Operations Management Theory and Practice 3rd
Edition B. Mahadevan download pdf
https://ebookultra.com/download/operations-management-theory-and-
practice-3rd-edition-b-mahadevan/
Visit ebookultra.com today to download the complete set of
ebook or textbook!
Here are some recommended products for you. Click the link to
download, or explore more at ebookultra.com
The Theory and Practice of Change Management 3rd Edition
John Hayes
https://ebookultra.com/download/the-theory-and-practice-of-change-
management-3rd-edition-john-hayes/
Cases in Operations Management 3rd Edition Robert Johnston
https://ebookultra.com/download/cases-in-operations-management-3rd-
edition-robert-johnston/
Theory into Practice An Introduction to Literary Criticism
3rd Edition Ann B. Dobie
https://ebookultra.com/download/theory-into-practice-an-introduction-
to-literary-criticism-3rd-edition-ann-b-dobie/
Handbook of Industrial Engineering Technology and
Operations Management 3rd Edition Igi Global
https://ebookultra.com/download/handbook-of-industrial-engineering-
technology-and-operations-management-3rd-edition-igi-global/
Operations and Process Management Principles and Practice
for Strategic Impact 2nd Edition Nigel Slack
https://ebookultra.com/download/operations-and-process-management-
principles-and-practice-for-strategic-impact-2nd-edition-nigel-slack/
Shari a Theory Practice Transformations Wael B. Hallaq
https://ebookultra.com/download/shari-a-theory-practice-
transformations-wael-b-hallaq/
Continuous flow analysis theory and practice 1st Edition
William B. Furman
https://ebookultra.com/download/continuous-flow-analysis-theory-and-
practice-1st-edition-william-b-furman/
Industrial Relations Theory and Practice 3rd Edition
Trevor Colling
https://ebookultra.com/download/industrial-relations-theory-and-
practice-3rd-edition-trevor-colling/
SSL and TLS Theory and Practice 3rd Edition Rolf Oppliger
https://ebookultra.com/download/ssl-and-tls-theory-and-practice-3rd-
edition-rolf-oppliger/
Operations Management Theory and Practice 3rd Edition B. Mahadevan
Operations Management Theory and Practice 3rd
Edition B. Mahadevan Digital Instant Download
Author(s): B. Mahadevan
ISBN(s): 9789332547520, 9332547521
Edition: 3
File Details: PDF, 28.31 MB
Year: 2015
Language: english
Operations Management Theory and Practice 3rd Edition B. Mahadevan
third edition
Operations Management
THEORY AND PRACTICE
A01_OPERATIONS_MANA_XXXX_FM.indd 1 11/14/2014 5:41:39 PM
Thispageisintentionallyleftblank
third edition
Operations Management
THEORY AND PRACTICE
B. Mahadevan
Indian Institute of Management Bangalore
Delhi • Chennai
A01_OPERATIONS_MANA_XXXX_FM.indd 3 11/14/2014 5:41:39 PM
Copyright © 2015 Pearson India Education Services Pvt. Ltd
Published by Pearson India Education Services Pvt. Ltd, CIN: U72200TN2005PTC057128, formerly known as Tutor-
Vista Global Pvt. Ltd, licensee of Pearson Education in South Asia.
No part of this eBook may be used or reproduced in any manner whatsoever without the publisher’s prior written consent.
This eBook may or may not include all assets that were part of the print version. The publisher reserves the right to
remove any material in this eBook at any time.
ISBN 978-93-325-4752-0
eISBN 978-93-325-4171-9
Head Office: A-8 (A), 7th Floor, Knowledge Boulevard, Sector 62, Noida 201 309, Uttar Pradesh, India.
Registered Office: Module G4, Ground Floor, Elnet Software City, TS-140, Block 2  9, Rajiv Gandhi Salai, Taramani,
Chennai 600 113, Tamil Nadu, India.
Fax: 080-30461003, Phone: 080-30461060
www.pearson.co.in, Email: companysecretary.india@pearson.com
Operations Management_Copyright_Page.indd 1 1/30/2015 9:49:25 AM
To
my parents, Balu and Saroja,
my wife Sujatha and
my daughter Dhrithi
A01_OPERATIONS_MANA_XXXX_FM.indd 5 11/14/2014 5:41:39 PM
B. Mahadevan is a professor of operations management at the Indian
Institute of Management Bangalore, where he has been teaching since
1992. He was also the Dean (Administration) of the institute and a
member of the Governing Board of IIM Bangalore for four years. He has
more than 23 years of wide-ranging experience in teaching, research,
consulting and academic administration at IIM Bangalore and other
reputed institutions such as IIT Delhi and XLRI, Jamshedpur. Earlier,
he was the Chief Editor of IIMB Management Review, the premier Indian
journal for management educators, consultants and practitioners.
He was also the EADS–SMI Chair Professor for sourcing and supply
management at IIM Bangalore.
Professor Mahadevan received his M.Tech. and Ph.D. from the
Industrial Engineering and Management Division of IIT Madras. He
holds a bachelor’s degree in engineering (production engineering) from
the College of Engineering, Guindy, Chennai.
He was a visiting scholar at the Amos Tuck School of Business
Administration, Dartmouth College, New Hampshire, during 1999–
2000. He was also a retainer consultant to Deloitte Consulting LLP, USA, in 2001–2002. He is
also on the board of trustees of some NGOs providing valuable community and social services.
Professor Mahadevan is a member of the editorial board of the Production and Operations
Management Journal and the International Journal of Business Excellence. He served in the editorial
board of Six Sigma and Competitive Advantage. Besides being on the advisory boards of several
business schools and management journals in India, he has published several of his research
findings in leading international journals such as California Management Review, European Journal
of Operational Research, Interfaces, Production and Operations Management Journal, International Journal
of Production Research, International Journal of Technology Management, Asian Journal of Operations
Management, International Journal of Yoga, Vikalpa, South Asian Journal of Management and IIMB
Management Review. He is a lifetime member of the Society of Operations Management and a
member of the Production and Operations Management Society.
Professor Mahadevan has been recognized for his excellence in teaching both at IIM
Bangalore and outside. He has been consistently rated among the top five professors in IIM
Bangalore’s Teaching and Executive Education Programmes. He was also conferred the ICFAI
Best Teacher Award by the Association of Indian Management Schools in 2005. He was one
among the 40 nominees, who were nominated globally, for the Economic Intelligence Unit’s
(EIU) Business Professor of the Year Award, 2012.
Apart from Operations Management: Theory and Practice, Professor Mahadevan is also the
author of The New Manufacturing Architecture and has developed software that addresses issues in
restructuring manufacturing systems for competitive advantage. His research interests include
supply chain management issues in e-markets and e-auction.
Professor Mahadevan’s other interests include researching the possibility of using ancient
Indian wisdom to address contemporary concerns. He is active in inculcating these ideas
among his students and the youth through various forums and public lectures. He was also a
member of the Central Sanskrit Board, an advisory body to the Ministry of HRD, Department
of Education on all Sanskrit policy issues in the country.
About the Author
A01_OPERATIONS_MANA_XXXX_FM.indd 6 11/14/2014 5:41:40 PM
BRIEF CONTENTS
Preface xix
PART I Conceptualizing Sustainable Operations  2
1 Operations Management: Trends and Issues 2
2 Operations Strategy 22
3 Sustainability in Operations 46
4 Project Management 64
PART II	Operations and the Value Chain  100
5 Supply Chain Management 100
6 Facilities Location 126
7 Sourcing and Supply Management 154
PART III	Designing Operations  180
8 Process and Capacity Analysis 180
9 Design of Manufacturing Processes 218
10 Design of Service Systems 260
11 Product Development Process 302
12 Total Quality Management 328
13 Lean Management 358
PART IV Planning and Control of Operations  392
14 Demand Forecasting 392
15 Operations Planning 426
16 Resources Planning 474
17 Inventory Planning and Control 510
18 Operations Scheduling 542
19 Six-Sigma Quality Control 572
Subject Index 603
Company Index 609
A01_OPERATIONS_MANA_XXXX_FM.indd 7 11/14/2014 5:41:40 PM
Thispageisintentionallyleftblank
Preface xix
PArt I
CONCEPTUALIZING SUSTAINABLE
OPERATIONS 2
1 Operations Management: Trends and
Issues 2
IDEAS AT WORK 1.1: NARAYANA HEALTH (NH): A
JOURNEY THAT BEGAN WITH WINING THE HEART OF
INDIA 3
1.1 Introduction to Operations
Management 4
1.2 Manufacturing and Service Sector Trends
in India 5
1.3 Services as a Part of Operations
Management 6
Intangibility 7
heterogeneity 7
Simultaneous Production and Consumption 8
VIDEO INSIGHTS 1.1 8
Perishability 8
IDEAS AT WORK 1.2: OPERATIONS MANAGEMENT
IN SERVICE SYSTEMS 8
1.4 Operations as a Key Functional Area 10
1.5 Operations Management: A Systems
Perspective 12
VIDEO INSIGHTS 1.2 13
1.6 Operations Management Functions 14
design Versus operational Control Issues 14
long-term Versus Short-term Issues 15
1.7 Challenges in Operations
Management 15
Competitive Pressure due to economic
reforms 16
growing Customer expectations 16
technological developments 17
environmental Issues 17
1.8 Current Priorities for Operations
Management 18
IDEAS AT WORK 1.3: INDIA – AN EMERGING
GLOBAL MANUFACTURING BASE 19
Summary 19
Review Questions 20
Net-Wise Exercises 20
Notes 21
Suggested Readings 21
2 Operations Strategy 22
IDEAS AT WORK 2.1: CAFÉ COFFEE DAY: A
STRATEGY FOR AFFORDABLE LUXURY 23
2.1 The Relevance of Operations
Strategy 24
2.2 The Strategy-Formulation Process 25
Step 1: understand the Competitive Market
dynamics 26
Step 2: Identify order-qualifying and order-
winning Attributes 26
Step 3: Identify Strategic options for Sustaining
Competitive Advantage 27
Step 4: devise the overall Corporate
Strategy 27
Step 5: Arrive at the operations Strategy 27
2.3 Measures for Operational Excellence 28
VIDEO INSIGHTS 2.1 28
IDEAS AT WORK 2.2: MEASURES FOR
OPERATIONAL EXCELLENCE: THE CASE
OF INDIGO AIRLINES 28
2.4 Options for Strategic Decisions in
Operations 30
Product Portfolio 30
Process design 31
Supply Chain 32
technology 33
VIDEO INSIGHTS 2.2 33
Capacity 34
2.5 Break-Even Analysis 34
CoNteNtS
A01_OPERATIONS_MANA_XXXX_FM.indd 9 11/14/2014 5:41:41 PM
x Contents
2.6 The Cost versus Flexibility Trade-off in
Operations Strategy 36
2.7 World-class Manufacturing Practices 36
toyota’s Journey as a World-class
Manufacturer 36
Principles of World-class Manufacturing 37
Challenges in WCM 39
2.8 Emerging Context for Operations
Strategy 39
globalization of the Indian economy 39
the outsourcing Wave 40
Collaborative Commerce through the Internet 40
Summary 41
Review Questions 42
Problems 42
Net-Wise Exercises 43
Case: Ginger Hotel 43
