dangerous climate. I
therefore placed him at school about fifty miles from London.
“I had been so long absent from England that I knew nothing of the
schools there, but trusted to my business correspondent to find one that was
satisfactory.
“He was placed at an academy kept by Dr. Peter Musgrave, whom I
supposed a fitting guardian for the orphan boy.
“You see, I trusted to the judgment of my business associate. I have had
little or no direct communication with or about Vivian, but, immersed in

business, took it for granted that all things were going on as they should.
“My first doubt came when, about a month since, I received a letter from
the boy, which I will show you.”
He took from his desk a letter, written in a schoolboy hand, which he
gave to Guy to read. It ran as follows:
My dear Guardian:
I have been wanting for a good while to write to you about the way I am
treated by Dr. Musgrave. He seems to have taken a great dislike to me, and
uses me cruelly. I am sure it is not because of my conduct, because I try to
obey the rules of the school. But I once complained of his son, Simon, who
was in the habit of ordering me about, and who regularly made me give him
half of my pocket money. Simon denied that this was so, and his father
chose to believe him. The result was that I was flogged, and from that time I
have been ill treated. Scarcely a day passes without my receiving
punishment. I can never be happy here, and I do hope, my dear guardian,
that you will remove me to another school.
If Dr. Musgrave knew that I was writing to you he would not permit me
to send the letter. I do not dare to post it myself, but have got a schoolmate
to drop it in the post office for me.
This was the material portion of the letter.
As Guy read it, he felt a strong sympathy for the writer, and his
indignation was excited against the tyrannical schoolmaster.
His lips closed firmly, and there was an angry light in his eyes.
“Dr. Musgrave wouldn’t have treated me in that way,” he said.
“No, I think not. You have evidently plenty of pluck. But Vivian
probably takes after his father, who was of a gentle and retiring disposition.
He never asserted himself, and always seemed to me to be lacking in proper
spirit.
“Since I received this letter I have felt uneasy, and wished that I were in
England to investigate Vivian’s complaints, and, if necessary, remove him
from the school.”
“I wish you had done so at once, Mr. Saunders.”
“I had no one whom I could call upon to act for me. This letter came
since I made your acquaintance, and it was this partly that led me to think

of sending you to England. You will go as my representative, with full
power to act in my place, as your judgment may dictate.
“I have an idea that the boy is delicate, and wish you to consult a
physician. If the doctor recommends a few months spent in travel, I may
allow you to take him with you to America.”
“I should be a young guardian, Mr. Saunders. I think you said he was
about my age.”
“Probably he is a year younger. At any rate, in all essential points you
are several years older. I have not known you long, but I have confidence in
your judgment. As to the expenses, I shall authorize you to draw upon my
London correspondent for whatever money you may need.”
“I will gladly undertake the commission, Mr. Saunders. I think I can
promise that your ward will have no complaints to make of me. Shall you
have any business for me to attend to in New York?”
“In all probability I shall have. My New York correspondent is Gilbert
Frazer, whose office is opposite Bowling Green. Have you ever been in
New York?”
“No, sir; but I have no doubt I shall be able to attend to whatever
business there you may place in my hands.”
“I have no doubt of it. Where is your home?”
“In Bayport. That is a village in Massachusetts, not far from New
Bedford.”
Mr. Saunders made a note of this.
“I will give you further instructions, should any occur to me,” he said.
“Now we had best retire.”

CHAPTER VIII
FROM BOMBAY TO LIVERPOOL
On the steamer which left Bombay with Guy as a passenger he occupied
one of the best staterooms, which had been selected by Mr. Saunders
himself.
The voyage was a long one, and Guy had abundant opportunity to
become acquainted with his fellow passengers.
Among them was a young Englishman, perhaps twenty-five years of
age, named August Locke. The rest were old or middle-aged men, and it
was natural that Locke and Guy should become more closely acquainted
than the others.
On the first day, August Locke made overtures to Guy.
“I am glad,” he said, “that there is one young person on board besides
myself. Suppose we become friends?”
“I shall be glad to know you better,” replied Guy. “I was beginning to
feel lonesome.”
“You are English, like myself?”
“No; I am an American.”
“And traveling alone? Why, you can’t be much over sixteen!”
“That is my age.”
“It seems strange to me that a boy of your age should be traveling alone
so far from home.”
“I sometimes wonder at it myself.”
“It can’t be for health, for you are fresh and blooming.”
“No. Suppose I say that it is on business?”
“Then all I can say is that you Americans begin life much earlier than we
English. Why, at your age I was attending school in England.”
“What school did you attend?”
“The school of Dr. Peter Musgrave, not far from London.”

