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1-2
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
8. The value of outputs is measured by the prices customers are willing to pay for goods or services.
True False
9. The use of models will guarantee the best possible decisions.
True False
10. People who work in the field of operations should have skills that include both knowledge and
people skills.
True False
11. Assembly lines achieved productivity but at the expense of standard of living.
True False
12. The operations manager has primary responsibility for making operations system design
decisions, such as system capacity and location of facilities.
True False
13. The word "technology" is used only to refer to "information technology."
True False
14. "Value added" by definition is always a positive number since "added" implies increases.
True False
15. Service often requires greater labor content, whereas manufacturing is more capital intensive.
True False
16. Measurement of productivity in service is more straightforward than in manufacturing since it is not
necessary to take into account the cost of materials.
True False
17. Special-purpose technology is a common way of offering increased customization in
manufacturing or services without taking on additional labor costs.
True False
18. One concern in the design of production systems is the degree of standardization.
True False
19. Most people encounter operations only in profit-making organizations.
True False
20. Service involves a much higher degree of customer contact than manufacturing.
True False

1-3
21. A systems approach emphasizes interrelationships among subsystems, but its main theme is that
the whole is greater than the sum of its individual parts.
True False
22. The Pareto phenomenon is one of the most important and pervasive concepts that can be applied
at all levels of management.
True False
23. Operations managers, who usually use quantitative approaches, are not really concerned with
ethical decision making.
True False
24. The optimal solutions produced by quantitative techniques should always be evaluated in terms of
the larger framework.
True False
25. Managers should most often rely on quantitative techniques for important decisions since
quantitative approaches result in more accurate decisions.
True False
26. Many operations management decisions can be described as trade-offs.
True False
27. A systems approach means that we concentrate on efficiency within a subsystem and thereby
assure overall efficiency.
True False
28. Prior to the Industrial Revolution, goods were produced primarily by craftsmen or their apprentices
using custom-made parts.
True False
29. Elton Mayo's Hawthorne experiments were the focal point of the human relations movement,
which emphasized the importance of the human element in job design.
True False
30. Among Ford's many contributions was the introduction of mass production, using the concepts of
interchangeable parts and division of labor.
True False
31. Operations management and marketing are the two functional areas that exist to support activities
in other functions such as accounting, finance, IT, and human resources.
True False

1-4
32. Lean production systems incorporate the advantages of both mass production and craft
production.
True False
33. As an abstraction of reality, a model is a simplified version of a real phenomenon.
True False
Multiple Choice Questions
34. In addition to operations, which of the following is considered a "line" function?
A. accounting
B. finance
C. IT
D. procurement
E. sales
35. Knowledge about challenges specific to the operations function can help marketing personnel to
judge how _____________ new product designs will be.
A. marketable
B. segmentable
C. manufacturable
D. measurable
E. nameable
36. Managing the supply chain has become more important as a result of firms increasing their levels
of:
A. overtime.
B. outsourcing.
C. marketing.
D. promotions.
E. shipping.
37. Which of the following would tend to increase the importance of supply chain management?
A. increased supply chain stability
B. lower levels of outsourcing
C. reduced competitive pressures
D. increased globalization
E. greater emphasis on local markets

1-5
38. Operations management involves continuous decision making; hopefully most decisions made will
be:
A. redundant.
B. minor in nature.
C. informed.
D. quantitative.
E. qualitative.
39. A "product package" consists of:
A. the exterior wrapping.
B. the shipping container.
C. a combination of goods and services.
D. goods if a manufacturing organization.
E. customer relations if a service organization.
40. Business organizations consist of three major functions which, ideally:
A. support one another.
B. are mutually exclusive.
C. exist independently of each other.
D. function independently of each other.
E. do not interface with each other.
41. Which of the following is not a type of operations?
A. goods production
B. storage/transportation
C. entertainment
D. communication
E. advertising
42. Technology choices seldom affect:
A. costs.
B. productivity.
C. union activity.
D. quality.
E. flexibility.

1-6
43. Measurements taken at various points in the transformation process for control purposes are
called:
A. plans.
B. directions.
C. controls.
D. feedback.
E. budgets.
44. Budgeting, analysis of investment proposals, and provision of funds are activities associated with
the _______ function.
A. operation
B. marketing
C. purchasing
D. finance
E. internal audit
45. Which one of the following would not generally be classified under the heading of transformation?
A. assembling
B. teaching
C. staffing
D. farming
E. consulting
46. Manufacturing work sent to other countries is called:
A. downsizing.
B. outsourcing.
C. internationalization.
D. vertical integration.
E. entrepreneurship.
47. Product design and process selection are examples of _______ decisions.
A. financial
B. tactical
C. system design
D. system operation
E. forecasting

1-7
48. The responsibilities of the operations manager are:
A. planning, organizing, staffing, procuring, and reviewing.
B. planning, organizing, staffing, directing, and controlling.
C. forecasting, designing, planning, organizing, and controlling.
D. forecasting, designing, operating, procuring, and reviewing.
E. designing and operating.
49. Knowledge skills usually don't include:
A. process knowledge.
B. accounting skills.
C. communication skills.
D. global knowledge.
E. financial skills.
50. Which of the following is not true about the systems approach?
A. A systems viewpoint is almost always beneficial in decision making.
B. A systems approach emphasizes interrelationships among subsystems.
C. A systems approach concentrates on efficiency within subsystems.
D. A systems approach is essential whenever something is being redesigned or improved.
E. All of the choices are true.
51. What is credited with gains in industrial productivity, increased standards of living, and affordable
products?
A. personal computers
B. the Internet
C. mass transportation
D. mass production
E. multilevel marketing
52. Production systems with customized outputs typically have relatively:
A. high volumes of output.
B. low unit costs.
C. high amount of specialized equipment.
D. fast work movement.
E. skilled workers.

