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Chapter 01 - Introduction to Operations Management
1-1
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill
Education.
OPERATIONS MANAGEMENT STEVENSON 12TH
EDITION SOLUTIONS MANUAL
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CHAPTER 01
INTRODUCTION TO OPERATIONS MANAGEMENT
Teaching Notes
Many students come to this course with negative feelings, perhaps because they have heard that the
course includes a certain amount of quantitative material (which many feel uncomfortable with), or
perhaps because the course strikes them as “how to run a factory.” Others seem to have very little idea
about what operations management is. I view the initial meeting with my classes, and this first chapter, as
opportunities to dispel some of these notions, and to generate enthusiasm for the course.
Highlights of the chapter include the following:
1. Operations as one of the three main functional concerns of most organizations.
2. The role and job of the operations manager as a planner and decision-maker.
3. Different ways of classifying (and understanding) production systems.
4. System design versus system operation.
5. Major characteristics of production systems.
6. Contemporary issues in operations management.
7. Operations as essentially managerial (planning, staffing, etc.)
8. The historical evolution of production/operations management.
9. Manufacturing operations versus service operations.
10. The need to manage the supply chain.
Reading: Why Manufacturing Matters
1. Given that the U.S. economy is becoming more service based, the percentage of employment in
manufacturing is declining while the percentage of employment in the service industry is
increasing. In addition, the loss of manufacturing jobs results in the loss of service jobs as well (a
general estimate is that three service jobs are lost for each manufacturing job lost).
2. The government could offer companies tax incentives for purchasing new equipment or for hiring
workers. In addition, the government could work with manufacturing companies to re-train
workers in more advanced manufacturing processes.

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Education.
3. Manufacturing innovation is important because it requires high value-added knowledge work that
supports future innovation. Second, innovation generates high-paying jobs. Third, innovation is
important because it improves productivity, thereby slowing the outsourcing of jobs to lower
wage countries.
Reading: Agility Creates a Competitive Edge
The first solution could be for U.S. retailers to continue sourcing from China that part of demand that is
certain and to source uncertain demand from the same low-cost producers in Romania and Turkey.

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Education.
This approach provides the advantages of low-cost manufacturing in China and the flexibility provided by
the suppliers in Romania and Turkey. The disadvantage of this approach is that transportation times for
U.S. retailers still will be longer than the transportation times faced by Zara’s and H & M.
A second approach could be that U.S retailers find low-cost, flexible suppliers just across the border in
Mexico. The advantages of this approach include low wages and shorter transportation times. The primary
disadvantages to this approach involve the time and expense of locating new suppliers. Additionally, the
U.S. retailers might have to lend considerable support developing the capabilities of these suppliers.
Operations Tour: Wegmans Food Markets
1. Customers judge the quality of a supermarket based on:
a. Quality of individual products.
b. Exterior and interior physical look of the store.
c. Effectiveness and efficiency of service personnel.
2. a. Customer satisfaction is the major key to the success of any operation; without it, the
company cannot survive.
b. Forecasting allows the company to plan the workforce levels, purchase quantities, inventory
levels, and capacity.
c. Capacity planning allows the company to balance the trade-off between shortages and excess
inventories and between waiting lines and idle time.
d. A good location can have a significant impact in attracting customers, thus improving sales.
e. Planning and controlling levels of inventory will assist with avoiding stockouts and avoiding
excess inventory levels.
f. Good layout of the store can assist in maximizing customer service and sales by strategically
directing customers through the store. An effective layout can also improve the efficiency of
the operations.
g. Effective scheduling of company workers and work hours can improve both customer service
and efficiency. An effective schedule provides convenient store hours, minimal customer
waiting lines, and minimal employee idle time.
3. Wegmans uses technology to track inventory and manage its supply chain, which lessen the risk
of occurrences of out-of-stock events, and to maintain freshness in its meat and produce
departments.

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Education.
Answers to Discussion and Review Questions
1. The term operations management relates to the management of systems or processes that create
goods and/or provide services. These processes involve the planning, coordination, and execution
of all activities within an organization that create goods and services. A supply chain is the
sequence of organizations, including their facilities, functions, and activities, that are involved in
producing and delivering a product or service. This sequence begins with basic suppliers of raw
materials and ends with the final customer. A supply chain includes activities and facilities
external to the internal operations function, e.g., sourcing and transportation of inbound materials.
2. The three primary functions are operations, finance, and marketing. Operations is concerned with
the creation of goods and services, finance is concerned with provision of funds necessary for
operation, and marketing is concerned with promoting and/or selling goods or services.
3. The operations function consists of all activities that are related directly to producing goods or
providing services. It is the core of most business organizations because it is responsible for the
creation of an organization’s goods or services. Its essence is to add value during the
transformation process (the difference between the cost of inputs and value and price of outputs).
4. Among the important differences between manufacturing and service operations are:
a. The nature and consumption of output.
b. Uniformity of input.
c. Labor content of jobs.
d. Uniformity of output.
e. Measurement of productivity.
5. a. The Industrial Revolution began in the 1770s in England, and spread to the rest of Europe and
to the U.S. in the late eighteenth century and the early nineteenth century. A number of
inventions such as the steam engine, the spinning Jenny, and the power loom helped to bring
about this change. There were also ample supplies of coal and iron ore to provide the
necessary materials for generating the power to operate and build the machines that were
much stronger and more durable than the simple wooden ones they replaced.
b. Frederick W. Taylor, who is often referred to as the father of scientific management,
spearheaded the scientific management movement. The science of management was based on
observation, measurement, analysis, improvement of work methods, and economic
incentives. Management should be responsible for planning, carefully selecting and training
workers, finding the best way to perform each job, achieving cooperation between
management and workers, and separating management activities from work activities.
c. Parts of a product made to such precision that each part would fit any of the identical items
bring produced. It meant that individual parts would not have to be custom made because
they were standardized.
d. Breaking up a production process into a series of tasks, each performed by a different worker.
It enabled workers to learn jobs and become proficient at them more quickly, avoiding the
delays of workers shifting from one activity to another.