“I am very glad to hear it.”
“Why?” asked Locke, with a puzzled look.
“Because there is a boy at that school in whom I am interested.”
“An American boy?”
“No; a ward of my employer. He has received complaints that the boy is
ill treated, and has sent me to inquire into the matter. If you can tell me
something of the school I shall be very much obliged.”
“I can’t say much good of it. Dr. Musgrave is an ill-tempered man, of
small acquirements, whose delight it is to tyrannize over the boys under his
charge. I have received more than one flogging from him, wantonly
inflicted, without my deserving it.”
“You would not send any boy there in whom you were interested?”
“Most certainly not!”
“Then I shall probably withdraw Vivian from the school.”
“You speak as if you were his guardian, and had full powers.”
“So I have; and I suppose I may call myself his guardian, since the
responsibility has been given me by Mr. Saunders.”
“Are you speaking of the great Bombay merchant?”
“Yes.”
“He seems to repose a great deal of confidence in you.”
“He does,” answered Guy.
“This seems strange, since you are an American.”
“Yet you are disposed to be my friend,” said Guy, smiling, “in spite of
this drawback.”
“True.”
“I will show you a letter written by the boy to Mr. Saunders, and you can
give me your opinion of it.”
August Locke cast his eyes over the letter of Vivian Bell already quoted
in a previous chapter.
“Poor chap!” said the young Englishman. “He does seem to be having a
hard time of it.”
“Can you tell me anything about Simon Musgrave, the doctor’s son?”

“Not much. When I was at school he was a small boy in knickerbockers.
He was old enough, however, to show that he was a chip of the old block,
and inherited his father’s unpleasant traits. That he would bully a boy whom
he disliked I can readily believe. I remember once giving him a thrashing
for impertinence. I got flogged for it by the doctor, but I had the consolation
of knowing that I had hurt Simon quite as much as his father hurt me.”
“I don’t think he would bully me.”
“You don’t look like a boy that would allow himself to be bullied. I
suppose this Vivian Bell is a different sort of boy.”
“Yes; Mr. Saunders tells me that his father had a gentle disposition, and
thinks the son may resemble him in that respect. His father was a
clergyman.”
“That explains it.”
“I don’t think so. I, too, am the son of a clergyman; but I hope I have
some spirit.”
“I am very sure you have. Anyone could tell that from your manner and
bearing.”
“Did you continue at the school till your education was finished?”
“No. My father withdrew me, partly because the doctor got ‘down on
me,’ as the saying is, and partly because he was led to think the pupils
didn’t learn much.”
“I suppose you don’t revere the memory of your old teacher?”
“I have often wished that I could get hold of him and repay with interest
some of the floggings which I received from him as a boy.”
Guy was glad to have obtained, before arriving in England, some
information in regard to the school which Vivian Bell was attending. Now
that he knew for certain that the complaints the boy made were justified, he
was in a hurry to release him from the tyrannical rule under which he was
suffering.
“When I go out to Dr. Musgrave’s school, Mr. Locke,” he said, “I wish
you would come with me.”
“Perhaps I may; I should like to see the old place. My memories of it are
not all disagreeable. Some of the boys were friends of mine, and I
remember them with attachment. I am one who does not forget old friends.”
“I am sure not.”

“Then I should like to see the doctor again. When we parted I was a boy
of fifteen, and I stood in fear of his superior strength. Now——” and he
smiled as he rose to his full height and stretched out his muscular arms.
“Now, you would be more than a match for him,” suggested Guy.
“I think there is no doubt of that. I have been growing stronger, until I
am much more powerful than he was at his best, while the years that have
elapsed—ten—have probably diminished his vigor.”
During the voyage Guy and August Locke had many pleasant
conversations. Guy learned that he was the nephew of a Glasgow merchant,
and that his visit to Bombay had been on business.
“You are Scotch?” said Guy.
“My mother was English, so that I am only half Scotch.”
Among the passengers on board was another American, but he was a
man of sixty. He seemed a cynical man, who, strangely enough, appeared to
conceive a dislike for his young countryman.
Indeed, he had no sympathy with young people, whom he thought to be
utterly destitute of judgment. His curiosity was excited by finding a boy of
Guy’s age traveling alone, and he plied him with questions till he found out
that he was in the employ of John Saunders of Bombay.
“Couldn’t Mr. Saunders find an older representative than you?” he
asked, in an unpleasant tone.
“I have no doubt he might, sir.”
“Then he was a fool to confide his business to a mere boy.”
Guy was not offended, but he was amused.
“Do you know Mr. Saunders, sir?” he asked.
“I have met him—in a business way.”
“Did he impress you as a fool?” asked Guy, demurely.
Solon Johnson eyed the boy sharply. He was not quite sure whether he
was being made fun of or not.
“I can’t call him that,” he answered, “for he has been successful in
business and made a large fortune.”
“Yet he has appointed me his agent.”
“Yes, he has shown his folly there.”

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