1-8
53. Which is not an area of significant difference between manufacturing and service operations?
A. cost per unit
B. uniformity of output
C. labor content of jobs
D. customer contact
E. measurement of productivity
54. Which of the following is not a characteristic of service operations?
A. intangible output
B. high customer contact
C. high labor content
D. easy measurement of productivity
E. low uniformity of output
55. Which of the following most involves coordinating the activities among all the elements of the
business?
A. pollution control
B. quality management
C. supply chain management
D. competition from foreign manufacturers
E. technological change
56. Farming is an example of:
A. an obsolete activity.
B. a virtual organization.
C. nonmanufactured goods.
D. a growth industry.
E. customized manufacturing.
57. Dealing with the fact that certain aspects of any management situation are more important than
others is called:
A. analysis of trade-offs.
B. sensitivity analysis.
C. recognition of priorities.
D. analysis of variance.
E. decision table analysis.

1-9
58. The fact that a few improvements in a few key areas of operations will have more impact than
many improvements in many other areas is consistent with the:
A. Irwin phenomenon.
B. Pareto phenomenon.
C. Stevenson phenomenon.
D. Tellier phenomenon.
E. Adam Smith phenomenon.
59. The process of comparing outputs to previously established standards to determine if corrective
action is needed is called:
A. planning.
B. directing.
C. controlling.
D. budgeting.
E. disciplining.
60. Which of the following does not relate to system design?
A. altering the system capacity
B. location of facilities
C. inventory management
D. selection and acquisition of equipment
E. physical arrangement of departments
61. Taking a systems viewpoint with regard to operations in today's environment increasingly leads
decision makers to consider ______________ in response to the ___________.
A. flexibility; pressure to be more efficient
B. offshoring; need to promote domestic production
C. sustainability; threat of global warming
D. technology; impact of random variation
E. forecasting; stabilization of demand
62. Some companies attempt to maximize the revenue they receive from fixed operating capacity by
influencing demands through price manipulation. This is an example of:
A. illegal price discrimination.
B. collusion.
C. volume analysis.
D. revenue management.
E. outsourcing.

1-10
63. Which of the following is not an ongoing trend in manufacturing?
A. globalization
B. quality improvement
C. flexibility and agility
D. mass production for greater economies of scale
E. technological advances
64. Which of the following is not a benefit of using models in decision making?
A. They provide a standardized format for analyzing a problem.
B. They serve as a consistent tool for evaluation.
C. They are easy to use and less expensive than dealing with the actual situation.
D. They force the decision maker to take into account qualitative issues such as personalities and
emotions.
E. They offer insights into fundamental issues at play in a decision-making setting.
65. Modern firms increasingly rely on other firms to supply goods and services instead of doing these
tasks themselves. This increased level of _____________ is leading to increased emphasis on
____________ management.
A. outsourcing; supply chain
B. offshoring; lean
C. downsizing; total quality
D. optimizing; inventory
E. internationalization; intercultural
66. Operations and sales are the two ________ functions in businesses.
A. strategic
B. tactical
C. support
D. value-adding
E. line
67. Marketing depends on operations for information regarding:
A. productivity.
B. lead time.
C. cash flow.
D. budgeting.
E. corporate intelligence.

1-11
68. Two widely used metrics of variation are the __________ and the _________.
A. mean; standard deviation
B. productivity ratio; correlation
C. standardized mean; assignable deviation
D. randomized mean; standardized deviation
E. normal distribution; random variation
69. Which of the following statements about variation is false?
A. Variation prevents a production process from being as efficient as it can be.
B. Some variation can be prevented.
C. Variation can either be assignable or random.
D. Any variation makes a production process less productive.
E. Random variation generally cannot be influenced by managers.
70. Which of the following is essential to consider with respect to managing a process to meet
demand?
A. advertising
B. trends in fashion
C. global economic trends
D. financial reporting standards
E. capacity
71. Which of the following refers to service and production processes that use resources in ways that
do not harm ecological systems?
A. sustainability
B. supportability
C. marketability
D. perishability
E. transportability
72. Which of the following principles emphasizes that actions should make the community as a whole
better off?
A. The Rights Principle
B. The Fairness Principle
C. The Virtue Principle
D. The Common Good Principle
E. The Utilitarian Principle

1-12
73. If one organization is better able than most to respond to changes in demands or opportunities, we
say that organization exhibits higher:
A. sustainability.
B. efficiency.
C. productivity.
D. agility.
E. marketability.
74. Supplying operations with parts and materials, performing work on products, and/or performing
services are part of the firm's:
A. division of labor.
B. market development.
C. outsourcing.
D. external process orientation.
E. internal supply chain.