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Education.
6. a. The service sector now accounts for more than 70 percent of jobs in the U.S. and that figure
continues to increase.
b. Manufacturing is important in that it supplies a large proportion of exports and many service
jobs are dependent on manufacturing because they support manufacturing.
c. Farm products are an example of non-manufacturing goods because there is no production
and the products naturally grow without human intervention.
7. Models provide an abstraction and simplification of reality. Mathematical models are the most
abstract and most used in operations management. These models are used to assist in various
decision-making scenarios. One of the main reasons for building mathematical models is that the
experimentation with the model enables the decision-maker to analyze the model and make
inferences about a problem without actually manipulating the real situation or problem.
Therefore, the experimentation with the mathematical model rather than the actual problem or
situation is less time consuming and less expensive.
8. Degree of customization has important implications throughout a business organization.
Generally, higher degrees of customization involve more complexity in terms of production or
service, involve different forms of layout (arrangement of the workplace), require higher worker
skills, and have lower productivity.
9. a. Initial cost, convenience, parking, taxes, time, repairs, upkeep, etc.
b. Cost, technology, productivity, convenience, software applicability, etc.
c. Initial cost, repairs, warranty, upkeep, monthly payments and interest, dependability,
insurance costs, etc.
d. Control of the situation, class participation, perception, image, etc.
e. This would depend on the nature of the product or service being offered as well as the type of
customer. Computer literate customers might seek a web site. If customers are strictly local,
newspaper advertising might be a reasonable choice, especially if potential customers were
not actively seeking out the business. In addition, if the business is seasonal, newspaper
advertising might be preferred.
10. Craft production: involves producing high variety of customized goods, low volume output with
skilled workers, and utilizing general-purpose equipment. The main advantage is the flexibility to
produce a wide variety of outputs providing many choices for the need of customers. The main
disadvantage is its inability to produce at low cost. Examples: tailoring, machine shop, print shop,
and landscaping.
Mass production: involves producing a few standardized goods at high volume of output with low
skilled workers utilizing specialized equipment. The main advantage is low cost, efficient
production. The main disadvantage is that it does not allow easy changes in volume of output,
product, or process design. Examples: automobiles, computers, mail sorting, appliances, paper,
soft drink bottling, etc.
Lean Production: involves producing more variety of goods than most production at moderate to
high volume of output. It requires high skilled workers, quality, employee involvement,
teamwork, and flatter organizational structure with fewer levels of management. It combines the
advantages of both mass production (high volume, low cost) and craft production (variety,
flexibility). Examples: similar to mass production.

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Education.
11. Workers may not like to work in a lean production environment because there are fewer
opportunities for employee advancement, more worker stress due to higher levels of
responsibility and greater variability and expansion of job requirements.
12. a. Matching supply and demand is an important objective for every business organization.
Undersupply can result in dissatisfied customers, potential loss of business, and opportunity
costs. Oversupply can potentially result in additional cost to store the excess, the need to sell
the excess for a reduced cost, or the cost to dispose of the excess.
b. Managing a supply chain is important for several reasons, including matching supply and
demand, reducing transportation costs, achieving a competitive advantage, managing
inventories, and achieving supply chain visibility.
13. There are four basic sources of variation:
1. The variety of goods or services being offered: The greater the variety of goods and
services, the greater the variation in production or service requirements.
2. Structural variation in demand, such as trends and seasonal variations. These are generally
predictable. They are particularly important for capacity planning.
3. Random variation. This natural variability is present to some extent in all processes,
is present in demand for services and products, and generally cannot be influenced by
managers.
4. Assignable causes of variation: Variation caused by defective inputs, incorrect work
methods, out of adjustment equipment, and so on. This type of variation can be
reduced or eliminated by analysis and corrective action.
Variations can be disruptive to operations and supply chain processes, interfering with
optimal functioning. Variations result in additional cost, delays and shortages, poor quality, and
inefficient work systems. Poor quality and product shortages or service delays can lead to
dissatisfied customers and damage an organization’s reputation and image.
14. The reasons for doing unethical things vary from person to person and from one situation to
another. Some of the possible reasons are listed below:
a. The decision-maker cannot recognize his or her action as unethical because of a lack of
morals or understanding or lack of sensitivity towards a given issue.
b. Even though the decision-maker recognizes his or her behavior or action as unethical, he or
she justifies it based on self-rationalization that involves justice theory. For example, the
decision-maker may think that the consequences of his or her decision is not going to hurt
other people or organizations in the short run but the potential long term effects may be
devastating.
c. The decision-maker knows that his or her action is unquestionably unethical. However, the
type of ethical behavior required is not in the personal portfolio of the decision-maker and
ethics in general is not important to him or her.
d. The decision-maker does not think he or she will be caught.
e. The self-interest of the decision-maker outweighs the ethical considerations.