Notes 44
Suggested Readings 45
3 Sustainability in Operations 46
IDEAS AT WORK 3.1: FIRST ENERGY: A
SUSTAINABLE TECHNOLOGY TO ADDRESS
COOKING NEEDS 47
3.1 Sustainability: A Key Business
Requirement 48
3.2 Notion of Sustainability 49
VIDEO INSIGHTS 3.1 50
3.3 Framework for Sustainable Operations
Management 50
IDEAS AT WORK 3.2: REUSE THROUGH RECYCLING:
A CORE ELEMENT OF CREATING SUSTAINABLE
OPERATIONS 51
3.4 Reverse Logistics: A Framework 52
Networks in reverse logistics 52
decision options in reverse logistics 53
entities in reverse logistics 53
3.5 Design for Sustainability 54
IDEAS AT WORK 3.3: SUSTAINABILITY—INDIAN
CULTURAL ETHOS 54
3.6 Remanufacturing 55
IDEAS AT WORK 3.4: GREEN MANUFACTURING
EXCELLENCE AWARDS 57
3.7 Periodic Review Inventory Control for
Remanufacturing 57
3.8 Challenges in Creating Sustainable
Operations 58
lack of regulatory Framework 58
VIDEO INSIGHTS 3.2 58
Mindset Inertia 59
lack of top Management Vision 59
Inability to See the big Picture 59
Need for Substantive Investments 59
benefits are Notional, not obvious 59
Crisis Is Yet to blow over 60
Summary 61
Review Questions 61
Net-Wise Exercises 61
Notes 62
Suggested Readings 62
4 Project Management 64
IDEAS AT WORK 4.1: TERMINAL THREE AT INDIRA
GANDHI INTERNATIONAL (IGI) AIRPORT,
NEW DELHI 65
4.1 Characteristics of Project
Organizations 66
VIDEO INSIGHTS 4.1 67
4.2 The Phases of Project Management 68
4.3 A Framework for Project
Management 69
Work breakdown Structure 69
organization breakdown Structure 70
Cost breakdown Structure 71
4.4 Tools and Techniques for Project
Management 72
developing a Network representation of a
Project 72
IDEAS AT WORK 4.2: THE CHAINSA–GURGAON
PIPELINE PROJECT 73
Analysis of Project Networks 74
4.5 Addressing Time and Resource
Constraints 79
resource levelling 79
time–Cost trade-offs in Projects 82
4.6 Handling Uncertainty in Project
Completion 86
Simulation of Project Networks 89
IDEAS AT WORK 4.3: CRITICAL CHAIN: APPLICATION
OF THE THEORY OF CONSTRAINTS TO PROJECT
MANAGEMENT 90
Summary 90
Formula Review Questions 91
Review Questions 91
A01_OPERATIONS_MANA_XXXX_FM.indd 10 11/14/2014 5:41:41 PM
Contents xi
Problems 91
Mini Projects 95
Case Study 96
Notes 98
Suggested Readings 99
PArt II
OPERATIONS AND THE VALUE CHAIN 100
5 Supply Chain Management 100
IDEAS AT WORK 5.1: MOTHER DAIRY: A CASE FOR
SUPPLY CHAIN MANAGEMENT? 101
5.1 What is a Supply Chain? 101
the Need for efficient Supply Chain
Management 103
Information and Material Flows in the Supply
Chain 104
5.2 Supply Chain Components 105
the Inbound Supply Chain 105
the In-house Supply Chain 106
the outbound Supply Chain 107
VIDEO INSIGHTS 5.1 107
IDEAS AT WORK 5.2: SUPPLY CHAIN MANAGEMENT
SOLUTION FOR INDIAN
OIL CORPORATION LIMITED 109
5.3 Supply Chain Management: A Process
Orientation 110
5.4 Supply Chain Structure 111
5.5 The Bullwhip Effect 113
5.6 Measures of Supply Chain
Performance 114
Post-process Indices 114
Process Indices 116
IDEAS AT WORK 5.3: PROJECT SHAKTI OF HUL:
A UNIQUE DISTRIBUTION CHAIN FOR RURAL
MARKETS 117
5.7 Design of Supply Chains 119
VIDEO INSIGHTS 5.2 119
designing efficient Supply Chains 120
designing responsive Supply Chains 120
5.8 Third-Party Logistics in Web-Based
Firms 121
Summary 121
Review Questions 121
Formula Review 122
Net-Wise Exercises 122
Mini Projects 123
Notes 123
Suggested Readings 123
6 Facilities Location 126
IDEAS AT WORK 6.1: AKSHAYA PATRA: THE
NATION-WIDE MID-DAY MEAL SCHEME OF
ISKCON 127
6.1 Globalization of Operations 128
regulatory Issues 128
Factor Advantages 129
expanding Markets in developing Countries 129
6.2 Factors Affecting Location
Decisions 131
Market-related Issues 131
IDEAS AT WORK 6.2: ARAVIND EYE HOSPITAL’S
APPROACH TO LOCATION OF HEALTHCARE
DELIVERY SYSTEMS 132
Cost-related Issues 133
regulatory and Policy Issues 133
other Issues 133
6.3 Location Planning Methods 133
location Factor rating 133
IDEAS AT WORK 6.3: SPECIAL ECONOMIC ZONES: A
POLICY ANGLE TO LOCATION PLANNING 134
the Centre-of-gravity Method 136
the load–distance Method 138
the transportation Model 139
6.4 Other Issues in Location Planning 142
Summary 143
Formula Review Questions 144
Review Questions 144
Problems 144
Net-Wise Exercises 146
Mini Project 146
Case Study 147
Notes 153
Suggested Readings 153
7 Sourcing and Supply
Management 154
IDEAS AT WORK 7.1: EID PARRY: SUPPLIER AS A
STAKEHOLDER IN BUSINESS 155
7.1 The Importance of Sourcing and Supply
Management 156
Quality Management Issues 156
Changing Cost Structure 156
A01_OPERATIONS_MANA_XXXX_FM.indd 11 11/14/2014 5:41:42 PM
xii Contents
Quick-response requirements 156
Creating a lean organization 156
the Importance of New-product
development 157
7.2 Strategic Sourcing 158
7.3 The Procurement Process 159
7.4 Approaches to Supply
Management 161
IDEAS AT WORK 7.2: ALTERNATIVE
PROCUREMENT PROCESSES FOLLOWED BY
ORGANIZATIONS 163
IDEAS AT WORK 7.3: TRUSTING SUPPLIERS? 164
7.5 Developing Reliable Vendors 165
Supplier development 165
VIDEO INSIGHTS 7.1 165
Supplier Certification Programmes 166
IDEAS AT WORK 7.4: THE CLUSTER APPROACH
TO SUPPLIER DEVELOPMENT 166
Vendor rating 167
7.6 Measures for Sourcing and Supply Chain
Management 168
basic Measures for Supplier Performance 169
Measures for long-term Partnerships 169
IDEAS AT WORK 7.5: TOTAL COST OF OWNERSHIP
IN AN AUTO-COMPONENT MANUFACTURING
UNIT 170
7.7 The Make-or-Buy Decision 170
Cost 171
Core versus Non-core Activities 171
Management of Capacity expansion 171
Strategic restructuring 172
7.8 E-Procurement 172
VIDEO INSIGHTS 7.2 172
Collaborative Market Mechanisms 172
Quasi-market Mechanisms 172
Neutral Market Mechanisms 173
Summary 174
Review Questions 174
Case Study 174
Notes 178
Suggested Readings 179
PArt III
DESIGNING OPERATIONS 180
8 Process and Capacity Analysis 180
IDEAS AT WORK 8.1: CAPACITY EXPANSION PLANS
AT INDIAN OIL CORPORATION LIMITED (IOCL) 181
8.1 Process as a Unit of Measurement in
Operations 182
8.2 Process Flow-Charting 182
8.3 Planning Premises and Process
Implications 183
Make to Stock (MtS) 183
Make to order (Mto) 184
Assemble to order (Ato) 184
8.4 Analysing Processes 185
8.5 Process Redesign Using Business Process
Re-Engineering (BPR) 189
Value-added (VA) Activities 192
Non-value-added (NVA) Activities 192
Necessary but Non-value-added (NNVA)
Activities 192
8.6 Defining Capacity 192
VIDEO INSIGHTS 8.1 194
8.7 Measures of Capacity 195
8.8 The Time Horizon in Capacity
Planning 196
IDEAS AT WORK 8.2: NINE SOURCES OF
WASTE 197
8.9 The Capacity Planning Framework 198
estimating the total requirement 199
estimating labour and Machine
requirements 199
Computing Capacity Availability 199
Process Mapping and Capacity Analysis 202
8.10 Alternatives for Capacity
Augmentation 205
Waste elimination 205
Multi-skilling of the Workforce 205
Subcontracting/outsourcing 206
8.11 Decision Tree for Capacity Planning 206
Summary 209
Formula Review Questions 209
Review Questions 209
Problems 210
Mini Project 213
Case Study 213
Notes 216
Suggested Readings 216
9 Design of Manufacturing
Processes 218
IDEAS AT WORK 9.1: PROCESS DESIGN AT MILLTEC
MACHINERY 219
A01_OPERATIONS_MANA_XXXX_FM.indd 12 11/14/2014 5:41:42 PM
Contents xiii
9.1 Determinants of Process Characteristics
in Operations 220
Volume 220
Variety 220
Flow 220
9.2 Types of Processes and Operations
Systems 221
Continuous Flow Systems 221
VIDEO INSIGHTS 9.1 222
IDEAS AT WORK 9.2: THE POLYESTER FILAMENT
YARN PLANT AT RELIANCE INDUSTRIES
LIMITED 224
VIDEO INSIGHTS 9.2 225
Intermittent Flow 225
Jumbled Flow Systems 227
IDEAS AT WORK 9.3: PROCESS REDESIGN FOR
IMPROVING FLOW 227
9.3 The Process–Product Matrix 229
9.4 Layout Planning 230
9.5 Types of Layouts 231
Process layout 231
Product layout 232
group technology layout 234
Fixed Position layout 234
IDEAS AT WORK 9.4: WORKPLACE ORGANIZATION
AT THERMAX 235
9.6 Performance Measures for Layout
Design 236
9.7 Design of Process Layouts 237
the Qualitative Approach to layout
design 238
the Quantitative Approach to layout
design 239
Software Packages for layout design 239
9.8 Design of Product Layouts 240
9.9 Design of Group Technology
Layouts 243
9.10 One Worker–Multiple Machine
Layouts 245
9.11 Technology issues in Process
Design 246
Flexible Manufacturing Systems 246
Automated Material-handling Systems 248
9.12 Complexity in Operations
Management 249
Summary 250
Formula Review 250
Review Questions 251
Problems 251
Net-Wise Exercises 252
Mini Project 253
Case Study 253
Notes 258
Suggested Readings 258
10 Design of Service Systems 260
IDEAS AT WORK 10.1: DESIGN OF LUXURY
SERVICES 261
10.1 Design of Service Systems: Characteristic
Aspects 261
10.2 Customer Contact in Service
Systems 262
VIDEO INSIGHTS 10.1 264
10.3 Complexity and Divergence in Service
Systems 264
10.4 Service Positioning 265
VIDEO INSIGHTS 10.2 266
IDEAS AT WORK 10.2: BLUE GINGER: THE
VIETNAMESE RESTAURANT AT TAJ WEST END,
BANGALORE 267
10.5 Service Blueprinting 269
10.6 Capacity Planning in Services Using
Queueing Analysis 271
the basic Structure of a Queueing System 271
10.7 Other Aspects of Addressing Capacity
Issues in Services 278
10.8 Service Quality 280
IDEAS AT WORK 10.3: IMPROVING SERVICE
QUALITY THROUGH BETTER COMMUNICATION: THE
CASE OF ARAVIND EYE HOSPITALS 282
Summary 282
Formula Review 283
Review Questions 283
Problems 284
Net-Wise Exercises 286
Mini Projects 287
Case Study 287
Notes 289
Suggested Readings 289
Supplement 10A: Simulation
Modelling 291
Summary 298
Review Questions 298
A01_OPERATIONS_MANA_XXXX_FM.indd 13 11/14/2014 5:41:43 PM
xiv Contents
Problems 299
Suggested Readings 299
11 Product Development Process 302
IDEAS AT WORK 11.1: DEVELOPMENT OF AEH BY
PHILIPS: A NEW APPROACH TO RD 303
11.1 India’s Role in Research and
Development 304
11.2 Product Development: The Key to
Competitive Advantage 304
11.3 The Product Development Process 306
Stages in the Product development
Process 306
IDEAS AT WORK 11.2: CROSS-BADGING: A
TOOL FOR NEW RAPID AND NEW PRODUCT
INTRODUCTION 306
VIDEO INSIGHTS 11.1 307
the Stage–gate Approach: An Alternative
representation of the Product development
Process 309
11.4 Organization for Product
Development 310
11.5 Tools For Efficient Product
Development 311
understanding Customer Needs 311
IDEAS AT WORK 11.3: GETTING TOGETHER TO
KNOW WHAT THE CUSTOMER WANTS 313
VIDEO INSIGHTS 11.2 313
Quality Function deployment 314
Value engineering 314
design for Manufacturability 316
tools for Mass Customization 317
IDEAS AT WORK 11.4: VARIETY REDUCTION
EXERCISE: OPPORTUNITIES FOR COST
CUTTING 319
11.6 Performance Measures for the Product
Development Process 320
11.7 Management Accounting Tools for
Product Development 321
11.8 Software Product Development 322
Summary 323
Review Questions 324
Net-Wise Exercises 324
Case Study 324