1-13
Chapter 01 Introduction to Operations Management Answer Key
True / False Questions
1. Operations managers are responsible for assessing consumer wants and needs and selling
and promoting the organization's goods or services.
FALSE
Operation managers are not responsible for promoting goods/services.
AACSB: Reflective Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Learning Objective: 01-06 Describe the operations function and the nature of the operations manager's job.
Level of Difficulty: 1 Easy
Topic: The Scope of Operations Management
2. Often, the collective success or failure of companies' operations functions will impact the ability
of a nation to compete with other nations.
TRUE
A nation is often only as competitive as its companies.
Blooms: Remember
Learning Objective: 01-01 Define the terms operations management and supply chain.
Topic: Operations Today
3. Companies are either producing goods or delivering services. This means that only one of the
two types of operations management strategies are used.
FALSE
Most systems involve a blend of goods and services.
Blooms: Understand
Learning Objective: 01-02 Identify similarities and differences between production and service operations.
Level of Difficulty: 2 Medium
Topic: Introduction to Operations Management

1-14
4. Operations, marketing, and finance function independently of each other in most
organizations.
FALSE
Operations, marketing, and finance are naturally dependent upon one another.
Blooms: Remember
Learning Objective: 01-04 Identify the three major functional areas of organizations and describe how they interrelate.
5. The greater the degree of customer involvement, the more challenging the design and
management of operations.
TRUE
Greater customer involvement leads to more complexity in the design and management of
operations.
Blooms: Remember
6. Goods-producing organizations are not involved in service activities.
FALSE
Most systems involve a blend of goods and services.
Blooms: Remember
Topic: Production of Goods versus Providing Services
7. Service operations require additional inventory because of the unpredictability of consumer
demand.
FALSE
Service operations cannot use inventory as a hedge against unpredictable demand.
Blooms: Understand

1-15
8. The value of outputs is measured by the prices customers are willing to pay for goods or
services.
TRUE
Customers' willingness to pay for goods or services sets the value of these outputs.
Blooms: Remember
9. The use of models will guarantee the best possible decisions.
FALSE
Models are useful, but their use does not guarantee the best decisions.
Blooms: Understand
Learning Objective: 01-07 Explain the key aspects of operations management decision making.
Topic: Operations Management and Decision Making
10. People who work in the field of operations should have skills that include both knowledge and
people skills.
TRUE
Operations management requires a blend of knowledge and people skills.
Blooms: Remember
11. Assembly lines achieved productivity but at the expense of standard of living.
FALSE
Productivity and standard of living go hand in hand.
Blooms: Remember
Learning Objective: 01-08 Briefly describe the historical evolution of operations management.
Level of Difficulty: 3 Hard
Topic: The Historical Evolution of Operations Management

1-16
12. The operations manager has primary responsibility for making operations system design
decisions, such as system capacity and location of facilities.
FALSE
The operations manager plays a role in these decisions but is not primarily responsible for
them.
Blooms: Understand
13. The word "technology" is used only to refer to "information technology."
FALSE
Technology also refers to the technology involved in resource transformations.
Blooms: Remember
Learning Objective: 01-09 Describe current issues in business that impact operations management.
14. "Value added" by definition is always a positive number since "added" implies increases.
FALSE
Some transformations result in the output being worth less than the inputs.
Blooms: Understand
15. Service often requires greater labor content, whereas manufacturing is more capital intensive.
TRUE
Service operations tend to be more labor-intensive than manufacturing.
Blooms: Remember

1-17
16. Measurement of productivity in service is more straightforward than in manufacturing since it is
not necessary to take into account the cost of materials.
FALSE
Materials cost must be considered in services as well.
Blooms: Understand
17. Special-purpose technology is a common way of offering increased customization in
manufacturing or services without taking on additional labor costs.
FALSE
Special-purpose technology typically reduces costs through standardization.
Blooms: Understand
18. One concern in the design of production systems is the degree of standardization.
TRUE
How standardized outputs will be is a critical consideration in the system design question.
Blooms: Remember
19. Most people encounter operations only in profit-making organizations.
FALSE
Operations are also relevant to not-for-profit organizations such as the Red Cross.
Blooms: Understand

1-18
20. Service involves a much higher degree of customer contact than manufacturing.
TRUE
Customer contact tends to be much higher in services.
Blooms: Remember
21. A systems approach emphasizes interrelationships among subsystems, but its main theme is
that the whole is greater than the sum of its individual parts.
TRUE
Optimizing the performance of individual subsystems does not guarantee optimal performance
from the overall system.
Blooms: Understand
22. The Pareto phenomenon is one of the most important and pervasive concepts that can be
applied at all levels of management.
TRUE
Pareto phenomena can be observed in a wide variety of organizational situations.
Blooms: Remember
23. Operations managers, who usually use quantitative approaches, are not really concerned with
ethical decision making.
FALSE
Ethics issues are touching on all areas of management, including operations.
AACSB: Ethics
Blooms: Understand
Topic: Key Issues for Today's Business Operations

1-19
24. The optimal solutions produced by quantitative techniques should always be evaluated in terms
of the larger framework.
TRUE
Quantitative techniques have limitations that must be considered.
Blooms: Remember
25. Managers should most often rely on quantitative techniques for important decisions since
quantitative approaches result in more accurate decisions.
FALSE
Just as other techniques do, quantitative techniques have limitations.
Blooms: Understand
26. Many operations management decisions can be described as trade-offs.
TRUE
Managing trade-offs is the essence of operations management.
Blooms: Remember
27. A systems approach means that we concentrate on efficiency within a subsystem and thereby
assure overall efficiency.
FALSE
Subsystem efficiency doesn't necessarily translate into overall efficiency.
Blooms: Understand