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Education.
15. Value added is defined as the difference between the cost of inputs before the transformation
process and the value or the price of output after the transformation process. In a manufacturing
process as the inputs are transformed to outputs, value is added to products in a number of
different ways. The value adding can take many different forms. For example, value can be added
by changing the product structurally (physical change) or transporting a product (a product may
have more value if it is located somewhere other than where it currently is).
16. Outsourcing can result in lower costs, the ability to take advantage of others’ expertise, and allow
businesses to focus on their core business. Outsourcing generally results in layoffs and some loss
of control. In addition, outsourcing to companies in other nations may result in problems due to
cultural or language differences, and increased shipping times for products.
17. Sustainability refers to service and production processes that use resources in ways that do not
harm ecological systems that support both current and future human existence. Business
organizations are increasingly facing sustainability regulations as well as pressures from
environmental groups to act responsibly toward the environment. Some organizations are
capitalizing on their “green” efforts in their advertising.
Taking Stock
1. When we decide to take an action there are usually consequences of that action and advantages
and disadvantages of taking that action. In other words, before we make a decision, we must
weigh the pros and cons of that decision. Trade-offs involve weighing of pros and cons regarding
a particular decision. For example, if a decision-maker decides to increase the level of inventory,
he or she has to consider the trade-off between increased level of customer service and the
additional inventory carrying cost.
2. It is important for the various functional areas to collaborate because collaboration will lead to
improved communication among the departments (functions) that in turn will improve the
performance of the firm. Collaboration will reduce the chance of sub-optimization by a functional
area due to the possibility that a particular functional area does not have enough information
about the other areas and their constraints or decisions.
3. Product and service technology allows a company to develop new products faster. Process
technology enables a company to improve methods, procedures, and equipment used to produce
goods and to provide services. Information technology enables companies to process large
quantities of data quickly, to identify and track goods, to obtain point-of-sale data, and to
communicate documents electronically to suppliers and customers.
Critical Thinking Exercises
1. There are many implications due to the differences between service and manufacturing
operations. For example, in a service firm, because the degree of customer contact is high, we
have to make sure that employees are better trained in customer service than employees in a
manufacturing industry are. In a pure-service industry firm, we will build a lot of slack in
scheduling because of the uncertainty of input.
2. That would depend on whether supply was too large or too small. If there is over capacity, try to
increase demand through advertising and/or price reductions. If output (goods) can be stored, and
future demand is expected to be higher, store excess output for future demand. If supply is too
small, options might be to outsource, work overtime, or hire temporary workers. If there are few
or no competitors, increase prices.

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Education.
3. Innovations might be product or service related, or process related. These typically
involve added cost and time for training and possibly new equipment or equipment changes, and
potential changes for the supply chain (e.g., new suppliers, new delivery requirements, etc.).
Process innovations can be disruptive to the workforce due to lower labor or machine time
requirements, which may result in job loss, retraining, and/or lower worker morale. New products
or services also probably will involve new advertising campaigns or other promotions, and the
need for consumer education. Consumers will have to adjust to new products or services, and
may have some difficulty if innovations entail increased complexity.
4. a. Business people make unethical decisions for a variety of reasons including the following:
1. Pressure from superiors
2. Pressure for stakeholders
3. Not being informed
4. Keeping the company afloat
b. Their risks for unethical behavior including the following:
1. getting reprimanded
2. getting fired
3. losing reputation
Case: Hazel
1. a. Number of yards, number of mowers, number of workers, time to mow a given area, regular
maintenance, weather, length of growing season, time between necessary mowing.
b. Mowers, parts, fuel, lubricants, fertilizer, chemicals, tools, etc.
c. 1) Lawns, type of work, regular maintenance, workers.
2) Weather, illness, overloads, emergencies, breakdowns.
d. Very important. Repeat business would be greatly affected and new business depends on
word of mouth and reputation.
e. Oil change, blade sharpening, motor tune-up, mower and filter clean up, etc.
2. a. Timing: not too late but not too soon.
b. Coverage: does not leave streaks.
c. Length of grass: not too long but not too short depending on the weather and time of year.
d. Trimming and clean-up (details).
3. a. Responsibility, possibly security, fringe benefits, regularity of work hours, cannot pass the
buck to someone else, decision-making, etc.
b. Responsibility, financial investment, work load, hiring of more employees, possibility of
greater government regulation, personnel problems tend to increase and a general increase in
all administrative work.
c. Risk involved in starting a new type of business using new technology and making it
successful, learning curve involved in the area of e-commerce, additional workload, hiring of
more employees in the area of Web design, computer programmers, etc.

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Education.
4. Hazel has two options:
(1) Hazel could leave grass clippings on customers’ lawns.
Advantages: Decreases her time per lawn. Grass clippings serve as a natural fertilizer. Hazel
will not have to raise her prices.
Disadvantages: Customers may not like the mess left behind. In addition, over time,
customers’ lawns may build up thatch and have to be de-thatched.
(2) Hazel could take grass clippings to a landfill in a nearby city.
Advantages: Customers’ lawns will not build up thatch. Customers will appreciate the
appearance of their lawns.
Disadvantages: Hazel will need to raise prices due to her increased driving time and fuel
expense.
5. Yes, since Hazel promised the part-time workers a bonus of $25 for good ideas and since this idea
appears to hold promise, Hazel should honor her promise and pay the student $25. However, in
the future she might want to make the bonus offer contingent on continuing employment at the
time of implementation of the idea because after becoming aware that the idea was successfully
implemented, the idea may become an attractive option for the competitor. In addition, she might
want to include a confidentiality clause or a statement in the employment contract of the workers
regarding not sharing proprietary information that may be useful to competition.
6. a. Weather, worker absences due to illness, vacations, extra requests from customers,
new customers, and lost customers.
b. At times she will have excess capacity while at other times she will have too little
regular capacity to handle the workload.
c. Revise schedules, work overtime if regular capacity is insufficient and/or hire
additional workers, if capacity exceeds demand layoff workers or find something else
productive for them to do such as maintenance of equipment, training, etc.
7. Use hand tools instead of power tools, and recycle grass clippings. Factors to take into account
include cost savings, quality, risk of injury, job completion times, training, reduction in pollution
(air and noise), and energy savings.
Enrichment Module I: Mathematical Models
Mathematical models represent and solve problems by using a system of mathematical symbols,
expressions, and relationships. One of the main reasons for building mathematical models is that the
experimentation with the model enables the decision-maker to analyze the model and to make inferences
about a problem without actually manipulating the real situation or problem. Therefore, the
experimentation with the mathematical model rather than the actual problem or situation is less time
consuming and less expensive. The “what if” capabilities of most well designed models provide the
decision-maker with important information and knowledge about a real problem. After obtaining valuable
information from a model, the decision-maker will now have a stronger basis for making the correct
judgment call or the right decision. In other words, the knowledge gained from a mathematical model can
be used to make better decisions about real problems without experimenting with the real situation. In the
absence of the information provided by a mathematical model, the decision-maker increases the risk
associated with experimenting with the real problem.