Notes 326
Suggested Readings 327
12 Total Quality Management 328
IDEAS AT WORK 12.1: POKA YOKE FOR DEFECT
PREVENTION 329
12.1 The Quality Revolution 330
12.2 Quality Gurus 330
William edwards deming 330
Joseph M. Juran 331
Philip b. Crosby 331
Karou Ishikawa 331
Shigeo Shingo 332
genichi taguchi 332
12.3 Definitions of Quality 333
Conformance to Specifications 333
Fulfilling Customer Needs 333
Fitness for use 333
12.4 Total Quality Management 334
Commitment of top Management 335
IDEAS AT WORK 12.2: QUALITY POLICY IN SOME
ORGANIZATIONS 335
employee Involvement 336
Addressing training requirements 337
12.5 Quality Management Tools 337
histograms 339
Pareto diagrams 339
Cause and effect (Fishbone) diagrams 339
CedAC 340
Poka Yoke 341
IDEAS AT WORK 12.3: MATRIX DIAGRAM FOR
ENHANCING THE COMPETITIVENESS OF A
PRODUCT 342
Quality Function deployment 343
Quality Costing 344
12.6 Quality Certifications and Awards 345
Quality Awards 345
Quality Certifications 346
IDEAS AT WORK 12.4: SRF’S TQM JOURNEY
TOWARDS THE DEMING PRIZE 348
12.7 Design of Quality Assurance
Systems 350
Summary 351
Review Questions 351
Problems 352
Net-Wise Exercises 353
Mini Projects 353
Case Study 354
Notes 355
Suggested Readings 356
A01_OPERATIONS_MANA_XXXX_FM.indd 14 11/14/2014 5:41:43 PM
Contents xv
13 Lean Management 358
IDEAS AT WORK 13.1: NOTION OF WASTE IN
OFFICES 359
13.1 The Origins of Lean Management 360
13.2 Why Lean Management? 360
13.3 The Philosophy of Lean
Management 361
13.4 Creating a Lean Enterprise 362
13.5 Waste Elimination as the Core Logic
of JIT 363
VIDEO INSIGHTS 13.1 366
13.6 Elements of JIT Manufacturing 366
Changes in the Manufacturing Architecture 366
lot-size reduction 367
Set-up time reduction through SMed 367
Kanban as a Control tool 368
IDEAS AT WORK 13.2: SET-UP TIME REDUCTION IN
BRAKES INDIA 369
13.7 Production Planning and Control
in JIT 370
Push and Pull Scheduling 371
the Kanban System 372
design of Kanban Quantities 374
13.8 The Continuous Improvement
Process 376
IDEAS AT WORK 13.3: TOWARDS ZERO NON-
VALUE-ADDED ACTIVITIES 376
VIDEO INSIGHTS 13.2 378
13.9 Tools for Continuous Improvement 378
13.10 Organization For Continuous
Improvement 379
task Force for Continuous Improvement 379
Quality Circles 380
Project-based Small group Improvement
Activities (SgIA) 380
Visual Control Aids for Improvement 380
13.11 Organizational Challenges in Lean
Management 381
JIt Implementation Issues 381
IDEAS AT WORK 13.4: APPLICATION OF LEAN
MANAGEMENT IN HEALTHCARE 382
Cultural and human Issues 383
Summary 384
Review Questions 385
Problems 385
Mini Projects 386
Case Study 387
Notes 390
Suggested Readings 390
PArt IV
PLANNING AND CONTROL OF
OPERATIONS 392
14 Demand Forecasting 392
IDEAS AT WORK 14.1: THE ROLE OF FORECASTING
IN A PETROCHEMICAL-MANUFACTURING
COMPANY 393
14.1 Forecasting as a Planning Tool 394
14.2 Why Do We Forecast? 394
14.3 Forecasting Time Horizon 395
Short-term Forecasting 395
Medium-term Forecasting 396
long-term Forecasting 396
14.4 Design of Forecasting Systems 396
14.5 Developing the Forecasting Logic 397
14.6 Sources of Data 398
Sales-force estimates 399
Point of Sales (PoS) data Systems 399
Forecasts from Supply Chain Partners 399
trade/Industry Association Journals 399
b2b Portals/Marketplaces 399
economic Surveys and Indicators 400
Subjective Knowledge 400
14.7 Extrapolative Methods Using Time
Series 400
IDEAS AT WORK 14.2: A FORECASTING MODEL TO
IMPROVE CREDIT CARD BUSINESS PERFORMANCE
AT COMMERCE BANK 400
Moving Averages 401
the exponential Smoothening Method 402
extracting the Components of time
Series 404
estimating the trend using linear
regression 406
extracting the Seasonal Component 406
14.8 Causal Methods of Forecasting 408
econometric Models 410
14.9 Accuracy of Forecasts 411
IDEAS AT WORK 14.3: FACTORS AFFECTING
FERTILIZER USE IN PUNJAB 411
Forecast error (Fe) 412
Mean Absolute deviation (MAd) 412
A01_OPERATIONS_MANA_XXXX_FM.indd 15 11/14/2014 5:41:44 PM
xvi Contents
Mean Absolute Percentage error (MAPe) 412
Mean Squared error (MSe) 412
tracking Signal (tS) 413
14.10 Using the Forecasting System 415
getting Started 415
Focus Forecasting 416
Incorporating external Information 416
Forecasting Systems: Stability Versus
responsiveness 417
Summary 418
Formula Review 418
Review Questions 419
Problems 419
Net-Wise Exercises 423
Mini Project 423
Case Study 423
Note 424
Suggested Readings 424
15 Operations Planning 426
IDEAS AT WORK 15.1: OPERATIONS
PLANNING AT AMAZON TO IMPROVE SERVICE
EFFECTIVENESS 427
15.1 Planning Hierarchies in Operations 428
15.2 Aggregate Operations Planning 429
15.3 The Need for Aggregate Operations
Planning 430
15.4 Alternatives for Managing
Demand 432
reservation of Capacity 432
Influencing demand 432
15.5 Alternatives for Managing Supply 432
Inventory-based Alternatives 433
Capacity Adjustment Alternatives 433
15.6 Basic Strategies for Aggregate
Operations Planning 435
level Strategy 435
Chase Strategy 436
Mixed Strategy 437
15.7 Aggregate Operations Planning
Methods 448
heuristic Methods for AoP 448
optimal Methods for AoP 449
15.8 Operations Research Tools for
Operations Planning 449
Aggregate operations Planning using the
transportation Model 449
IDEAS AT WORK 15.2: USE OF SPREADSHEETS FOR
AGGREGATE PRODUCTION PLANNING 450
the linear Programming Model for AoP 452
the linear decision rule (ldr) 455
15.9 Master Operations Scheduling 455
Summary 458
Review Questions 458
Problems 459
Case Study 461
Notes 463
Suggested Readings 463
Supplement 15: Linear
Programming 464
Summary 472
Review Questions 472
Problems 472
Suggested Readings 473
16 Resources Planning 474
IDEAS AT WORK 16.1: ERP IMPLEMENTATION AT
HPCL 475
16.1 Dependent Demand Attributes 476
16.2 Planning A Framework: The Basic
Building Blocks 477
Multiple levels in Products 477
Product Structure 479
the bill of Materials (boM) 481
time Phasing the requirement 483
determining the lot Size 485
Incorporating lead-time Information 487
establishing the Planning Premises 488
16.3 MRP Logic 490
16.4 Using The MRP System 494
updating MrP Schedules 494
Safety Stock and Safety lead time 495
16.5 Capacity Requirements Planning
(CRP) 497
16.6 Distribution Requirement Planning
(DRP) 497
16.7 Manufacturing Resources Planning
(MRP II) 499
IDEAS AT WORK 16.2: OPEN SOURCE ERP
SOLUTION FOR VENKATESWARA HATCHERIES 500
16.8 Enterprise Resource Planning (ERP) 500
16.9 Resources Planning in Services 502
A01_OPERATIONS_MANA_XXXX_FM.indd 16 11/14/2014 5:41:44 PM
Contents xvii
IDEAS AT WORK 16.3: SERVICES RESOURCES
PLANNING (SRP): AN ERP SOLUTION FROM
RAMCO 502
Summary 503
Review Questions 503
Problems 504
Net-Wise Exercises 507
Mini Projects 507
Notes 508
Suggested Readings 508
17 Inventory Planning and Control 510
IDEAS AT WORK 17.1: INVENTORY MANAGEMENT IN
A CONSUMER PRODUCTS COMPANY 511
17.1 Inventory Planning for Independent
Demand Items 512
Continuous demand 512
uncertainty of demand 512
17.2 Types of Inventory 513
Seasonal Inventory 513
decoupling Inventory 513
Cyclic Inventory 514
Pipeline Inventory 514
Safety Stock 514
17.3 Inventory Costs 515
Inventory-carrying Cost 515
Cost of ordering 516
Cost of Shortages 517
17.4 Inventory Control for Deterministic
Demand Items 517
Problems in the eoQ model 519
17.5 Handling Uncertainty in Demand 520
17.6 Inventory Control Systems 522
the Continuous review (Q) System 522
the Periodic review (P) System 523
Issues in the P and Q Systems of Inventory
Control 524
17.7 Selective Control of Inventory 526
AbC Classification 526
other Classification Schemes for Selective
Control 528
IDEAS AT WORK 17.2: THE INVENTORY
CONTROL SYSTEM OF A PETROCHEMICAL
MANUFACTURER 529
17.8 Inventory Planning for Single-Period
Demand 529
17.9 Other Issues in Inventory Planning and
Control 530
Summary 531
Formula Review 531
Review Questions 532
Problems 532
Mini Projects 535
Case Study 535
Notes 540
Suggested Readings 540
18 Operations Scheduling 542
IDEAS AT WORK 18.1: SCHEDULING THE ORDER
PROCESSING OPERATION AT BLOCKBUSTER
DISTRIBUTION CENTER 543
18.1 The Need for Scheduling 544
18.2 Scheduling: Alternative Terms 545
Planning-related terms 545
technological Constraints-related
terms 545
Administration-related terms 546
18.3 The Loading of Machines 546
18.4 The Scheduling Context 547
IDEAS AT WORK 18.2: SCHEDULING OF PHYSICIAN
IN THE EMERGENCY DEPARTMENT OF A
HOSPITAL 549
Scheduling rules 550
Performance Criteria 551
18.5 Scheduling of Flow Shops 553
Johnson’s rule 554
18.6 Scheduling of Job Shops 556
18.7 Input–Output Control 558
18.8 Operational Control Issues in Mass
Production Systems 558
Machine redeployment 560
Altering operator Allocations 560
Adjusting Material Feed rates 560
18.9 Operations Planning and Control Based
on the Theory of Constraints 560
Measures of Performance 560
the Analogy of Marching Soldiers 561
Synchronous Manufacturing 562
Constraints in a Manufacturing System 563
the drum–buffer–rope (dbr) Methodology 564
Summary 565
Formula Review 565
Review Questions 565
Problems 566
Mini Projects 568
A01_OPERATIONS_MANA_XXXX_FM.indd 17 11/14/2014 5:41:44 PM
xviii Contents
Notes 568
Suggested Readings 569
19 Six-Sigma Quality Control 572
IDEAS AT WORK 19.1: QUALITY CONTROL AT INDIAN
FOOD SPECIALTIES LIMITED 573
19.1 The Six-Sigma Approach to Quality
Control 573
19.2 Defects Per Million Opportunities
(DPMO) 574
19.3 Six-Sigma Methodology (DMAIC) 575
IDEAS AT WORK 19.2: DEFECT OPPORTUNITIES: THE
CASE OF FIXED DEPOSITS 576
19.4 Variations in Processes 577
Common Causes 578
Assignable Causes 579
19.5 Process Control Fundamentals 579
19.6 Setting Up a Process Control
System 580
Step 1: Choose the Characteristic for Process
Control 580
Step 2: Choose the Measurement Method 581
Step 3: Choose an Appropriate Sampling
Procedure 582
Step 4: Choose the type of Control Chart 582
Step 5: Compute the Control limits 583
Step 6: Plot the data and Analyse it 587
19.7 Process Improvements in the Long
Run 590
Process Capability 591
Potential Capability 591
Actual Capability 592
19.8 Six Sigma and Process Capability 594
19.9 Acceptance Sampling 594
Single Sampling Plan 595
AQl and ltPd 595
Summary 598
Formula Review 598
Review Questions 598
Problems 599
Net-Wise Exercises 601
Mini Project 601
Notes 601
Suggested Readings 602
Subject Index 603
Company Index 609
A01_OPERATIONS_MANA_XXXX_FM.indd 18 11/14/2014 5:41:44 PM
Objectives
Operations Management: Theory and Practice is the successful culmination of evolved ideas and
clarity of thought arising out of teaching the subject at the Indian Institute of Management
Bangalore for nearly 22 years. This book is the outcome of continuous testing of alternative
ideas, concepts and pedagogical designs with MBA students, working executives from diverse
industries, and research scholars.