1-20
28. Prior to the Industrial Revolution, goods were produced primarily by craftsmen or their
apprentices using custom-made parts.
TRUE
After the Industrial Revolution, more standardized approaches became common.
Blooms: Remember
29. Elton Mayo's Hawthorne experiments were the focal point of the human relations movement,
which emphasized the importance of the human element in job design.
TRUE
The Hawthorne experiments were the beginning of the human relations movement.
Blooms: Remember
30. Among Ford's many contributions was the introduction of mass production, using the concepts
of interchangeable parts and division of labor.
TRUE
Ford made mass production a practical success.
Blooms: Remember
31. Operations management and marketing are the two functional areas that exist to support
activities in other functions such as accounting, finance, IT, and human resources.
FALSE
Operations management and marketing are supported by these functions.
Blooms: Understand

1-21
32. Lean production systems incorporate the advantages of both mass production and craft
production.
TRUE
Lean production blends the best of both worlds.
Blooms: Remember
33. As an abstraction of reality, a model is a simplified version of a real phenomenon.
TRUE
Models are valuable abstractions and simplifications of real, complex phenomena.
Blooms: Remember
Multiple Choice Questions
34. In addition to operations, which of the following is considered a "line" function?
A. accounting
B. finance
C. IT
D. procurement
E. sales
Operations and sales are considered line functions.
Blooms: Remember
Learning Objective: 01-03 Explain the importance of learning about operations management.
Topic: Why Learn About Operations Management?

1-22
35. Knowledge about challenges specific to the operations function can help marketing personnel
to judge how _____________ new product designs will be.
A. marketable
B. segmentable
C. manufacturable
D. measurable
E. nameable
Greater understanding of operations helps product designers better judge the manufacturability
of their new designs.
Blooms: Remember
36. Managing the supply chain has become more important as a result of firms increasing their
levels of:
A. overtime.
B. outsourcing.
C. marketing.
D. promotions.
E. shipping.
Firms are increasing their levels of outsourcing, increasing the need to manage the supply
chain.
Blooms: Remember
Learning Objective: 01-10 Explain the need to manage the supply chain.

1-23
37. Which of the following would tend to increase the importance of supply chain management?
A. increased supply chain stability
B. lower levels of outsourcing
C. reduced competitive pressures
D. increased globalization
E. greater emphasis on local markets
Increased globalization leads to longer lead times, more heterogeneous markets and sources
of supply, and greater sources of uncertainty.
Blooms: Remember
Learning Objective: 01-10 Explain the need to manage the supply chain.
38. Operations management involves continuous decision making; hopefully most decisions made
will be:
A. redundant.
B. minor in nature.
C. informed.
D. quantitative.
E. qualitative.
Informed decisions incorporate all relevant issues.
Blooms: Remember

1-24
39. A "product package" consists of:
A. the exterior wrapping.
B. the shipping container.
C. a combination of goods and services.
D. goods if a manufacturing organization.
E. customer relations if a service organization.
Most firms are not pure service or manufacturing firms; they produce combinations of goods
and services.
Blooms: Remember
40. Business organizations consist of three major functions which, ideally:
A. support one another.
B. are mutually exclusive.
C. exist independently of each other.
D. function independently of each other.
E. do not interface with each other.
Finance, marketing and operations are these major functions.
Blooms: Remember

1-25
41. Which of the following is not a type of operations?
A. goods production
B. storage/transportation
C. entertainment
D. communication
E. advertising
Advertising is not a type of operations.
Blooms: Remember
Learning Objective: 01-01 Define the terms operations management and supply chain.
42. Technology choices seldom affect:
A. costs.
B. productivity.
C. union activity.
D. quality.
E. flexibility.
Union activity can affect a firm's technology choices, but not the other way around.
Blooms: Remember

1-26
43. Measurements taken at various points in the transformation process for control purposes are
called:
A. plans.
B. directions.
C. controls.
D. feedback.
E. budgets.
Feedback is used to monitor and improve processes.
Blooms: Remember
44. Budgeting, analysis of investment proposals, and provision of funds are activities associated
with the _______ function.
A. operation
B. marketing
C. purchasing
D. finance
E. internal audit
These are the primary tasks for the finance function.
Blooms: Remember

1-27
45. Which one of the following would not generally be classified under the heading of
transformation?
A. assembling
B. teaching
C. staffing
D. farming
E. consulting
Staffing doesn't involve transforming resources so much as it involves acquiring them.
Blooms: Remember
Topic: Process Management
46. Manufacturing work sent to other countries is called:
A. downsizing.
B. outsourcing.
C. internationalization.
D. vertical integration.
E. entrepreneurship.
Outsourcing is increasingly a part of operations management.
Blooms: Remember

1-28
47. Product design and process selection are examples of _______ decisions.
A. financial
B. tactical
C. system design
D. system operation
E. forecasting
These major decisions affect decisions made at lower levels.
Blooms: Remember
Learning Objective: 01-05 Summarize the two major aspects of process management.
48. The responsibilities of the operations manager are:
A. planning, organizing, staffing, procuring, and reviewing.
B. planning, organizing, staffing, directing, and controlling.
C. forecasting, designing, planning, organizing, and controlling.
D. forecasting, designing, operating, procuring, and reviewing.
E. designing and operating.
The scope of operations management ranges across the organization.
Blooms: Remember
49. Knowledge skills usually don't include:
A. process knowledge.
B. accounting skills.
C. communication skills.
D. global knowledge.
E. financial skills.
Communication skills generally are considered to be people skills.
Blooms: Remember