1-10
Education.
The value of a mathematical model depends on how closely it approximates the real problem. However, it
is not desirable for mathematical models to include relationships or details that are not related closely to
the core problem. In many cases, the real-world problem contains an overwhelming amount of detail. In
designing models, one needs to make sure that the important factors and conditions affecting the real-
world problem are incorporated while the unnecessary or less important details associated with the
problem are excluded. In other words, the mathematical model does not have to provide an exact or a very
close duplication of the real situation. However, it needs to provide better results or information than can
be obtained by common sense. In general, assuming the model utilizes only the necessary and relevant
information regarding a problem or a situation, the more closely it represents the true situation, the more
accurate the results and conclusions will be.
In developing a mathematical model, we generally consider the following:
1. a mathematical function that describes the problem’s objective.
2. definition of variables.
3. relevant assumptions.
4. constraints or restrictions placed on the problem.
5. model inputs.
a. controllable inputs (decision variables).
b. uncontrollable inputs (conditions or factors beyond the control of the decision-maker).
6. preparation of the data for the model (specification of the values of all uncontrollable inputs).
Mathematical modeling consists of the following steps:
1. Model Building: Development of the model including the specification of the controllable
variables, environmental conditions, assumptions, and mathematical statement of the model.
2. Data Gathering/Preparation: Collecting and preparing the data required by the model for easy
execution (solution) of the real-world problem.
3. Model Solution: Determining the values of decision variables.
4. Model Testing: Repeated execution of the model under different scenarios to make sure that it is
accurate.
5. Model Implementation: Application of the model to a real-world problem.
6. Model Analysis and Redevelopment: Assessment of the model and making necessary changes
based on the results of model solution, model testing, and implementation.
7. Preparation of Managerial Report: Summarization of the pertinent information in simple terms for
the appropriate stakeholders.

1-11
Education.
Enrichment Module II: Environmentally Responsible Manufacturing
Environmental concerns traditionally have not been a major concern of operations managers. However,
partially because of the efforts of the Environmental Protection Agency (EPA), there has been increased
regulation of manufacturers (e.g., the American Clean Air Act). In addition, the expectations of the
public, employees, and customers are forcing industries to develop less polluting and more
environmentally conscious ways of manufacturing that emphasize waste prevention, elimination, and
reduction. Environmentally responsible manufacturing involves emphasizing pollution control and
reduction of waste. Recycling of products and designing of products and parts that can be reused is a
major part of environmentally responsible manufacturing. Manufacturing companies are learning that
effective operations management includes environmental responsibility. As a result, many companies are
considering the environmental impact of their decisions much more than they used to.

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CHAPTER 14
Now, the Goose was the transformation of old Ruggedo,
who was at one time King of the Nomes, and he was
even more angry at Kiki Aru than were the others
whose shapes had been changed. The Nome detested

158
159
anything in the way of a bird, because birds lay eggs
and eggs are feared by all the Nomes more than
anything else in the world. A goose is a foolish bird, too,
and Ruggedo was dreadfully ashamed of the shape he
was forced to wear. And it would make him shudder to
reflect that the Goose might lay an egg!
So the Nome was afraid of himself and afraid of
everything around him. If an egg touched him he could
then be destroyed, and almost any animal he met in the
forest might easily conquer him. And that would be the
end of old Ruggedo the Nome.
Aside from these fears, however, he was filled with
anger against Kiki, whom he had meant to trap by
cleverly stealing from him the Magic Word. The boy
must have been crazy to spoil everything the way he
did, but Ruggedo knew that the arrival of the Wizard
had scared Kiki, and he was not sorry the boy had
transformed the Wizard and Dorothy and made them
helpless. It was his own transformation that annoyed
him and made him indignant, so he ran about the forest
hunting for Kiki, so that he might get a better shape and
coax the boy to follow his plans to conquer the Land of
Oz.
Kiki Aru hadn’t gone very far away, for he had surprised
himself as well as the others by the quick
transformations and was puzzled as to what to do next.
Ruggedo the Nome was overbearing and tricky, and Kiki
knew he was not to be depended on; but the Nome
could plan and plot, which the Hyup boy was not wise
enough to do, and so, when he looked down through
the branches of a tree and saw a Goose waddling along
below and heard it cry out, “Kiki Aru! Quack—quack!

160
Kiki Aru!” the boy answered in a low voice, “Here I am,”
and swung himself down to the lowest limb of the tree.
The Goose looked up and saw him.
“You’ve bungled things in a dreadful way!” exclaimed
the Goose. “Why did you do it?”
“Because I wanted to,” answered Kiki. “You acted as if I
was your slave, and I wanted to show these forest
people that I am more powerful than you.”
The Goose hissed softly, but Kiki did not hear that.
Old Ruggedo quickly recovered his wits and muttered to
himself: “This boy is the goose, although it is I who
wear the goose’s shape. I will be gentle with him now,
and fierce with him when I have him in my power.” Then
he said aloud to Kiki:
“Well, hereafter I will be content to acknowledge you
the master. You bungled things, as I said, but we can
still conquer Oz.”
“How?” asked the boy.
“First give me back the shape of the Li-Mon-Eag, and
then we can talk together more conveniently,”
suggested the Nome.
“Wait a moment, then,” said Kiki, and climbed higher up
the tree. There he whispered the Magic Word and the
Goose became a Li-Mon-Eag, as he had been before.
“Good!” said the Nome, well pleased, as Kiki joined him
by dropping down from the tree. “Now let us find a