Although there are several books available on the subject written by international authors,
students find it difficult to relate to the examples used in them. The basic concept of this book
is to bridge this critical gap by preserving all the salient features one usually finds in interna-
tional textbooks, and at the same time, to enrich the book with contextually relevant examples.
Throughout my teaching career, I have discovered that contextual references can go a long way
in helping the students relate to the concepts discussed. Furthermore, such references can fuel
their imagination and improve their understanding of concepts. Therefore, the examples and
the Ideas at Work boxes in this book draw the students’ attention to the issues faced by Indian
organizations while applying the concepts discussed in the book. They also provide insights
on the variations adopted by such firms in the practical application of these concepts. Since
several firms and their product–service offerings are referenced throughout this book, I have
provided an index of companies at the end of the book.
Throughout the book, I have made an effort to provide a pleasant experience of going
through seemingly tough models and concepts in operations management. I hope the readers
will enjoy reading the book, and I look forward to receiving comments and suggestions from
the students and teachers using this book at bmahadevan207@gmail.com.
New to the Third Edition
I am thankful to the instructors and students for providing several useful suggestions for
potential improvements in the second edition. These have largely influenced the work on this
edition. While retaining the most appreciated features of the earlier editions—Ideas at Work
boxes, solved quantitative examples, and illustrations and examples from the Indian context—
I have updated the third edition to include a more current and holistic coverage of operations
management.
Here are the highlights of the changes in the third edition:
•
• Chapter reorganization: The chapters have been reorganized so that students can easily
position the relevance of the topics discussed and understand the critical linkages between
various topics discussed in other chapters in a better way.
•
• Changes in chapter titles: While incorporating the updates and changes in the chapter
content, I have taken a more balanced perspective of topics by including more service sec-
tor applications and examples. This has necessitated, for example, to change the title of
Chapter 15 to “Operations Planning”.
•
• New chapter: Sustainability is increasingly becoming important for businesses. Several of
the current students will be required to play a key role in managing businesses that are also
Preface
A01_OPERATIONS_MANA_XXXX_FM.indd 19 11/18/2014 1:10:30 PM
Random documents with unrelated
content Scribd suggests to you:
paines to know the name of that seuen-mile broad riuer. For thirtie miles
sayle we could see no inhabitants. Then we were conducted by two
Salvages vp a little bayed creeke towards Onawmanaient, where al the
woodes were layd with ambuscadoes to the number of three or fours
thousand Salvages, so strangely paynted, grimed and disguised, shouting,
yelling and crying as so many spirits from hell could not haue showed more
terrible. Many brauadoes they made, but to appease their furie, our captaine
prepared with as seeming a willingness as they to encounter them. But the
grazing of our bullets vpon the water (many being shot on purpose they
might see them) with the ecco of the woodes, so amazed them, as downe
went their bowes and arrowes; and (exchanging hostages) Iames Watkins
was sent six myles vp the woodes to their King's habitation. We were kindly
vsed of those Salvages of whom we vnderstood they were commanded to
betray us by the direction of Powhatan. After this, he was supplied with
plenty of excellent provisions by the subjects of Japazaws, and furnished by
that sachem himself with guides to conduct his party up some of the
streams. Finally, he kindly requited this kinde king and al his kinde
people.
Thus auspiciously commenced a valuable acquaintance; and it is
eminently worthy of observation, with what fidelity of friendship the
English were repaid for the courtesy shown to this intelligent barbarian, and
for the justice done to his subjects. Ever afterwards, they sustained the
English cause, and supplied the English necessities, when all the rest of
their countrymen were willing neither to treat nor trade upon any terms.
When Argall arrived, in 1614, for example, he was sent to the riuer
Patawomeake, (as Master Hamer calls it,) to trade for corne, the Salvages
about vs hauing small quarter, but friends and foes as they found aduantage
and opportunitie. Then, Argall hauing entred into a great acquaintance
with Japazaws, an old friend of Captaine Smith's, and so to all our nation,
ever since hee discouered the countrie, the negotiation ensued which
resulted, as we have heretofore shown, in getting possession of the person
of Pocahontas, and thereby ultimately effecting a general peace.
The warmth of the Sachem's gratitude perhaps caused him to lay too
little stress on the hospitality due to a princess and a guest—if guest she
was—but the struggle which attended the bargain, and the sorrow which
followed it, both show that Japazaws was not without principle or feeling.
The argument which probably turned the balance in his mind, respected the
prospect of a treaty to be brought about by means of Pocahontas, in which
she and Powhatan had much more interest than himself. The bright copper
kettle was a subordinate consideration, though not a slight one. We have
seen, that the Powhatan Sachems were willing to barter almost their
birthright for a pound or two of blue beads. At all events, Japazaws must
have credit for the delicate arrangement by which the princess was first
notified of her forlorn condition. Iapazaws treading aft on the Captaine's
foot, to remember he had done his part, the captaine, when he saw his time,
persuaded Pocahontas to the gun-roome, faining to have some conference
with Iapazaws, which was only that shee should not percieue hee was any
way guiltie of her captiuitie.
In 1619, Iapazous—so called by master John Rolfe—came to
Jamestown, for the first time, to desire that two ships might be sent to trade
in his river, corn being more abundant than for a long time before. Parties
were sent, accordingly; but, for some reasons, not explained, they met with
indifferent success in the commerce, and so concluded to take eight hundred
bushels of corn by force. That Japazaws was not much in fault, would
appear from the circumstance that he had no part in the great conspiracy of
1622; immediately after which we find, that Captain Croshaw went up the
Potomac, where he intended to stay and trade for himself by reason of the
long acquaintance he had with this King, that, so earnestly entreated him
now to be his friend, his countenancer, his captaine and director against the
Pazaticans, the Nacotchtanks and Moyaons, his mortall enemies. [FN]
[FN] Smith's History, Vol. II.
Croshaw gladly availed himself of this invitation, first for the sake of
conducting his commerce to advantage, and secondly, for the purpose of
keeping the king as an opposite to Opechancanough. It was soon
afterwards, that the chieftain last named sent his messengers to Japazaws,
with presents of beads, and proposals of alliance against the English—both
which were rejected. Then we are told, that Captaine Hamer arriuing with
a ship and a pinnace at Patawomeke, was kindly entertained both by him
[Croshaw] and the king. The two were living snugly together at this time;
using common efforts for supplying the colony—or at least the captain—on
the one hand, and for suppressing the king's enemies, as named above, on
the other. Their union was at length interrupted by the machinations of an
exile Sachem, who had taken refuge at Potomac from the discontent of his
own subjects. Angry with Japazaws for not assisting him in the recovery of
his dominion, he forged an artful story about Japazaws and his tribe having
recently leagued with Opechancanough.
That story he told to one Isaac Madison, who had just been sent to
Potomac by Governor Wyatt, with a reenforcement of thirty men, and a
commission expressly charging him to assist the Patowomekes against their
enemies, and to protect them and their corn to his utmost power. To give his
falsehood the air of probability, this savage Iago cunningly commented
upon certain circumstances which had recently occurred. Madison was at
length so much alarmed, that sending for Japazaws to his own strong-house
(which Japazaws himself had assisted him in fortifying,) he locked in the
Sachem, his son, and their four attendants, set over them a guard of soldiers,
and then made a violent and bloody assault upon the neighboring village of
the Indians. The king remonstrated, but in vain. He denied all the charges
brought against him, to no purpose. Madison then led him and the other five
prisoners to his ship, promising to set them at liberty as soon as his men
were safely aboard. The king meanwhile prevented his subjects from
annoying the English on the way. But, contrary to all good faith, the
captives were carried to Jamestown, and detained there till the following
October, when they were taken home by Captain Hamer and ransomed with
a quantity of corn. Madison was prosecuted afterwards for his infamous
conduct, but never punished. The Patowomekes must of course have been
estranged by it from the English interest, though there is no evidence of
their ever opposing them in arms. Japazaws kept himself aloof; and is no
more mentioned in history.
The death of Opechancanough was a signal for the dissolution of the
famous confederacy which it had required the whole genius of that chieftain
and his predecessor to form and maintain. The tribes relapsed into their
former state of separate government; and no formidable leader ever again
roused them to union. The nominal successor of Opechancanough was
Totopotomoi, whom we do not find even mentioned until after a lapse of
ten years from his accession. The ancient records of Virginia show, that in
1651, an Act of Assembly was passed assigning and securing to
Totopotomoi such lands on York river as he should choose; and
commissioners were appointed to conduct him and his attendants in safety
to Jamestown, and from that place home again, after the adjustment of the
treaty. The termination of his reign and life was as follows. Five years
subsequent to the date last mentioned, and after an interval of profound
peace with the Indians which had continued for fifteen years, information
was suddenly received at Jamestown, that a body of inland or mountain
savages, called Rechahecrians, to the number of six or seven hundred, had
seated themselves near the falls of James river, with the apparent intention
of forming a regular settlement. The motives of this singular movement
have never been explained. It is only known, that it gave no little alarm to
the colonists; and that active preparations were made for driving the new
enemy back to their own territories. A campaign ensued, and a battle was
fought; and in this battle fell the king of the Powhatans, gallantly fighting in
aid of the English, at the head of one hundred warriors. Victory declared for
the Rechahecrians, but a peace was soon after negotiated with them on
terms satisfactory to both parties.
Totopotomoi has at least his name immortalized by the author of
Hudibras, who introduced him (to make out a rhyme,) in his noted allusion
to a certain scandal upon the New England colonists.
A precious brother having slain.
In time of peace, an Indian,
. . .
The mighty Tottipotimoy
Sent to our elders an envoy,
Complaining sorely of the breach
Of league, held forth by brother Patch.
. . .
For which he craved the saints to render
Into his hands, or hang, the offender.
But they, maturely having weighed,
They had no more but him of the trade—
A man that served them in a double
Capacity, to preach and cobble—
Resolved to spare him; yet to do
The Indian Hogan Mogan too
Impartial Justice, in his stead did
Hang an old weaver that was bed-rid.
We may certainly be amused with the wit of the satirist in this case,
without insisting upon a strict proof of his statements.
Such is the meagre biography of the last of the Virginian chieftains.
We shall close this chapter with some particulars respecting two or three of
the principal Indians known, at an earlier date, to the first colonists of
Carolina. One of these was Wingina, the king of a considerable tract of
territory called Wingandacoa, bordering upon Albemarle Sound. Another
was Granganimo, the brother of Wingina. Not much information is extant
concerning either of these persons; but the little which is known derives an
additional interest both from the style of the ancient writers of that period,
and from the circumstance that the foreign settlements which led to this
partial acquaintance were among the very first upon the continent.
On the 27th of April, 1584, Philip Amidas and Arthur Barlow sailed
from the west of England, as commanders of two barks, fitted out by Sir
Walter Raleigh, for the purpose of exploring a vast tract of country granted
to him by a patent from Queen Elizabeth, of the March previous. Taking the
usual route by way of the Canaries and West Indies, they approached the
coast of the Southern States, (now so called,) on the second of July,
(enjoying for a day or two a most delicate sweete smell from the shore.)
After sailing one hundred and twenty miles north, they entered the first
harbor they met with, returned thanks to God for their safe arrival, went to
view the neighboring land, and then took possession of it, formally, for the
Queene's most excellent majestie. Which done, writes our ancient
chronicler, they found their first landing-place sandy and low, but so full of
grapes that the very surge of the sea sometimes overflowed them; of which
they found such plenty in all places, on the sand, the greene soyle and hils,
as in the plaines, as well on euery little shrub as also climbing towardes the
tops of high cedars, that they did thinke in the world were not the like
abundance.
{FN} See the Collections of Hackluyt.
{Transcriber's Note: This citation is not referenced in the text, but appears on the same
page as the preceding paragraph.}
This beautiful spot was the island of Wococon, supposed to be the
same now called Ocracock. The newly arrived adventurers wandered over
every part of it with mingled feelings of amazement and delight. Goodly
woods covered the green bosom of its quiet valleys. There, we are told,
were the highest and reddest cedars of the world, bettering them of Azores
or Libanus. There, were Pynes, Cypres, Saxefras, the Lentisk that beareth
mastick, and many other of excellent smelle and qualitie. Then there were
deere and conies, and fowl in such incredible abundance, that the discharge
of a musket would raise a flock of them from under the very feet of the
travelers, with a noise, 'as if an army of men had shouted altogether.'
On the third day, three of the natives appeared in a canoe, one of
whom went fearlessly aboard an English bark. The crew could hold no
conversation with him; but they gave him a shirt, a hat, wine and meat.