1-29
50. Which of the following is not true about the systems approach?
A. A systems viewpoint is almost always beneficial in decision making.
B. A systems approach emphasizes interrelationships among subsystems.
C. A systems approach concentrates on efficiency within subsystems.
D. A systems approach is essential whenever something is being redesigned or improved.
E. All of the choices are true.
Subsystem efficiency doesn't necessarily translate into overall system efficiency.
Blooms: Understand
51. What is credited with gains in industrial productivity, increased standards of living, and
affordable products?
A. personal computers
B. the Internet
C. mass transportation
D. mass production
E. multilevel marketing
Mass production has played a prominent role in increasing standards of living.
Blooms: Remember

1-30
52. Production systems with customized outputs typically have relatively:
A. high volumes of output.
B. low unit costs.
C. high amount of specialized equipment.
D. fast work movement.
E. skilled workers.
Skilled workers are necessary to accommodate the variation inherent in customized outputs.
Blooms: Remember
53. Which is not an area of significant difference between manufacturing and service operations?
A. cost per unit
B. uniformity of output
C. labor content of jobs
D. customer contact
E. measurement of productivity
Manufacturing operations aren't necessarily more or less efficient than service operations.
Blooms: Understand
54. Which of the following is not a characteristic of service operations?
A. intangible output
B. high customer contact
C. high labor content
D. easy measurement of productivity
E. low uniformity of output
The productivity of service operations is often hard to measure.
Blooms: Understand

1-31
55. Which of the following most involves coordinating the activities among all the elements of the
business?
A. pollution control
B. quality management
C. supply chain management
D. competition from foreign manufacturers
E. technological change
Supply chain management involves a broader systemic view of operations.
Blooms: Remember
56. Farming is an example of:
A. an obsolete activity.
B. a virtual organization.
C. nonmanufactured goods.
D. a growth industry.
E. customized manufacturing.
Farm operations are not manufacturing operations.
Blooms: Remember

1-32
57. Dealing with the fact that certain aspects of any management situation are more important than
others is called:
A. analysis of trade-offs.
B. sensitivity analysis.
C. recognition of priorities.
D. analysis of variance.
E. decision table analysis.
Solutions tend to be targeted toward higher priority aspects of a situation.
Blooms: Remember
58. The fact that a few improvements in a few key areas of operations will have more impact than
many improvements in many other areas is consistent with the:
A. Irwin phenomenon.
B. Pareto phenomenon.
C. Stevenson phenomenon.
D. Tellier phenomenon.
E. Adam Smith phenomenon.
Pareto phenomena direct our attention to the difference between the "important few" and the
"trivial many."
Blooms: Understand

1-33
59. The process of comparing outputs to previously established standards to determine if
corrective action is needed is called:
A. planning.
B. directing.
C. controlling.
D. budgeting.
E. disciplining.
Controls are used to maintain performance.
Blooms: Remember
60. Which of the following does not relate to system design?
A. altering the system capacity
B. location of facilities
C. inventory management
D. selection and acquisition of equipment
E. physical arrangement of departments
Inventory management is a system operation decision area.
Blooms: Remember

1-34
61. Taking a systems viewpoint with regard to operations in today's environment increasingly leads
decision makers to consider ______________ in response to the ___________.
A. flexibility; pressure to be more efficient
B. offshoring; need to promote domestic production
C. sustainability; threat of global warming
D. technology; impact of random variation
E. forecasting; stabilization of demand
Sustainability is a relatively recent operations management consideration.
Blooms: Understand
62. Some companies attempt to maximize the revenue they receive from fixed operating capacity
by influencing demands through price manipulation. This is an example of:
A. illegal price discrimination.
B. collusion.
C. volume analysis.
D. revenue management.
E. outsourcing.
Revenue management is used to ensure that as much perishable capacity as possible is sold.
Blooms: Remember

1-35
63. Which of the following is not an ongoing trend in manufacturing?
A. globalization
B. quality improvement
C. flexibility and agility
D. mass production for greater economies of scale
E. technological advances
Manufacturers are moving away from mass production for economies of scale.
Blooms: Remember
64. Which of the following is not a benefit of using models in decision making?
A. They provide a standardized format for analyzing a problem.
B. They serve as a consistent tool for evaluation.
C. They are easy to use and less expensive than dealing with the actual situation.
D. They force the decision maker to take into account qualitative issues such as personalities
and emotions.
E. They offer insights into fundamental issues at play in a decision-making setting.
While models are useful tools for making decisions without confronting the actual situation with
all of its complexity, there is the risk that important qualitative information may be overlooked.
Blooms: Remember

1-36
65. Modern firms increasingly rely on other firms to supply goods and services instead of doing
these tasks themselves. This increased level of _____________ is leading to increased
emphasis on ____________ management.
A. outsourcing; supply chain
B. offshoring; lean
C. downsizing; total quality
D. optimizing; inventory
E. internationalization; intercultural
Supply chain management takes a more systemic view of the firm, its operations, and its
suppliers.
Blooms: Understand
66. Operations and sales are the two ________ functions in businesses.
A. strategic
B. tactical
C. support
D. value-adding
E. line
Others are support functions.
Blooms: Remember