161
quiet place where we can talk without being overheard
by the beasts.”
So the two started away and crossed the forest until
they came to a place where the trees were not so tall
nor so close together, and among these scattered trees
was another clearing, not so large as the first one,
where the meeting of the beasts had been held.
Standing on the edge of this clearing and looking across
it, they saw the trees on the farther side full of
monkeys, who were chattering together at a great rate
of the sights they had witnessed at the meeting.
The old Nome whispered to Kiki not to enter the
clearing or allow the monkeys to see them.
“Why not?” asked the boy, drawing back.
“Because those monkeys are to be our army—the army
which will conquer Oz,” said the Nome. “Sit down here
with me, Kiki, and keep quiet, and I will explain to you
my plan.”
Now, neither Kiki Aru nor Ruggedo had noticed that a
sly Fox had followed them all the way from the tree
where the Goose had been transformed to the Li-Mon-
Eag. Indeed, this Fox, who was none other than the
Wizard of Oz, had witnessed the transformation of the
Goose and now decided he would keep watch of the
conspirators and see what they would do next.
A Fox can move through a forest very softly, without
making any noise, and so the Wizard’s enemies did not
suspect his presence. But when they sat down by the
edge of the clearing, to talk, with their backs toward
him, the Wizard did not know whether to risk being
seen, by creeping closer to hear what they said, or

162
whether it would be better for him to hide himself until
they moved on again.
While he considered this question he discovered near
him a great tree which had a hollow trunk, and there
was a round hole in this tree, about three feet above
the ground. The Wizard Fox decided it would be safer
for him to hide inside the hollow tree, so he sprang into
the hole and crouched down in the hollow, so that his
eyes just came to the edge of the hole by which he had
entered, and from here he watched the forms of the
two Li-Mon-Eags.
“This is my plan,” said the Nome to Kiki, speaking so low
that the Wizard could only hear the rumble of his voice.
“Since you can transform anything into any form you
wish, we will transform these monkeys into an army,
and with that army we will conquer the Oz people.”
“The monkeys won’t make much of an army,” objected
Kiki.
“We need a great army, but not a numerous one,”
responded the Nome. “You will transform each monkey
into a giant man, dressed in a fine uniform and armed
with a sharp sword. There are fifty monkeys over there
and fifty giants would make as big an army as we
need.”
“What will they do with the swords?” asked Kiki.
“Nothing can kill the Oz people.”
“True,” said Ruggedo. “The Oz people cannot be killed,
but they can be cut into small pieces, and while every
piece will still be alive, we can scatter the pieces around
so that they will be quite helpless. Therefore, the Oz

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people will be afraid of the swords of our army, and we
will conquer them with ease.”
“That seems like a good idea,” replied the boy,
approvingly. “And in such a case, we need not bother
with the other beasts of the forest.”
“No; you have frightened the beasts, and they would no
longer consent to assist us in conquering Oz. But those
monkeys are foolish creatures, and once they are
transformed to Giants, they will do just as we say and
obey our commands. Can you transform them all at
once?”
“No, I must take one at a time,” said Kiki. “But the fifty
transformations can be made in an hour or so. Stay
here, Ruggedo, and I will change the first monkey—that
one at the left, on the end of the limb—into a Giant with
a sword.”
“Where are you going?” asked the Nome.
“I must not speak the Magic Word in the presence of
another person,” declared Kiki, who was determined not
to allow his treacherous companion to learn his secret,
“so I will go where you cannot hear me.”
Ruggedo the Nome was disappointed, but he hoped still
to catch the boy unawares and surprise the Magic Word.
So he merely nodded his lion head, and Kiki got up and
went back into the forest a short distance. Here he
spied a hollow tree, and by chance it was the same
hollow tree in which the Wizard of Oz, now in the form
of a Fox, had hidden himself.
As Kiki ran up to the tree the Fox ducked its head, so
that it was out of sight in the dark hollow beneath the

165
hole, and then Kiki put his face into the hole and
whispered: “I want that monkey on the branch at the
left to become a Giant man fifty feet tall, dressed in a
uniform and with a sharp sword—P y r z q x g l !”
Then he ran back to Ruggedo, but the Wizard Fox had
heard quite plainly every word that he had said.
The monkey was instantly transformed into the Giant,
and the Giant was so big that as he stood on the
ground his head was higher than the trees of the forest.
The monkeys raised a great chatter but did not seem to
understand that the Giant was one of themselves.
“Good!” cried the Nome. “Hurry, Kiki, and transform the
others.”
So Kiki rushed back to the tree and putting his face to
the hollow, whispered:
“I want the next monkey to be just like the first—
P y r z q x g l !”
Again the Wizard Fox heard the Magic Word, and just
how it was pronounced. But he sat still in the hollow
and waited to hear it again, so it would be impressed on
his mind and he would not forget it.
Kiki kept running to the edge of the forest and back to
the hollow tree again until he had whispered the Magic
Word six times and six monkeys had been changed to
six great giants. Then the Wizard decided he would
make an experiment and use the Magic Word himself.
So, while Kiki was running back to the Nome, the Fox
stuck his head out of the hollow and said softly: “I want
that creature who is running to become a hickory-nut—
P y r z q x g l !”