These he liked exceedingly; and so having satisfied his curiosity with
gazing, he paddled off to the distance of half a mile. He there loaded his
boat with fish in a short time, then landed on a point near by, divided his
booty into two heaps—pointing one heap to the ship, and the other to the
pinnace—and then departed. This pacific interview was followed with
happy consequences. The next day Granganimo appeared, with forty or fifty
of his people. He came to the point with his train, and seated himself upon a
mat. A party of the English went ashore, well armed; but instead of showing
any indications of suspicion or fear, he made signs to them to be seated at
his side—stroking their heads and breasts, as also his own, no doubt in
testimony of his good will. He then made a long speech to his new visitants
—probably of welcome—and they presented divers gewgaws to him in
return, which he politely accepted. He was so much regarded by his
attendants, that none of them would sit or even speak in his presence, with
the exception of four. To them the English gave other presents; but they
were immediately put into Granganimo's hands, who signaled, with an air
of dignity, that every thing of this nature must be at his own disposal.
At the next interview, the English entertained him with a display of
many commodities calculated to dazzle and surprise him. But none of them
struck his fancy like a large bright pewter dish or plate, and a copper kettle,
for the former of which he gave twenty deer-skins, [FN-1] and for the latter
fifty. He made a hole in the plate, and hung it about his neck for a
breastplate. Much other truck passed between the parties, in such good
humor and good faith, that in the course of a day or two a meeting took
place on board one of the vessels, and, the Sachem ate, drank and made
merry with the English, like one of their own number. Not long afterwards,
he brought his wife and children, who are described as slender, but well-
favored and very modest. The wife wore, as her husband did, a band of
white coral on her forehead, and in her ears bracelets of pearl, [FN-2]
hanging down to her middle, of the size of large peas. Her female
followers had pendants of copper; and the noblemen—as those who seemed
to be leading characters among the males are entitled—had five or six in
each ear. All were dressed alike in skins. The women wore their hair long
on both sides of the head; the men, only on one.
[FN-1] Then valued at a crown each. The anecdote reminds one of Japazaws.
[FN-2] So called by the early writers on various occasions. Probably they were shells,
or rock-crystal, or something of that kind.
The next step in the acquaintance, and a very natural one, was that
great numbers of people began to come in from various parts of the
neighboring coast, bringing skins, coral and different kinds of dyes for sale;
none of which, however, any of them but the noblemen (them that wore
red copper on their heads, as he did,) would undertake to barter in presence
of Granganimo himself. The character of the Sachem showed itself more
and more to advantage at every interview. With a very considerate and civil
regard for the comfort of the English, he never paid them a visit without
previously signifying the number of boats he should bring with him, by
fires kindled upon the shore; so that his strength might be exactly estimated.
He invariably kept, with perfect punctuality, every promise which he made
in the course of traffic, as he also regularly sent to the vessels, daily, a
gratuitous fresh supply of provisions—generally a brace of bucks, conies,
rabbits, and fish; and sometimes melons, walnuts, cucumbers, pears and
other roots and fruits. Finally, he invited the English to visit him at his own
residence, on the north end of an island called Roanoke, distant about
twenty miles from the harbor first made by the colonists.
The invitation was promptly accepted by a party of eight of the
English. They found Granganimo's village to consist of nine houses, built of
cedar, and fortified with sharp palisades, and the entrance like a turnpik.
The Sachem himself was absent when they arrived; but his wife came out
eagerly to meet them. Some of her people she commanded to draw their
boat ashore, that it might not suffer from the sea's dashing; others to carry
the English on their backs through the surf, and put away their oars under
cover. Meanwhile she conducted her guests into a house containing five
apartments. As they were wet with rain, she had a large fire kindled in an
inner apartment, washed their feet and their clothes, and then served up a
bountiful dinner in another room. She set on the bord standing along the
house somewhat like frumentie, sodden venison and rosted fish; and in like
manner mellons raw, boyled rootes, and fruites of diuers kindes.
She manifested the utmost anxiety for the comfort of her guests. While
they were eating, two or three Indians happened to enter, with bows and
arrows, upon which the English started up and laid hold of their arms. She
perceived their distrust, but instead of being offended, caused the weapons
of the intruders to be snapped asunder, and themselves to be beaten. Still the
company did not feel perfectly at home, and towards evening they retired to
their boat. This grieved her not a little; but she sent them a supper. When
she saw them jealously pushing off some rods from the shore for a safe
anchorage, she sent them mats to shelter them from the rain, and directed a
guard of her people to watch during the night upon the shore. On the whole,
it has been justly observed, that there is scarcely in all history a picture of
unaffected and generous hospitality more striking than this.
Wingina, meanwhile, lay at his chief town, ill of wounds he had
recently received in battle; and the English saw nothing of him. Nor was
any thing more seen of Granganimo, until April of the next year, when Sir
Richard Grenville brought out a colony of one hundred and eight persons,
whom he left on the Carolinian shore at Hatteras. Granganimo then came on
board his ship in his usually friendly and fearless manner. But it was his last
visit. He died during the year 1585.
This event produced a great alteration of affairs in the colony. They
were settled on Roanoke, an island at the mouth of Albemarle Sound, and
that situation made it quite convenient for them to visit the coast and the
country in various directions, which they were instructed to do. They
explored, therefore, in the course of their expeditions, as far south as
beyond Pamlico river; and as far north as the territory of the Chesapeake,
on the bay of their own name. They also went up Albemarle Sound and
Chowan river, one hundred and thirty miles, to a nation of Indians called
Chowanocks, living above the junction of the Nottaway and the Meherrin.
We mention these particulars for the sake of introducing Menatenon,
the king of the tribe last named. His province is described as the largest on
the whole length of the river; and the town of Chowanock, it is said, could
bring seven hundred bowmen into the field. Menatenon was lame—owing
probably to a wound in battle—but writes an old chronicler he had more
understanding than all the rest. He amused the colonists, and especially
their governor, Mr. Lane, with a story about a copper mine and a pearl
fishery, somewhere along the coast. He also gave a strange account of the
head of the river Moratuc, (now called the Roanoke,) where lived a king (he
affirmed,) whose country bordered on the sea, and who took such an
abundance of pearls from it, that not only his skins and his noblemen's, but
his beds and his houses were garnished with that ornament. Mr. Lane
expressed a wish to see a specimen of them; but Menatenon readily replied,
that the king of that rich country reserved them expressly for trading with
white men. [FN]
[FN] This King was at Chowanock two yeares agoe to trade with blacke pearle, his
worst sort whereof I had a rope, but they were naught; but that king he, [Menatenon]
sayth hath store of white, and had traffcke with white men, for whom he reserved
them.
The source of the Moratuc was described as springing out of a vast
rock, standing so near the sea, that in storms the surges beat over it. As for
the copper, that he said was generally collected in great bowls, covered with
skin, at a place particularly described, and yielded two parts of metal for
three of ore. There might be a shadow of foundation for some of these
relations; but the chief object of Menatenon—who was a captive among the
colonists at the time of his making them—must have been to render himself
an important man in their eyes, and perhaps to lead them into some
hazardous enterprise. Hearing them talk much about mines and pearls, and
the South Sea—which were all hobbies with the credulous adventurers of
that period—he adapted his discourse accordingly, and his eager hearers
were simple enough to believe every thing he asserted. [FN]
[FN] The Mangoaks haue such plentie of it, they beautifie their houses with great
plates thereof; this the salvages report; and young Shiko, the King Chawonocks sonne
my prisoner, that had been prisoner among the Mangoaks, c. . . .
Menatenon also confirmed all this, and promised me guides to this mettall country,
c.
They even undertook the proposed expedition in search of the copper
mine and the South Sea; and had actually advanced nearly two hundred
miles up the country, before famine and fatigue, and the hostility of
innumerable savages compelled them to turn about. It seems that Wingina
had heard of this expedition—perhaps from Menatenon—and like that
cunning though crippled Sachem, he did all in his power to make it both
specious in prospect and fatal in result. After having said every thing to
excite the curiosity and avarice of the colonists, till he saw them determined
to go, he sent word to the different powerful tribes living on their proposed
route, that the English were coming against them; and that the sooner they
suppressed this new enemy, the better. Hence it was, that the party several
times came very near being cut off by the savages; and hence, instead of
being plentifully supplied with choice provisions, as expected, they were
glad to live several days upon two dogs boiled down with saxefras leaves.
Fortunately for the colony, several circumstances concurred in the
period of distress which succeeded this enterprise, to prevent Wingina from
making open war upon them. One was the influence of his father,
Ensenore, the best friend, next to Granganimo, whom the English had ever
found among the natives. But the safe return of the expedition made a
stronger impression upon the mind of Wingina. Rumors had been circulated
that the party were all starved or slain; and then he had begun to
blaspheme our God that would suffer it, and not defend vs, so that old
Ensenore had no more credit for vs; for he began by al the deuises he could
to inuade vs. [FN] But the return of the expedition after having defeated all
enemies—asswaged a little his deuises, and brought Ensenore in respect
againe, that our God was good, and wee their friends, and our foes should
perish, c.
[FN] See the journal of Governor Lane, as preserved in the old collections.
The last observation suggests another circumstance which went to
restrain the enmity of the chieftain. This was a mortal epidemic, of
unknown character, which prevailed exclusively among the Indians, and
carried off great numbers. The colonists had the art to make these simple
beings regard it as a punishment for the hostility hitherto manifested
towards the English. Wingina himself, who lived in the immediate vicinity
of the colony, was exceedingly overcome by his superstition. Twice he was
very sick, and came near dying. He then dismissed the priests who usually
attended him, and sent for some of the English to pray for him, and to be—
as Master Heriot expresses it, in his Observations upon this voyage—a
meenes to our God that hee might liue with him after death. He supposed
that he had offended the Deity of the English by his blasphemy. They were
themselves in great repute, of course. This marueilous accident in all the
country wrought so strange opinion of vs that they could not tell, whether to
thinke vs Gods or men. Of the two, they considered the former most
probable, for the whites having no women among them, the inference in
their minds was, that instead of being born of women, they were men of an
old generation many years past, and risen again from immortality. [FN] All
which, we are told, so changed the heart of Pemissapan (—a name assumed
by Wingina since the death of Granganimo—) that, at Ensenore's
suggestion, when the English were reduced to extremities for want of food,
he sent in his subjects to make fish-weirs for them, and to plant the fields
they had hitherto thought of abandoning.
[FN] Heriot.
But in April, 1586, Ensenore died; and as Wingina had now completely
recovered his health, and most of the enemies which the colony had among
the tribes took this opportunity of renewing their machinations, he relapsed
into his former hostility. Arrangements were made for collecting seven, or
eight hundred Indians, under pretence of solemnizing the funeral of
Ensenore. Half of them were to lie in ambush for those of the colonists who
daily straggled along the coast in pursuit of crabs, fish and other provisions.
The other detachment was to assault the settlement of Roanoke, at a signal
by fire in the night. Even the particular houses were allotted to be burned by
particular persons or parties. Twenty were charged to beset the dwelling of
Governor Lane, and fire the reeds which covered it; this would bring him
out, naked and unarmed, and then they could despatch him without danger.
The same order was made for Mr. Heriot's, and various other habitations,
which were to be fired at the same instant. In the meantime, as it was of
great consequence to reduce the strength of the colony by dispersing it,
Wingina provided for breaking up the weirs, and strictly prohibited all trade
in provisions. He kept himself aloof also with a similar view.
The plan was well concerted, and not without success. The Governor
was soon obliged to send off twenty of the colonists to a part of the coast
called Croatan, merely that they might collect the means of their own
sustenance. Ten more were sent to Hatteras for the same purpose; and other
small companies scattered themselves about on the seacoast, to gather
oysters and roots. But the ingenuity of the civilized party, driven to
desperation, finally prevailed against the chieftain's naked shrewdness. The
Governor sent him word he was going to Croatan, to meet an English
squadron which had touched there with supplies, covering the object of this
fabrication by also requesting the services of a few Indians to fish and hunt
for the colony. Desirous of gaining time, Wingina promptly replied, that he
would himself visit Mr. Lane in eight days. No doubt he expected to
complete his conspiracy in this interval.
But the Governor was not so to be deceived. He resolved, on the
contrary, to pay the Sachem a visit the next day after receiving his answer.
Previous to that, however, he proposed to surprise the Indians at Wingina's
old settlement on the island (Roanoke) and to take their canoes from them.