1-37
67. Marketing depends on operations for information regarding:
A. productivity.
B. lead time.
C. cash flow.
D. budgeting.
E. corporate intelligence.
Marketing uses lead time information to make promises to customers.
Blooms: Remember
68. Two widely used metrics of variation are the __________ and the _________.
A. mean; standard deviation
B. productivity ratio; correlation
C. standardized mean; assignable deviation
D. randomized mean; standardized deviation
E. normal distribution; random variation
The mean and standard deviation summarize important facets regarding the variation in a
process.
Blooms: Remember

1-38
69. Which of the following statements about variation is false?
A. Variation prevents a production process from being as efficient as it can be.
B. Some variation can be prevented.
C. Variation can either be assignable or random.
D. Any variation makes a production process less productive.
E. Random variation generally cannot be influenced by managers.
The choice to offer customers greater variety might increase variation but increase productivity
even more.
Blooms: Understand
70. Which of the following is essential to consider with respect to managing a process to meet
demand?
A. advertising
B. trends in fashion
C. global economic trends
D. financial reporting standards
E. capacity
While all of these can play a role in determining the demands placed on a process, capacity is
most directly associated with determining whether that process can actually meet demand.
Blooms: Understand

1-39
71. Which of the following refers to service and production processes that use resources in ways
that do not harm ecological systems?
A. sustainability
B. supportability
C. marketability
D. perishability
E. transportability
Sustainability refers to service and production processes that use resources in ways that do not
harm those ecological systems that support both current and future human existence.
Blooms: Remember
72. Which of the following principles emphasizes that actions should make the community as a
whole better off?
A. The Rights Principle
B. The Fairness Principle
C. The Virtue Principle
D. The Common Good Principle
E. The Utilitarian Principle
The Common Good Principle is that actions should contribute to the common good of the
community.
AACSB: Ethics
Blooms: Remember

1-40
73. If one organization is better able than most to respond to changes in demands or opportunities,
we say that organization exhibits higher:
A. sustainability.
B. efficiency.
C. productivity.
D. agility.
E. marketability.
Agility refers to the ability of an organization to respond quickly to demands or opportunities.
Blooms: Remember
74. Supplying operations with parts and materials, performing work on products, and/or performing
services are part of the firm's:
A. division of labor.
B. market development.
C. outsourcing.
D. external process orientation.
E. internal supply chain.
The internal parts of a supply chain are part of the operations function itself, supplying
operations with parts and materials, performing work on products, and/or performing services.
Blooms: Remember

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*** START OF THE PROJECT GUTENBERG EBOOK JEWEL SOWERS:
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JEWEL SOWERS
A Novel
LONDON
GREENING & CO., LTD.
20, CECIL COURT, CHARING CROSS ROAD, W.C.
1903

CHAP. PAGE
I. AN INTRODUCTION TO LUCIFRAM 9
II. FRIEND AND EXECUTOR 13
III. ROSALIE 21
IV. THE GOLDEN SERPENT 28
V. THE MASTER 42
VI. NEW EXPERIENCES 52
VII. A DEBT OF GRATITUDE 57
VIII. A BOOK OF INSPIRATION 64
IX. MARIANA 77
X. A CONVERSATION IN SHADOWS 85
XI. GARDEN AND HOUSE OF SHADOWS 92
XII. AN ACT OF DISOBEDIENCE 101
XIII. THE FOLLY OF SIMPLICITY 119
XIV. BROKEN SPIRITS 131
XV. A WAYSIDE HOUSE AND GLOOMY CELL 139
XVI. THE GOVERNOR 154
XVII. A PLANTATION 166
XVIII. SEEDS GROWING CONTRARIWISE 174

XIX. A HUMBLE CRUCIFIXION 190
XX. A SIMPLE CONVERSATION 202
XXI. A MAN WHO STOOD ON HIS HEAD, ACCORDING TO
LUCIFRAM
209
XXII. A LEASE OF LIFE 216
XXIII. THE SCANDAL OF THE TEMPLE 222
XXIV. AT THE SEBBERENS’ 232
XXV. THE GOLDEN PRIEST 245
XXVI. CONVERSATION AND A LITTLE PIG-STUFF 254
XXVII. AFTER-DINNER SPEECHES 264
XXVIII. REVENGE IS SWEET 277
XXIX. A CONFESSION 286
XXX. FESTIVAL 293
XXXI. MYSTERIES IN MARBLE HOUSE 303
XXXII. DIPLOMACY 313
XXXIII. THE WORTH OF A JEWEL 319
XXXIV. “A GIFT, A FRIEND, A FOE, A BEAU, A JOURNEY TO GO” 326
XXXV. THE SUN RISES ON THE YEAR 334

CHAPTER I
AN INTRODUCTION TO LUCIFRAM
In the little planet Lucifram, that spun a brilliant and solitary
course among the stars, exchanging annual salutations with them as
the waxing and waning of the solar laws brought them out of the void
and within hail, the people each and all walked upside down. The
trees were upside down, the houses, the churches with their steeples,
the palaces, the oceans, rivers, lakes, mountains, animals, and fishes,
each and all, reversed our own conception of mundane propriety.
Cultivate a patience with the seeming strangeness of this
extraordinary planet, even to the reading of this simple book, and let
that virtue lead you nearer to another sphere, more to your liking.
There were a few, indeed, upon this sphere who did their best to
stand upon their feet. Sometimes they succeeded; but others were
bowled down in the struggle and ended by standing once again upon
their heads, or lying crushed, paying the debt they owed to Outraged
Custom.
The circumference of this sphere was something like two thousand
miles. It bulged out towards the north and south, with giant hollows
to the east and west. And because everything that existed was
contrary to our idea of things, all things looked normal.
When Nature and architecture combine to alter things, making
them contrariwise, as people call it, what wonder if morality and all
ethics blend with the custom?
To begin with governments and kingships. Unlike those upon a
two-legged basis, a king was never chosen for his worth, but for his
frailties. He was chosen to strew the path of his subjects with flowers
which all might pick like little children out at play, and then would
quarrel over.