166
Instantly the Li-Mon-Eag form of Kiki Aru the Hyup
disappeared and a small hickory-nut rolled upon the
ground a moment and then lay still.
The Wizard was delighted, and leaped from the hollow
just as Ruggedo looked around to see what had become
of Kiki. The Nome saw the Fox but no Kiki, so he hastily
rose to his feet. The Wizard did not know how powerful
the queer beast might be, so he resolved to take no
chances.
“I want this creature to become a walnut—
P y r z q x g l !” he said aloud. But he did not
pronounce the Magic Word in quite the right way, and
Ruggedo’s form did not change. But the Nome knew at
once that “P y r z q x g l ! ” was the Magic Word,
so he rushed at the Fox and cried:
“I want you to become a Goose—P y r z q x g l !”

167
But the Nome did not pronounce the word aright, either,
having never heard it spoken but once before, and then
with a wrong accent. So the Fox was not transformed,
but it had to run away to escape being caught by the
angry Nome.
Ruggedo now began pronouncing the Magic Word in
every way he could think of, hoping to hit the right one,
and the Fox, hiding in a bush, was somewhat troubled
by the fear that he might succeed. However, the Wizard,
who was used to magic arts, remained calm and soon
remembered exactly how Kiki Aru had pronounced the
word. So he repeated the sentence he had before
uttered and Ruggedo the Nome became an ordinary
walnut.
The Wizard now crept out from the bush and said: “I
want my own form again—P y r z q x g l !”
Instantly he was the Wizard of Oz, and after picking up
the hickory-nut and the walnut, and carefully placing
them in his pocket, he ran back to the big clearing.

168
169
Dorothy the Lamb uttered a bleat of delight when she
saw her old friend restored to his natural shape. The
others were all there, not having found the Goose. The
fat Gillikin woman, the Munchkin boy, the Rabbit and
the Glass Cat crowded around the Wizard and asked
what had happened.
Before he explained anything of his adventure, he
transformed them all—except, of course, the Glass Cat
—into their natural shapes, and when their joy
permitted them to quiet somewhat, he told how he had
by chance surprised the Magician’s secret and been able
to change the two Li-Mon-Eags into shapes that could
not speak, and therefore would be unable to help
themselves. And the little Wizard showed his astonished
friends the hickory-nut and the walnut to prove that he
had spoken the truth.
“But—see here!”—exclaimed Dorothy, “What has
become of those Giant Soldiers who used to be
monkeys?”
“I forgot all about them!” admitted the Wizard; “but I
suppose they are still standing there in the forest.”

170
CHAPTER 15
Trot and Cap’n Bill stood before the Magic Flower,
actually rooted to the spot.
“Aren’t you hungry, Cap’n?” asked the little girl, with a
long sigh, for she had been standing there for hours
and hours.
“Well,” replied the sailor-man, “I ain’t sayin’ as I couldn’t
eat, Trot—if a dinner was handy—but I guess old folks
don’t get as hungry as young folks do.”
“I’m not sure ’bout that, Cap’n Bill,” she said
thoughtfully. “Age might make a difference, but seems
to me size would make a bigger difference. Seeing
you’re twice as big as me, you ought to be twice as
hungry.”
“I hope I am,” he rejoined, “for I can stand it a while
longer. I do hope the Glass Cat will hurry, and I hope
the Wizard won’t waste time a-comin’ to us.”
Trot sighed again and watched the wonderful Magic
Flower, because there was nothing else to do. Just now
a lovely group of pink peonies budded and bloomed, but
soon they faded away, and a mass of deep blue lilies
took their place. Then some yellow chrysanthemums
blossomed on the plant, and when they had opened all
their petals and reached perfection, they gave way to a
lot of white floral balls spotted with crimson—a flower
Trot had never seen before.
“But I get awful tired watchin’ flowers an’ flowers an’
flowers,” she said impatiently.
“They’re mighty pretty,” observed Cap’n Bill.

171
172
“I know; and if a person could come and look at the
Magic Flower just when she felt like it, it would be a fine
thing, but to have to stand and watch it, whether you
want to or not, isn’t so much fun. I wish, Cap’n Bill, the
thing would grow fruit for a while instead of flowers.”
Scarcely had she spoken when the white balls with
crimson spots faded away and a lot of beautiful ripe
peaches took their place. With a cry of mingled surprise
and delight Trot reached out and plucked a peach from
the bush and began to eat it, finding it delicious. Cap’n
Bill was somewhat dazed at the girl’s wish being granted
so quickly, so before he could pick a peach they had
faded away and bananas took their place. “Grab one,
Cap’n!” exclaimed Trot, and even while eating the peach
she seized a banana with her other hand and tore it
from the bush.
The old sailor was still bewildered. He put out a hand
indeed, but he was too late, for now the bananas
disappeared and lemons took their place.
“Pshaw!” cried Trot. “You can’t eat those things; but
watch out, Cap’n, for something else.”
Cocoanuts next appeared, but Cap’n Bill shook his head.
“Ca’n’t crack ’em,” he remarked, “’cause we haven’t
anything handy to smash ’em with.”
“Well, take one, anyhow,” advised Trot; but the
cocoanuts were gone now, and a deep, purple, pear-
shaped fruit which was unknown to them took their
place. Again Cap’n Bill hesitated, and Trot said to him:
“You ought to have captured a peach and a banana, as
I did. If you’re not careful, Cap’n, you’ll miss all your

173
chances. Here, I’ll divide my banana with you.”
Even as she spoke, the Magic Plant was covered with
big red apples, growing on every branch, and Cap’n Bill
hesitated no longer. He grabbed with both hands and
picked two apples, while Trot had only time to secure
one before they were gone.
“It’s curious,” remarked the sailor, munching his apple,
“how these fruits keep good when you’ve picked ’em,
but dis’pear inter thin air if they’re left on the bush.”
“The whole thing is curious,” declared the girl, “and it
couldn’t exist in any country but this, where magic is so
common. Those are limes. Don’t pick ’em, for they’d
pucker up your mouth and—Ooo! here come plums!”
and she tucked her apple in her apron pocket and
captured three plums—each one almost as big as an
egg—before they disappeared. Cap’n Bill got some too,
but both were too hungry to fast any longer, so they
began eating their apples and plums and let the magic
bush bear all sorts of fruits, one after another. The
Cap’n stopped once to pick a fine cantaloupe, which he
held under his arm, and Trot, having finished her plums,
got a handful of cherries and an orange; but when
almost every sort of fruit had appeared on the bush, the
crop ceased and only flowers, as before, bloomed upon
it.