But they, too, were on the alert, so entirely had Wingina prepared them for
emergencies. For when I sent to take the canows, says Mr. Lane in his
Journal, they met one going from the shore, overthrew her, and cut off two
Salvages' heads; wherevpon the cry arose, being by their spies perceived;
for they kept as good watch ouer vs as we ouer them. A skirmish ensued,
and the Indians fled into the woods. The next morning, the Governor
crossed over to a place on the main called Dassamonpeak, and sent Wingina
word he was going to Croatan, and having certain complaints to make to
him respecting his subjects, would be happy to call upon him by the way.
On the faith of this proposal, the chieftain, with several of his principal
men, met the Governor's party on their route. But no conversation took
place. The Governor gave an appointed watchword to his men on
approaching, and they fired upon the Indians. Wingina was shot through
with a pistol-bullet, and fell. Recovering his feet immediately, he fled, and
was near escaping his pursuers, when an Irish boy shot him a second time.
He was soon overtaken, and then beheaded on the spot.
We do not feel disposed to dismiss these biographies of the Carolinian
Sachems, short and slight as they are, without offering such comment as
they most obviously suggest. It appears singular, at first sight, that so
striking a difference of feeling towards the English should be manifested by
the two brothers. Perhaps there was fault on both sides. Master Heriot
admits, that some of the colony, towards the latter end showed themselves
too furious, in slaying some of the people in some Townes, vpon causes that
on our part might haue been borne with more mildnesse. We have seen
with how little ceremony the Governor proceeded to take summary
measures. He was driven to extremities, indeed, but that in itself was no
fault of the Indians—they were not under obligation to supply him, though
it appears that they sometimes did, gratuitously.
Perhaps a remark should be made respecting a provocation which
occurred when the colony was first left by Grenville. The English went
about ranging the coast from tribe to tribe, and from town to town—which
very circumstance, besides being probably accompanied by other
trespasses, and at all events wholly unlicensed by the natives, could hardly
be looked upon as either friendly or just. Then, at Aquascosack the Indians
stole a silver cup, wherefore we burnt the towne, and spoiled their corne,
and so returned to our fleet at Tocokon. [FN] This was certainly no way to
make friends, and those who are familiar with the Carolinian history
subsequent to Wingina's death, will remember that the injury was by no
means forgotten. Finally, setting aside the attempt to justify either party, it
will be noticed, by such as may take the pains to look into the annals of this
period, that the greater part of the information which the Governor received
of the Sachem's motives and movements came through the medium of that
shrewd cripple, Menatenon, and his son Shiko. Whatever the facts might be,
then, the evidence was clearly inadequate if not wholly inadmissible.
[FN] Relation of Lane.
CHAPTER VI. [FN]
[FN] Not to subject ourselves to the charge of plagiarism, it may be proper to remark
here, that several passages in the following notices of the Pokanoket Sachems have
been taken almost unaltered from an article on Indian Biography, published heretofore
in the North American Review, and written by the author of this work. The same is
true of a part of the subsequent notice of Tecumseh and his brother.
Synopsis of the New England Indians at the date of the Plymouth Settlement—The
Pokanoket confederacy—The Wampanoag tribe—Their first head-Sachem, known to
the English—Massasoit—The first interview between him and the whites—His visit
to Plymouth, in 1621—Treaty of peace and friendship—Embassy sent to him at
Sowams, by the English—Anecdotes respecting it—He is suspected of treachery or
hostility, in 1622—His sickness in 1623—A second deputation visits him—
Ceremonies and results of the visit—His intercourse with other tribes—Conveyances
of land to the English—His death and character—Anecdotes.
The clearest, if not the completest classification of the New England
Indians, at the date of the settlement of Plymouth, includes five principal
confederacies, each occupying their own territory, and governed by their
own chiefs. The Pequots inhabited the eastern part of Connecticut. East of
them were the Narraghansetts, within whose limits Rhode Island, and
various smaller islands in the vicinity, were comprised. The Pawtucket
tribes were situated chiefly in the southern section of New Hampshire, the
Massachusetts tribes around the bay of their own name; and between these
upon the north and the Narraghansetts upon the south, the Pokanokets
claimed a tract of what is now Bristol county, (Rhode Island) bounded
laterally by Taunton and Pawtucket rivers for some distance, together with
large parts of Plymouth and Barnstable.
This confederacy exercised some dominion over the Indians of
Nantucket and Martha's Vineyard, and over several of the nearest
Massachusetts and Nipmuck tribes;—the latter name designating an interior
territory, now mostly within the boundaries of Worcester county. Of the
Pokanokets, there were nine separate cantons or tribes, each governed by its
own petty sagamore or squaw, but subject to one grand-sachem, who was
also the particular chief of the Wampanoag canton, living about Montaup.
[FN]
[FN] This celebrated eminence (frequently called, by corruption of the Indian name,
Mount-Hope) is a mile or two east of the village of Bristol. It is very steep on all
sides, and terminates in a large rock, having the appearance to a distant spectator, of
an immense dome.
The first knowledge we have of the Wampanoags, and of the
individuals who ruled over them and the other Pokanokets, is furnished in
the collections of Purchas, on the authority of a Captain Dermer, the Master
Thomas Dirmire spoken of by John Smith in his New England Trialls, as
an vnderstanding and industrious gentleman, who was also with him
amongst the Frenchmen. Dermer was sent out from England in 1619, by
Sir F. Gorges, on account of the President and Council of New England, in a
ship of two hundred tons. He had a Pokanoket Indian with him, named
Squanto, one of about twenty who had been kidnapped on the coast by
Captain Hunt, in 1614, and sold as slaves at Malaga for twenty pounds a
man. [FN] Squanto and a few others of the captives were either rescued or
redeemed, by the benevolent interposition of some of the monks upon that
island. When I arrived, says Dermer in his letter to Purchas, at my
savage's native country, finding all dead, I traveled along a day's journey to
a place called Nummastaquyt, where, finding inhabitants, I despatched a
messenger a day's journey further west, to Pacanokit, which bordereth on
the sea; whence came to see me two kings, attended with a guard of fifty
armed men, who being well satisfied with that my savage and I discoursed
unto them, (being desirous of novelty) gave me content in whatsoever I
demanded. Here I redeemed a Frenchman, and afterwards another at
Masstachusitt, who three years since escaped shipwreck at the northeast of
Cape Cod. One of these two kings—as the sachems were frequently
entitled by the early writers,—must have been Massasoit, so well known
afterwards to the Plymouth settlers; and probably the second was his
brother Quadepinah. The native country of Squanto was the vicinity of
Plymouth, where the Indians are understood to have been kidnapped.
Thousands of them, there, as well as elsewhere along the whole coast of
New England, had been swept off by a terrible pestilence.
[FN] It is gratifying to learn from Smith that Hunt was punished, though not
according to the baseness of his infamous crime. He betraied foure and twentie of
these poore Saluages aboord his ship, and most dishonestly and inhumanely for their
kinde usage of me and all our men, carried them with him to Maligo, and there for a
little priuate gaine sold those silly Saluages for Rials of eight; but this vilde act kept
him ever after from any more imploiement to these parts.—Generale Historie of New
England, published in 1632.
The first appearance of Massasoit, [FN] after the settlement of
Plymouth, was upon the 22d of March, 1621, a week previous to which
some information concerning him had been gathered from an Indian named
Samoset, who entered the village with great boldness, and greeted the
inhabitants with a welcome. On the second occasion, he came in with four
others,—having engaged to introduce some of the Wampanoags, to traffic
in furs,—among whom was Squanto, at that time probably the sole
remaining native of Plymouth. This party brought a few fish and skins to
sell, and informed the English that the great sachem, with his brother and
his whole force, were near at hand. Massasoit soon appeared upon the
neighboring hill, with sixty men. As they seemed unwilling to approach
nearer, Squanto was despatched to ascertain their designs; and they gave
him to understand, that they wished someone should be sent to hold a
parley.
[FN] We have given the most simple orthography of this word. It is frequently written
Massasoyt, Massasoiet, Massasowat, c. Mr. Belknap says, (American Biography,)
that contemporary pronunciation made it a word of four syllables, with the accent on
the second,—Mas-sass-o-it. The sachem subsequently assumed another name, which
has undergone still more various modifications,—Oosamequin, Woosamequin, and
Ausamequin, are some of them.
Edward Winslow was appointed to this office, and he immediately
carried presents to the sachem, which were willingly accepted. He
addressed him also in a speech of some length, which the Indians listened to
with the decorous gravity characteristic of the race, ill-explained as it was
by the interpreter. The purport of the speech was, that King James saluted
the sachem, his brother, with the words of peace and love; that he accepted
him as his friend and ally; and that the Governor desired to see him, and to
trade and treat with him upon friendly terms. Massasoit appears to have
made no special reply to this harangue, for the sufficient reason, probably,
that he did not precisely comprehend the drift of it. He paid more attention
to the sword and armor of Winslow while he spoke; and when he had
ceased speaking, signaled his disposition to commence the proposed trade
forthwith by buying them. They were not, however, for sale; and so, leaving
Winslow in the custody of his brother, he crossed a brook between him and
the English, taking with him twenty of the Wampanoags, who were directed
to leave their bows and arrows behind them. Beyond the brook he was met
by Captain Standish and another gentleman, with an escort of six armed
men, who exchanged salutations with him, and attended him to one of the
best houses in the village. [FN] Here, a green rug was spread upon the floor,
and three or four cushions piled on it for his accommodation. The Governor
then entered the house, followed by several soldiers, and preceded by a
flourish of a drum and trumpet,—a measure probably recommended by
Standish, and which answered the purpose of delighting and astounding the
Wampanoags, even beyond expectation. It was a deference paid to their
sovereign, which pleased as well as surprised them. The sachem and the
Governor now kissed each other, and after the interchange of certain other
civilities, sat down together, and regaled themselves with what Neal calls an
entertainment. It consisted, it seems, chiefly of strong waters, a thing the
savages love very well; and the sachem took such a large draught of it at
once, as made him sweat all the while he staid. A treaty was concluded
upon this occasion, the terms of which were as follows.
[FN] A stone arch has in modern times been thrown over this brook, to point out the
precise spot of the meeting. The hill where the chieftain first appeared was by the
settlers of his time called Strawberry-Hill.
1. That neither he, nor any of his (Massasoit's) should injure or do hurt
to any of their people.
2. That if any of his did any hurt to any of theirs, he should send the
offender, that they might punish him.
3. That if any thing were taken away from any of theirs, he should
cause it to be restored, and they should do the like to his.
4. That if any did unjustly war against him, they would aid him; and if
any did war against them, he should aid them.
5. That he should send to his neighbor confederates, to inform them of
this, that they might not wrong them, but might be likewise comprised in
these conditions of peace.
6. That when his came to them upon any occasion they should leave
their arms behind them.
7. That so doing, their Sovereign Lord King James, would esteem him
as his friend and ally.
All which, says Morton,—and some other annalists agree with him,
—he liked very well, and withal, at the same time, acknowledged himself
content to become the subject of our Sovereign Lord the King aforesaid, his
heirs and successors; and gave unto him all the lands adjacent, to him and
his heirs forever. This acknowledgment of the sovereignty of the King, if it
really made a part of the agreement, certainly deserved a place as a distinct
article; being by far more important than all the others. The grant of land,—
and this grant constituted the entire title of the Plymouth settlers, as against
the natives,—is confirmed by subsequent transactions, and especially by the
acts of Massasoit. But his submission to the authority of King James, as a
subject to a sovereign, is more doubtful; nor does it by any means accord
with the seventh express article. That the treaty itself also was not preserved
precisely as it was probably understood, may be inferred from the variations
of it given by Mourt in his Relation. According to his sixth article, for
example, a just reciprocity is maintained, by providing that the English
should leave their pieces behind them in their interviews with the Indians.
This distinction between alliance and subjection,—at least in the mind of
one of the parties,—seems to have been too much overlooked.
Such, however, was the first treaty made with the Indians of New
England,—a passage in its history of great interest. It was made upon
peaceable and honorable terms. The Indians came in voluntarily to make it;
and though they received as a consideration for the immense territory
granted at the time, only a pair of knives, and a copper chain with a jewel in
it for the grand sachem; and a knife, a jewel to hang in his ear, a pot of
strong water, a good quantity of biscuit, and some butter for Quadepinah,
[FN]—yet were all parties satisfied with the substance as they were
gratified by the ceremonies of the agreement. It is pleasing to learn from
history, that this simple negotiation was remembered and adhered to on
both sides for the unparalleled term of half a century; nor was Massasoit, or
any of the Wampanoags during his lifetime, convicted by the harshest
revilers of his race, of having violated, or attempted to violate, any of its
plain, just, and deliberate provisions.