Alas! To be a king in the planet Lucifram! That little planet topsy-
turvy. Here, though a ruler might have the will of a Hercules to turn a
somersalt and land upon his feet, some diviner instinct calling him to
that, the pigmies around him pinned him with millions of tiny
threads, an anchorage whereby to hold his head safe to the ground.
Threads worked in gold! Held for the wonder of the multitude.
So for the kings. The Gods of all the stars looked down on them.
They heard those faint sighs of weakness—those breathings after
higher things—and pitied some, and smiled at others. And though in
the topsy-turvy synagogues and churches the people prayed for
them, no prayers reached heaven except those simple few the kings
themselves breathed in solitude. Prayers that must travel very, very
far, as all prayers must, and which needed the giant strength of great
simplicity to bring them to the end of their weary journey.
So for the kings and princes. An arduous task is theirs—bound
thus with chains—God only knows how hard! As each insidious little
link might whisper, telling its own small share in the universal tale.
In our world we always speak of “Church and State”—a correct and
steady way of speaking—but in Lucifram ’tis always “State and
Church,” and that is why the palaces and kings claimed our attention
first.
The Church, composed of temples, synagogues, and priests,
jumbled together in luxurious profusion, was dressed and bedecked
so finely that the God the people worshipped fell almost out of sight.
In their chief temple, in the greatest city, was a three-tailed golden
Serpent, coiled around a golden pole above a table decked in red, and
set with incense vessels. Dim and mysterious was that holy place,
where priests, all flowing and bedecked in golden garments, came
each day to bow before the Snake. Its three tails, the gold of them
burnished like fire, spread out like fans on high, against a
background of mosaic. Below, resting on the altar, was the great
head, lying quite still; the genius of ages worked in its cruel fangs and
awful eyes. Eyes never closing, jewel-glinting, green and fiery, all-
surveying, all-watching. Those terrible eyes lit up the gloom, and
compelled men to stand upon their heads as it itself was forced to do.
For by the grim and dreadful fascination of those never-closing eyes,
unconsciously the worshippers changed to position like to it, tails up,
heads down, blinded by their religion.

In this temple the people sat in the big gloomy aisles, each on a
little chair with a ledge in front for kneeling, and heard the priest
from the pulpit, and the reader from his desk. Awed by the grandeur
and the solemn dimness, they bowed and salaamed before the triune
tails, hidden from the vulgar gaze by a red silk curtain blazoned in
gold. And when the mighty organ rolled and rumbled, and the angel
voices of the choir boys rang through the gold-washed rafters, their
senses were stirred by some far hidden mystery, and their eyes would
dim or kindle as they felt it; only the gleaming eyes within the veil
remained unchanged.
Now it was customary for the priests who waited on the Serpent to
fast a day each month and marry only once. A layman in Lucifram
might wed twice. No priests could marry under forty. For laymen, the
age was twenty-five for the first attempt, and forty for the second;
that is, for the few who preferred company in their latter years to
peace. But though the women, by Act of Parliament, enjoyed the
privilege of marrying twice, just as the men did, there were certain
things clearly beyond them, they being in Lucifram, as here, the
weaker vessels. On those great days whereon the priest drew back the
silken curtain and displayed the Serpent, all women were debarred
from entering the temple.
And so enough for an explanation and a prologue. Take my hand,
descend, and tread on Lucifram!

CHAPTER II
FRIEND AND EXECUTOR
In the capital of Lucifram there is a great park—a city park—
planted with trees sown centuries since by the restless winds, when
all was peaceful country. To the right stretches the city—work and
pleasure, laughter and tears, and perpetual hurry-scurry. All round
the park sounds and sights of human life, condensed within a
curiously small circle, were in evidence. Silent streets, tall and
shadowy, lit by occasional gas lamps, fringed on a brilliant
thoroughfare, with omnibuses, cabs, and people hurrying
everywhere. Most spacious squares, with fountains and statues,
backed by huge buildings, erected both for grace and durability, lay
on all sides. The mansions on this side of the park were in many
cases of plain exterior. This gave the lie to the magnificence within.
On the right side of the park, facing it and running along its entire
length, was built the famous Greensward Avenue.
In the centre of the avenue, standing back under the shadow of the
high walls of two palace gardens rising on either side, stood a large
square house built of black marble. It was built in black, and the
blinds were of deep red, the only colour to relieve it. Those were not
visible till night came. Thirteen imposing-looking steps lead up to an
imposing door, in black polished oak, rarely carved. Two narrow
windows in the wall reached down on each side of it. The house
consisted of three storeys and a basement, and to the back were
pretty and extensive gardens protected by high walls.
The owner of this house was a certain Camille Barringcourt, who
had but lately come there, within the last three years. With the
exception of servants, he lived quite alone—a bachelor in the land of
double marriages.