174
“I wonder why it changed back,” mused Trot, who was
not worried because she had enough fruit to satisfy her
hunger.
“Well, you only wished it would bear fruit ‘for a while,’”
said the sailor, “and it did. P’raps if you’d said ‘forever,’

175
Trot, it would have always been fruit.”
“But why should my wish be obeyed?” asked the girl.
“I’m not a fairy or a wizard or any kind of a magic-
maker.”
“I guess,” replied Cap’n Bill, “that this little island is a
magic island, and any folks on it can tell the bush what
to produce, an’ it’ll produce it.”
“Do you think I could wish for anything else, Cap’n, and
get it?” she inquired anxiously.
“What are you thinkin’ of, Trot?”
“I’m thinking of wishing that these roots on our feet
would disappear, and let us free.”
“Try it, Trot.”
So she tried it, and the wish had no effect whatever.
“Try it yourself, Cap’n,” she suggested.
Then Cap’n Bill made the wish to be free, with no better
result.
“No,” said he, “it’s no use; the wishes only affect the
Magic Plant; but I’m glad we can make it bear fruit,
’cause now we know we won’t starve before the Wizard
gets to us.”
“But I’m gett’n’ tired standing here so long,” complained
the girl. “If I could only lift one foot, and rest it, I’d feel
better.”
“Same with me, Trot. I’ve noticed that if you’ve got to
do a thing, and can’t help yourself, it gets to be a

176
hardship mighty quick.”
“Folks that can raise their feet don’t appreciate what a
blessing it is,” said Trot thoughtfully. “I never knew
before what fun it is to raise one foot, an’ then another,
any time you feel like it.”
“There’s lots o’ things folks don’t ’preciate,” replied the
sailor-man. “If somethin’ would ’most stop your breath,
you’d think breathin’ easy was the finest thing in life.
When a person’s well, he don’t realize how jolly it is, but
when he gets sick he ’members the time he was well,
an’ wishes that time would come back. Most folks forget
to thank God for givin’ ’em two good legs, till they lose
one o’ ’em, like I did; and then it’s too late, ’cept to
praise God for leavin’ one.”
“Your wooden leg ain’t so bad, Cap’n,” she remarked,
looking at it critically. “Anyhow, it don’t take root on a
Magic Island, like our meat legs do.”
“I ain’t complaining” said Cap’n Bill. “What’s that
swimmin’ towards us, Trot?” he added, looking over the
Magic Flower and across the water.
The girl looked, too, and then she replied.
“It’s a bird of some sort. It’s like a duck, only I never
saw a duck have so many colors.”
The bird swam swiftly and gracefully toward the Magic
Isle, and as it drew nearer its gorgeously colored
plumage astonished them. The feathers were of many
hues of glistening greens and blues and purples, and it
had a yellow head with a red plume, and pink, white
and violet in its tail. When it reached the Isle, it came
ashore and approached them, waddling slowly and

177
turning its head first to one side and then to the other,
so as to see the girl and the sailor better.
“You’re strangers,” said the bird, coming to a halt near
them, “and you’ve been caught by the Magic Isle and
made prisoners.”
“Yes,” returned Trot, with a sigh; “we’re rooted. But I
hope we won’t grow.”
“You’ll grow small,” said the Bird. “You’ll keep growing
smaller every day, until bye and bye there’ll be nothing
left of you. That’s the usual way, on this Magic Isle.”
“How do you know about it, and who are you, anyhow?”
asked Cap’n Bill.
“I’m the Lonesome Duck,” replied the bird. “I suppose
you’ve heard of me?”
“No,” said Trot, “I can’t say I have. What makes you
lonesome?”

178
179
“Why, I haven’t any family or any relations,” returned
the Duck.
“Haven’t you any friends?”
“Not a friend. And I’ve nothing to do. I’ve lived a long
time, and I’ve got to live forever, because I belong in
the Land of Oz, where no living thing dies. Think of
existing year after year, with no friends, no family, and
nothing to do! Can you wonder I’m lonesome?”
“Why don’t you make a few friends, and find something
to do?” inquired Cap’n Bill.
“I can’t make friends because everyone I meet—bird,
beast or person—is disagreeable to me. In a few
minutes I shall be unable to bear your society longer,
and then I’ll go away and leave you,” said the Lonesome
Duck. “And, as for doing anything, there’s no use in it.
All I meet are doing something, so I have decided it’s
common and uninteresting and I prefer to remain
lonesome.”
“Don’t you have to hunt for your food?” asked Trot.
“No. In my diamond palace, a little way up the river,
food is magically supplied me; but I seldom eat,
because it is so common.”
“You must be a Magician Duck,” remarked Cap’n Bill.
“Why so?”
“Well, ordinary ducks don’t have diamond palaces an’
magic food, like you do.”