[FN] So minutely is the transaction described in The Journal of a Plantation at
Plymouth, preserved by Purchas, and re-published among the Historical Collections of
Massachusetts. There is reason to think that Winslow was the author.
The two parties seem to have regarded each other on this occasion
with a curiosity of equal interest and minuteness; for while the sachem was
inspecting the armor of Winslow, and his Wampanoags exerting themselves
to blow the trumpet in imitation of their hosts, [FN] the English by-
standers, on the other hand, were making their own observations. The writer
of the Journal of a Plantation settled at Plymouth, describes Massasoit as
a very lusty man, in his best years, an able body, grave of countenance, and
spare of speech. In his attire, he is said to have differed little from the rest
of his followers, excepting that he wore a large chain of white bone-beads
about his neck, which was, probably, one of the royal insignia; and that he
had suspended from it behind, a little bag of tobacco, which he drank, says
the writer, and gave us to drink. His appearance otherwise does not seem
to have been particularly elegant; his face being painted of a sad red, like
murrey, and both head and face so oiled that he looked greasily. His only
weapon was a long knife, swinging at his bosom by a string. His attendants
were probably arrayed for this great occasion with peculiar attention to
etiquette; some of them being painted black, others red, yellow, or white;
some wearing crosses and other antick works; and several of them
dressed in furs or skins of various descriptions. Being tall, strong men also,
and the first natives whom most of the Colonists had ever seen near at hand,
they must have made to them a somewhat imposing, as well as interesting
spectacle.
[FN] He marvelled much at our trumpet, and some of his men would sound it as well
as we could.—Journal.
Leaving a few of their number among the whites, as hostages, the
Wampanoags retired to the woods about half a mile distant and spent the
night; and Winslow acted as their hostage. The English were not yet
prepared, it would seem, to put faith in the professions of savages; for they
kept strict watch all night, besides retaining the security just named. Their
guests, on the contrary, enjoyed themselves quietly in the woods; and there
were some of their wives and children with them, who must have come
upon this courteous visit from a distance of forty miles. The sachem sent
several of his people the next morning, to signify his wish that some of his
new friends would honor him with their presence. Standish and one
Alderton [FN-1] went venturously among them, and were cordially, if not
royally welcomed with an entertainment of tobacco and ground-nuts. We
cannot yet conceive, continues our still unsatisfied informant, but that he
is willing to have peace with us; for they have seen our people sometimes
alone two or three in the woods at work and fowling, when they offered
them no harm, as they might easily have done. They remained at their
encampment till late in the forenoon; the Governor requiting the sachem's
liberality, meanwhile, by sending an express messenger for his large kettle,
and filling it with dry peas. This pleased them well; and so they went their
way;—the one party as much relieved, no doubt, as the other was gratified.
[FN-2]
[FN-1] From whom the outer point of Boston harbor is said to have been named.
[FN-2] Such was the earliest visit, of ceremony or business at least, which the natives
of New England paid to the Colonists. The account given of it, though ex parte, as all
such descriptions must be, is honorable to the former in the highest degree. They show
that many, if not most of the savages, who were fairly dealt with, were at first as
sensible and as prone to kindness as could have been wished. They went unarmed
among the settlers without fear, disposed to be honest and friendly at all events, and as
hospitable as their means permitted. It will appear in the sequel, that they continued so
for a long course of years, as they also continued faithful to their express obligations.
We meet with Massasoit again in July, 1621; an embassy being then
sent to him at his own residence, Montaup or Sowams. This embassy
consisted of Edward Winslow and Stephen Hopkins; and the objects of it
were, says Mourt, [FN] that forasmuch as his subjects came often and
without fear upon all occasions amongst us, so the English went now to
visit him, carrying with them a coat from the Governor to his friend the
sachem, as a token of good will, and desire to live peaceably. It was farther
intimated, though with great delicacy, that whereas his people came
frequently and in great numbers to Plymouth, wives, children, and all, and
were always welcome,—yet being but strangers in the land, and not
confident how their corn might prosper, they could no longer give them
such entertainment as they had done, and still wished to do; If Massasoit
himself, however, would visit them, or any special friend of his, he should
be welcome. A request was then made, that the Pokanokets, who had furs,
should be permitted to dispose of them to the Colonists. The Governor
wished him also to exchange some corn for seed with the Plymouth people.
[FN] See Mourt's Relation, part of which is also preserved in the Collections. The
name of the publisher only seems to be attached to it.
The remaining article in this message is more illustrative of the
relations understood to exist and to be desirable between the parties. On the
first arrival of the Colonists at Cape Cod, it seems they had found corn
buried there in the ground. Seeing no inhabitants in the neighborhood, but
some graves of the dead newly buried, they took the corn, with the
intention of making full satisfaction for it whenever it became practicable.
The owners of it were supposed to have fled through fear. It was now
proposed, that these men should be informed by Massasoit,—if they could
be found,—that the English were ready to pay them with an equal quantity
of corn, English meal, or any other commodities they had to pleasure them
withal; and full satisfaction was offered for any trouble which the sachem
might do them the favor to take. This proposal was equally politic and just.
The visitors met with a generous, though humble hospitality, which
reminds one of the first reception of Columbus by the West-Indian
islanders. They reached Namaschet about three o'clock in the afternoon; and
there, we are told, the inhabitants entertained them with joy, in the best
manner they were able; giving them sweet bread [FN] and fish, with a less
acceptable accompaniment of boiled musty acorns. Various civilities were
exchanged after this primitive and savory repast,—as ancient, by the way,
as the early Greeks,—and some time was passed very pleasantly in shooting
a crow at a considerable distance, to the vast astonishment and amusement
of the Indians. They were then directed to a place about eight miles distant,
(Middleborough) where, says the Journalist, they should find more store
and better victuals. They were welcomed, on their arrival, by a party who
were catching great numbers of fine bass in Taunton river, and who gave
them a supper and a breakfast in the morning, besides the privilege of
lodging in the woods near by over night.
[FN] Called maxium, and made of Indian corn, no doubt. Gookin says, that a meal
which they made of parched maize was so sweet, so hearty, and so toothsome, that an
Indian would travel many days with no other food.
Attended by six of their hosts the next day, they were assisted in
passing the river; and here they met with the first indications of ill-will, in
the persons of two old Indians upon the opposite bank. These two, espying
them as they entered the river, ran swiftly and stealthily among the high
grass to meet them; and then, with loud voices and drawn bows, demanded
of the strangers who they were; but seeing we were friends, it is added,
they welcomed us with such food as they had, and we bestowed a small
bracelet of beads on them. The remarks which follow this, upon the
conduct of the six attendants we cannot forbear citing at large, irrelevant to
our main purpose as they are. When we came to a small brook, says our
accurate writer, where no bridge was, two of them desired to carry us
through of their own accords; also fearing we were, or would be weary,
offered to carry our pieces; also if we would lay off any of our clothes [it
being excessively hot,] we should have them carried; and as the one of them
had found more special kindness from one of the messengers, and the other
savage from the other so they showed their thankfulness accordingly, in
offering us help and furtherance in the journey.
After one more entertainment on the way, our travelers reached
Sowams. Massasoit was not at home, but arrived soon after, and was
saluted by his visitors with a discharge of musketry. He welcomed them
kindly after the Indian manner, took them into his lodge, and seated them
by himself. They then delivered their message and presents, the latter
comprisinig a horseman's coat of red cotton, embroidered with fine lace.
The sachem mounted this superb article without delay, and hung the chain,
which they also gave him, about his neck, evidently enjoying the
unspeakable admiration of the Wampanoags, who gaze upon him at a
distance. He now answered the message, clause after clause; and
particularly signified his desire to continue in peace and friendship with his
neighbors. He gathered his men around him, in fine, and harangued them;
they occasionally confirming what he said by their customary ejaculations.
Was not he, Massasoit, commander of the country about them? Was not
such a town within his dominions—and were not the people of it his
subjects—and should they not bring their skins to him, if he wished it?
Thus he proceeded to name about thirty of his small settlements, his
attentive auditors responding to each question. The matter being regularly
settled, he lighted tobacco for his guests, and conversed with them about
their own country and King, marveling, above all, that his Majesty should
live with out a squaw. As it grew late, and he offered no more substantial
entertainment than this,—no doubt for the sound reason, that he had nothing
to offer,—his guests intimated a wish to retire for the night. He forthwith
accommodated them, with himself and his wife, they at one end and his
visitors at the other, of a bed consisting of a plank platform, raised a foot or
two from the ground and covered with a thin mat. Two of his chief men,
probably by way of compliment, were also stationed upon the same
premises; and this body-guard performed their pressing duty of escort so
effectually, that no other circumstances were necessary to make the honored
guests worse weary of their lodging than they had been of their Journey.
On the following day, many of the petty chiefs, with their subjects,
came in from the adjacent country, and various sports and games were got
up for the entertainment of the English. At noon, they partook, with the
sachem and about forty others of a meal of boiled fish shot by himself,
(probably with arrows.) They continued with him until the next morning,
when they departed, leaving Massasoit both grieved and ashamed that he
could not better entertain him. Very importunate he was, adds the Journalist,
to have them stay with him longer; but as they had eaten but one meal for
two days and a night, with the exception of a partridge, which one of them
killed; and what with their location at night, the savages' barbarous singing
of themselves to sleep, mosquitoes without doors, and other trifling
inconveniences within, could not sleep at all; they begged to be excused,—
on the score of conscience, Sunday being near at hand,—not to mention that
they were growing light-headed, and could hardly expect, if they stayed
much longer, to be able to reach home.
Massasoit's friendship was again tested in March, 1622, when an
Indian, known to be under Squanto's influence, [FN] came running in
among a party of colonists, with his face gashed, and the blood fresh upon
it, calling out to them to flee for their lives, and then looking hind him as if
pursued. On coming up, he told them that the Indians, under Massasoit,
were congregating at a certain place for an attack upon the Colony; that he
had received his wounds in consequence of opposing their designs; and had
barely escaped from them with his life. The report occasioned no little
alarm; although the correctness of it was flatly denied by Hobamock, a
Pokanoket Indian resident at Plymouth, who recommended that a
messenger should be sent secretly to Sowams, for the purpose of
ascertaining the truth. This was done, and the messenger, finding every
thing in its usually quiet state, informed Massasoit of the reports circulated
against him. He was excessively incensed against Squanto, but sent his
thanks to the Governor for the opinion of his fidelity, which he understood
him to retain; and directed the messenger to assure him, that he should
instantly apprize him of any conspiracy which might at any future time take
place.
[FN] Which, it may be here observed, was quite considerable. Squanto was ambitious
and meddlesome, though not malicious—well-disposed and serviceable to the
English, but a little too anxious to have credit for that fact among his countrymen. He
amused himself with telling them that the whites kept the plague barreled up in their
cellars, that they intended war upon various tribes, c. for the sake of being
employed, sometimes hired, to act as mediator; and of course he always succeeded in
settling the difficulty. Squanto died in November, 1622, on an expedition fitted out by
Welcome to our website – the ideal destination for book lovers and
knowledge seekers. With a mission to inspire endlessly, we offer a
vast collection of books, ranging from classic literary works to
specialized publications, self-development books, and children's
literature. Each book is a new journey of discovery, expanding
knowledge and enriching the soul of the reade
Our website is not just a platform for buying books, but a bridge
connecting readers to the timeless values of culture and wisdom. With
an elegant, user-friendly interface and an intelligent search system,
we are committed to providing a quick and convenient shopping
experience. Additionally, our special promotions and home delivery
services ensure that you save time and fully enjoy the joy of reading.
Let us accompany you on the journey of exploring knowledge and
personal growth!
ebookultra.com

More Related Content

PDF
Operations Management Theory and Practice 3rd Edition B. Mahadevan
PDF
Operations Management Theory and Practice 3rd Edition B. Mahadevan
PDF
Business Process Reengineering 1st Edition R. Srinivasan
PDF
Business Process Reengineering 1st Edition R. Srinivasan
PDF
Industrial Management 1st Edition J K Sharma
PDF
Business Process Reengineering by R. Srinivasan (2011).pdf
PDF
Fundamentals of Management Canadian 8th Edition Robbins Solutions Manual
PDF
Delivery Excellence in software Product Development
Operations Management Theory and Practice 3rd Edition B. Mahadevan
Operations Management Theory and Practice 3rd Edition B. Mahadevan
Business Process Reengineering 1st Edition R. Srinivasan
Business Process Reengineering 1st Edition R. Srinivasan
Industrial Management 1st Edition J K Sharma
Business Process Reengineering by R. Srinivasan (2011).pdf
Fundamentals of Management Canadian 8th Edition Robbins Solutions Manual
Delivery Excellence in software Product Development

Similar to Operations Management Theory and Practice 3rd Edition B. Mahadevan (20)

PDF
Fundamentals of Management Canadian 8th Edition Robbins Solutions Manual
PDF
Fundamentals of Management Canadian 8th Edition Robbins Solutions Manual
PDF
(eBook PDF) Foundations of Operations Management 4th Canadian Edition
PDF
Management Science 4E 3rd Edition Aryasri
PDF
Fundamentals of Management Canadian 8th Edition Robbins Solutions Manual
PDF
Fundamentals of Management Canadian 8th Edition Robbins Solutions Manual
DOCX
Solved Annamalai Assignment 347 MBA Human Resource Management (2021–2022) Cal...