Now the house in which he lived was very appropriately called
“Marble House.” It had been built by a millionaire quite recently,
despite its old appearance. The reason why it had such an
appearance of age was because it had been erected from a spoiled
cathedral in the remotest corner of Lucifram, where instead of
worshipping the Serpent they worshipped the Toad. It had cost a vast
amount of money to cart the marble and oak right over from east to
west, but it was done right royally, and the house itself, from this
point of view at least, was very interesting. No sooner was the great
mansion completed, and royalty entertained on one single occasion,
than the millionaire died. Men and women agreed on this, that his
death was at least mysterious. He was found dead in bed. So far as
the doctors could tell he suffered from nothing, and had come by no
foul play. He had died painlessly, in the big plain bed-chamber
containing little else but the desecrated altar of the Toad, with a fac-
simile of the Serpent rising above it—a shrine which all good people
in Lucifram kept in their private rooms. And so he was buried, and
the ladies mourned. He had been generous. And then his will was
read.
All his vast wealth was given to charities; all went to charity except
the house. That was left “To my friend, Camille Barringcourt, as a
slight token of esteem, and in remembrance of the past.” That was
all. No one had ever heard or seen anything of this friend, and no one
knew anything of the past. But lawyers, like detectives, have a way of
hunting people up. In a little time it was spread abroad that Camille
Barringcourt lived in Fairysky, or at least was staying there, a
country which much resembled Italy on the Earth.
It may also be mentioned here that Camille Barringcourt and the
lawyer were left executors of those vast charities.
The first thing about the new-comer’s arrival that excited general
interest was the advent of six horses. All were black as night, with
long tails, fiery eyes, shining coats, and tossing, untamed heads.
Nearly all the little boys in that aristocratic neighbourhood were
late for school that morning; or better, never went. Accustomed as
they were to beautiful horses, they had never even in their experience
seen anything to equal these. The six black horses travelled through
the crowded thoroughfares singly led, each by a groom. Their
trappings were of a deep red, and no unnecessary weight was placed

upon them. The men who led the animals were men who understood
their business, and had great patience with their coquettish,
curvetting ways. Just as the journey was drawing to a close the traffic
in the streets was for the minute stopped. Five of the six horses had
passed the crossing, and the last was drawn up close to Lady
Flamington’s carriage. Whether it was her ladyship’s hat (she was
one of the best dressed and most beautiful women of the day), or
whether her two thoroughbreds were ready to enter into the fun of
the thing, and dance a lively impromptu pirouette with the new
arrival, it would be hard to say. However, the black steed began a
dance, anything but safe in the state of the crowded thoroughfare,
and the bays in harness did their best to follow suit. It was a spirited
attempt; then the groom for once lost his temper.
“Get up, you devil!” said he. The horse took him literally and
reared up, despite his efforts to keep it down, dragging him with it, in
its wild, untamable fury. The trampling forepaws struck on the
cushions of my lady’s brougham. What might have been the result it
is impossible to say, for her escape on the other side was cut off by a
huge lorry drawn up against her like a wall, but just at that moment a
voice fell on the hubbub and the consternation, and the “voice that
breathed o’er Eden” on the day of her marriage had never been so
welcome to Lady Flamington as that one now. At the same time a
hand, the whitest, the most beautiful she had ever seen (so she told
her friends after), grasped at the bridle.
“Waugh-o, Starlight—Starlight! Come, then.”
The words, the tone, the caressing hand on one side, the firm hand
on the bridle, were too much for the four-legged beauty. Won over by
more words, more pressure on the hateful bit (even though silver),
and more caressing patting on her glossy neck, she came gracefully
down to earth once more.
It seemed to Lady Flamington that the stranger had sprung up
from nowhere. As a matter of fact, he had sprung from the hansom
behind, in which he was following, at almost walking pace, these six
prancing treasures. Then just as the traffic was starting again he
looked across at her.
“You are not hurt,” said he. “I should have been bitterly sorry if
that had happened.”

For once her ladyship could find no words. She bowed, he raised
his hat, the procession moved along. Then she knitted her brows
thoughtfully.
“He should have been sorry in either case,” she thought, and fell to
studying his face in her memory.
Meanwhile the six black horses had turned into Greensward
Avenue, where likewise at a quicker rate her ladyship’s carriage was
progressing.
All the way to the spacious private stables at the rear of the private
grounds, Mr. Barringcourt, for it was he, led that most spoiled of all
spoilt animals, Starlight. The little boys followed admiringly, till the
big doors of the stable-yard closed cruelly upon them.
“That looks like a dook turned undertaker,” said one.
Rumour had spread a report that Camille Barringcourt was a twice
married gentleman, with a large family.
“How unlike poor Geoffrey Todbrook,” said the ladies, and sighed.
But rumour for once was entirely wrong. One bachelor was dead;
another succeeded him.
The new arrival settled quickly into his new home. Seeing it was
already furnished, that was but natural. His servants were all
foreigners, dark, tall, all very unlike the people on this side of
Lucifram. Yet there was an inexpressible charm, dignity, and quiet
repose about them that delighted and mystified everyone. Among
them were some women, parlourmaids, sewing-maids, and
housemaids apparently.
Each one of these servants, men and women, dressed in black,
faced with deep red. It was a kind of uniform.
Now, a few words are needed as to the personal appearance of the
Master himself. In figure he was tall, athletic, graceful, broad-
shouldered. His hair was black and short, crisp at the ends, as Lady
Flamington noticed when he removed his hat. People called his face
“odd.” It was dark and swarthy, with a strong forehead, and black
eyes which were gloomy and deeply set. The nose was straight,
bearing in its lines more sensitive refinement than any other feature
of his face.

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