180
“True; and that’s another reason why I’m lonesome. You
must remember I’m the only Duck in the Land of Oz,
and I’m not like any other duck in the outside world.”
“Seems to me you like bein’ lonesome,” observed Cap’n
Bill.
“I can’t say I like it, exactly,” replied the Duck, “but
since it seems to be my fate, I’m rather proud of it.”
“How do you s’pose a single, solitary Duck happened to
be in the Land of Oz?” asked Trot, wonderingly.
“I used to know the reason, many years ago, but I’ve
quite forgotten it,” declared the Duck. “The reason for a
thing is never so important as the thing itself, so there’s
no use remembering anything but the fact that I’m
lonesome.”
“I guess you’d be happier if you tried to do something,”
asserted Trot. “If you can’t do anything for yourself, you
can do things for others, and then you’d get lots of
friends and stop being lonesome.”
“Now you’re getting disagreeable,” said the Lonesome
Duck, “and I shall have to go and leave you.”
“Can’t you help us any,” pleaded the girl. “If there’s
anything magic about you, you might get us out of this
scrape.”
“I haven’t any magic strong enough to get you off the
Magic Isle,” replied the Lonesome Duck. “What magic I
possess is very simple, but I find it enough for my own
needs.”

181
“If we could only sit down a while, we could stand it
better,” said Trot, “but we have nothing to sit on.”
“Then you will have to stand it,” said the Lonesome
Duck.
“P’raps you’ve enough magic to give us a couple of
stools,” suggested Cap’n Bill.
“A duck isn’t supposed to know what stools are,” was
the reply.
“But you’re different from all other ducks.”
“That is true.” The strange creature seemed to reflect
for a moment, looking at them sharply from its round
black eyes. Then it said: “Sometimes, when the sun is
hot, I grow a toadstool to shelter me from its rays.
Perhaps you could sit on toadstools.”
“Well, if they were strong enough, they’d do,” answered
Cap’n Bill.
“Then, before I go I’ll give you a couple,” said the
Lonesome Duck, and began waddling about in a small
circle. It went around the circle to the right three times,
and then it went around to the left three times. Then it
hopped backward three times and forward three times.
“What are you doing?” asked Trot.
“Don’t interrupt. This is an incantation,” replied the
Lonesome Duck, but now it began making a succession
of soft noises that sounded like quacks and seemed to
mean nothing at all. And it kept up these sounds so
long that Trot finally exclaimed:

182
“Can’t you hurry up and finish that ’cantation? If it takes
all summer to make a couple of toadstools, you’re not
much of a magician.”
“I told you not to interrupt,” said the Lonesome Duck,
sternly. “If you get too disagreeable, you’ll drive me
away before I finish this incantation.”
Trot kept quiet, after the rebuke, and the Duck resumed
the quacky muttering. Cap’n Bill chuckled a little to
himself and remarked to Trot in a whisper: “For a bird
that ain’t got anything to do, this Lonesome Duck is
makin’ consider’ble fuss. An’ I ain’t sure, after all, as
toadstools would be worth sittin’ on.”
Even as he spoke, the sailor-man felt something touch
him from behind and, turning his head, he found a big
toadstool in just the right place and of just the right size
to sit upon. There was one behind Trot, too, and with a
cry of pleasure the little girl sank back upon it and found
it a very comfortable seat—solid, yet almost like a
cushion. Even Cap’n Bill’s weight did not break his
toadstool down, and when both were seated, they
found that the Lonesome Duck had waddled away and
was now at the water’s edge.
“Thank you, ever so much!” cried Trot, and the sailor
called out: “Much obliged!”
But the Lonesome Duck paid no attention. Without even
looking in their direction again, the gaudy fowl entered
the water and swam gracefully away.

The Glass Cat Finds the Black Bag

184
CHAPTER 16
When the six monkeys were transformed by Kiki Aru
into six giant soldiers fifty feet tall, their heads came
above the top of the trees, which in this part of the
forest were not so high as in some other parts; and,
although the trees were somewhat scattered, the bodies
of the giant soldiers were so big that they quite filled
the spaces in which they stood and the branches
pressed them on every side.
Of course, Kiki was foolish to have made his soldiers so
big, for now they could not get out of the forest.
Indeed, they could not stir a step, but were imprisoned
by the trees. Even had they been in the little clearing
they could not have made their way out of it, but they
were a little beyond the clearing. At first, the other
monkeys who had not been enchanted were afraid of
the soldiers, and hastily quitted the place; but soon
finding that the great men stood stock still, although
grunting indignantly at their transformation, the band of
monkeys returned to the spot and looked at them
curiously, not guessing that they were really monkeys
and their own friends.
The soldiers couldn’t see them, their heads being above
the trees; they could not even raise their arms or draw
their sharp swords, so closely were they held by the
leafy branches. So the monkeys, finding the giants
helpless, began climbing up their bodies, and presently
all the band were perched on the shoulders of the
giants and peering into their faces.
“I’m Ebu, your father,” cried one soldier to a monkey
who had perched upon his left ear, “but some cruel
person has enchanted me.”

185
186
“I’m your Uncle Peeker,” said another soldier to another
monkey.
So, very soon all the monkeys knew the truth and were
sorry for their friends and relations and angry at the
person—whoever it was—who had transformed them.
There was a great chattering among the tree-tops, and
the noise attracted other monkeys, so that the clearing
and all the trees around were full of them.
Rango the Gray Ape, who was the Chief of all the
monkey tribes of the forest, heard the uproar and came
to see what was wrong with his people. And Rango,
being wiser and more experienced, at once knew that
the strange magician who looked like a mixed-up beast
was responsible for the transformations. He realized
that the six giant soldiers were helpless prisoners,
because of their size, and knew he was powerless to
release them. So, although he feared to meet the
terrible magician, he hurried away to the great clearing
to tell Gugu the King what had happened and to try to
find the Wizard of Oz and get him to save his six
enchanted subjects.
Rango darted into the Great Clearing just as the Wizard
had restored all the enchanted ones around him to their
proper shapes, and the Gray Ape was glad to hear that
the wicked magician-beast had been conquered.

188
“But now, O mighty Wizard, you must come with me to
where six of my people are transformed into six great
giant men,” he said, “for if they are allowed to remain
there, their happiness and their future lives will be
ruined.”

Operations Management Stevenson 12th Edition Solutions Manual

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