PDF
(eBook PDF) Operations Management: Processes and Supply Chains 12th Global Ed...
PPT
Week 1_Principles of Management_Course Introduction.ppt
PDF
Effectiveness of AI Education from Vitality- An Example of Banking Management...
PDF
Information Systems Today Managing in the Digital World 7th Edition Valacich ...
PDF
Productivity Improvement of a Laboratory Equipment Manufacturing Company thro...
PDF
Study on Quality Circles at “BHEL, EDN BENGALURU”
PDF
Management Science 4E 3rd Edition Aryasri
PDF
Operation Management unit - I Materials
PDF
A REVIEW ON PERFORMANCE MANAGEMENT AND APPRAISAL IN CONSTRUCTION INDUSTRY TOW...
PPTX
Business process analysis and optimization: A pragmatic approach to business ...
PDF
Information Systems Today Managing in the Digital World 7th Edition Valacich ...
PDF
A Review on Performance Management and Appraisal in Construction Industry Tow...
PDF
7 Rights newest invention on information system.
Fundamentals of Management Canadian 8th Edition Robbins Solutions Manual
Fundamentals of Management Canadian 8th Edition Robbins Solutions Manual
(eBook PDF) Foundations of Operations Management 4th Canadian Edition
Management Science 4E 3rd Edition Aryasri
Fundamentals of Management Canadian 8th Edition Robbins Solutions Manual
Fundamentals of Management Canadian 8th Edition Robbins Solutions Manual
Solved Annamalai Assignment 347 MBA Human Resource Management (2021–2022) Cal...
(eBook PDF) Operations Management: Processes and Supply Chains 12th Global Ed...
Week 1_Principles of Management_Course Introduction.ppt
Effectiveness of AI Education from Vitality- An Example of Banking Management...
Information Systems Today Managing in the Digital World 7th Edition Valacich ...
Productivity Improvement of a Laboratory Equipment Manufacturing Company thro...
Study on Quality Circles at “BHEL, EDN BENGALURU”
Management Science 4E 3rd Edition Aryasri
Operation Management unit - I Materials
A REVIEW ON PERFORMANCE MANAGEMENT AND APPRAISAL IN CONSTRUCTION INDUSTRY TOW...
Business process analysis and optimization: A pragmatic approach to business ...
Information Systems Today Managing in the Digital World 7th Edition Valacich ...
A Review on Performance Management and Appraisal in Construction Industry Tow...
7 Rights newest invention on information system.
Ad

Recently uploaded (20)

PDF
Τίμαιος είναι φιλοσοφικός διάλογος του Πλάτωνα
PDF
What if we spent less time fighting change, and more time building what’s rig...
PDF
Complications of Minimal Access-Surgery.pdf
PDF
CISA (Certified Information Systems Auditor) Domain-Wise Summary.pdf
PPTX
Introduction to pro and eukaryotes and differences.pptx
PDF
ChatGPT for Dummies - Pam Baker Ccesa007.pdf
PDF
FORM 1 BIOLOGY MIND MAPS and their schemes
PDF
1.3 FINAL REVISED K-10 PE and Health CG 2023 Grades 4-10 (1).pdf
PDF
BP 505 T. PHARMACEUTICAL JURISPRUDENCE (UNIT 2).pdf
PDF
MICROENCAPSULATION_NDDS_BPHARMACY__SEM VII_PCI .pdf
PPTX
B.Sc. DS Unit 2 Software Engineering.pptx
PDF
Environmental Education MCQ BD2EE - Share Source.pdf
PPTX
Unit 4 Computer Architecture Multicore Processor.pptx
PDF
HVAC Specification 2024 according to central public works department
PDF
LIFE & LIVING TRILOGY - PART (3) REALITY & MYSTERY.pdf
PDF
medical_surgical_nursing_10th_edition_ignatavicius_TEST_BANK_pdf.pdf
PDF
LIFE & LIVING TRILOGY - PART - (2) THE PURPOSE OF LIFE.pdf
PDF
Empowerment Technology for Senior High School Guide
PPTX
Module on health assessment of CHN. pptx
PPTX
Education and Perspectives of Education.pptx
Τίμαιος είναι φιλοσοφικός διάλογος του Πλάτωνα
What if we spent less time fighting change, and more time building what’s rig...
Complications of Minimal Access-Surgery.pdf
CISA (Certified Information Systems Auditor) Domain-Wise Summary.pdf
Introduction to pro and eukaryotes and differences.pptx
ChatGPT for Dummies - Pam Baker Ccesa007.pdf
FORM 1 BIOLOGY MIND MAPS and their schemes
1.3 FINAL REVISED K-10 PE and Health CG 2023 Grades 4-10 (1).pdf
BP 505 T. PHARMACEUTICAL JURISPRUDENCE (UNIT 2).pdf
MICROENCAPSULATION_NDDS_BPHARMACY__SEM VII_PCI .pdf
B.Sc. DS Unit 2 Software Engineering.pptx
Environmental Education MCQ BD2EE - Share Source.pdf
Unit 4 Computer Architecture Multicore Processor.pptx
HVAC Specification 2024 according to central public works department
LIFE & LIVING TRILOGY - PART (3) REALITY & MYSTERY.pdf
medical_surgical_nursing_10th_edition_ignatavicius_TEST_BANK_pdf.pdf
LIFE & LIVING TRILOGY - PART - (2) THE PURPOSE OF LIFE.pdf
Empowerment Technology for Senior High School Guide
Module on health assessment of CHN. pptx
Education and Perspectives of Education.pptx
Ad

Operations Management Theory and Practice 3rd Edition B. Mahadevan

  • 1. Operations Management Theory and Practice 3rd Edition B. Mahadevan download pdf https://ebookultra.com/download/operations-management-theory-and- practice-3rd-edition-b-mahadevan/ Visit ebookultra.com today to download the complete set of ebook or textbook!
  • 2. Here are some recommended products for you. Click the link to download, or explore more at ebookultra.com The Theory and Practice of Change Management 3rd Edition John Hayes https://ebookultra.com/download/the-theory-and-practice-of-change- management-3rd-edition-john-hayes/ Cases in Operations Management 3rd Edition Robert Johnston https://ebookultra.com/download/cases-in-operations-management-3rd- edition-robert-johnston/ Theory into Practice An Introduction to Literary Criticism 3rd Edition Ann B. Dobie https://ebookultra.com/download/theory-into-practice-an-introduction- to-literary-criticism-3rd-edition-ann-b-dobie/ Handbook of Industrial Engineering Technology and Operations Management 3rd Edition Igi Global https://ebookultra.com/download/handbook-of-industrial-engineering- technology-and-operations-management-3rd-edition-igi-global/
  • 3. Operations and Process Management Principles and Practice for Strategic Impact 2nd Edition Nigel Slack https://ebookultra.com/download/operations-and-process-management- principles-and-practice-for-strategic-impact-2nd-edition-nigel-slack/ Shari a Theory Practice Transformations Wael B. Hallaq https://ebookultra.com/download/shari-a-theory-practice- transformations-wael-b-hallaq/ Continuous flow analysis theory and practice 1st Edition William B. Furman https://ebookultra.com/download/continuous-flow-analysis-theory-and- practice-1st-edition-william-b-furman/ Industrial Relations Theory and Practice 3rd Edition Trevor Colling https://ebookultra.com/download/industrial-relations-theory-and- practice-3rd-edition-trevor-colling/ SSL and TLS Theory and Practice 3rd Edition Rolf Oppliger https://ebookultra.com/download/ssl-and-tls-theory-and-practice-3rd- edition-rolf-oppliger/
  • 5. Operations Management Theory and Practice 3rd Edition B. Mahadevan Digital Instant Download Author(s): B. Mahadevan ISBN(s): 9789332547520, 9332547521 Edition: 3 File Details: PDF, 28.31 MB Year: 2015 Language: english
  • 7. third edition Operations Management THEORY AND PRACTICE A01_OPERATIONS_MANA_XXXX_FM.indd 1 11/14/2014 5:41:39 PM
  • 9. third edition Operations Management THEORY AND PRACTICE B. Mahadevan Indian Institute of Management Bangalore Delhi • Chennai A01_OPERATIONS_MANA_XXXX_FM.indd 3 11/14/2014 5:41:39 PM
  • 10. Copyright © 2015 Pearson India Education Services Pvt. Ltd Published by Pearson India Education Services Pvt. Ltd, CIN: U72200TN2005PTC057128, formerly known as Tutor- Vista Global Pvt. Ltd, licensee of Pearson Education in South Asia. No part of this eBook may be used or reproduced in any manner whatsoever without the publisher’s prior written consent. This eBook may or may not include all assets that were part of the print version. The publisher reserves the right to remove any material in this eBook at any time. ISBN 978-93-325-4752-0 eISBN 978-93-325-4171-9 Head Office: A-8 (A), 7th Floor, Knowledge Boulevard, Sector 62, Noida 201 309, Uttar Pradesh, India. Registered Office: Module G4, Ground Floor, Elnet Software City, TS-140, Block 2 9, Rajiv Gandhi Salai, Taramani, Chennai 600 113, Tamil Nadu, India. Fax: 080-30461003, Phone: 080-30461060 www.pearson.co.in, Email: companysecretary.india@pearson.com Operations Management_Copyright_Page.indd 1 1/30/2015 9:49:25 AM
  • 11. To my parents, Balu and Saroja, my wife Sujatha and my daughter Dhrithi A01_OPERATIONS_MANA_XXXX_FM.indd 5 11/14/2014 5:41:39 PM
  • 12. B. Mahadevan is a professor of operations management at the Indian Institute of Management Bangalore, where he has been teaching since 1992. He was also the Dean (Administration) of the institute and a member of the Governing Board of IIM Bangalore for four years. He has more than 23 years of wide-ranging experience in teaching, research, consulting and academic administration at IIM Bangalore and other reputed institutions such as IIT Delhi and XLRI, Jamshedpur. Earlier, he was the Chief Editor of IIMB Management Review, the premier Indian journal for management educators, consultants and practitioners. He was also the EADS–SMI Chair Professor for sourcing and supply management at IIM Bangalore. Professor Mahadevan received his M.Tech. and Ph.D. from the Industrial Engineering and Management Division of IIT Madras. He holds a bachelor’s degree in engineering (production engineering) from the College of Engineering, Guindy, Chennai. He was a visiting scholar at the Amos Tuck School of Business Administration, Dartmouth College, New Hampshire, during 1999– 2000. He was also a retainer consultant to Deloitte Consulting LLP, USA, in 2001–2002. He is also on the board of trustees of some NGOs providing valuable community and social services. Professor Mahadevan is a member of the editorial board of the Production and Operations Management Journal and the International Journal of Business Excellence. He served in the editorial board of Six Sigma and Competitive Advantage. Besides being on the advisory boards of several business schools and management journals in India, he has published several of his research findings in leading international journals such as California Management Review, European Journal of Operational Research, Interfaces, Production and Operations Management Journal, International Journal of Production Research, International Journal of Technology Management, Asian Journal of Operations Management, International Journal of Yoga, Vikalpa, South Asian Journal of Management and IIMB Management Review. He is a lifetime member of the Society of Operations Management and a member of the Production and Operations Management Society. Professor Mahadevan has been recognized for his excellence in teaching both at IIM Bangalore and outside. He has been consistently rated among the top five professors in IIM Bangalore’s Teaching and Executive Education Programmes. He was also conferred the ICFAI Best Teacher Award by the Association of Indian Management Schools in 2005. He was one among the 40 nominees, who were nominated globally, for the Economic Intelligence Unit’s (EIU) Business Professor of the Year Award, 2012. Apart from Operations Management: Theory and Practice, Professor Mahadevan is also the author of The New Manufacturing Architecture and has developed software that addresses issues in restructuring manufacturing systems for competitive advantage. His research interests include supply chain management issues in e-markets and e-auction. Professor Mahadevan’s other interests include researching the possibility of using ancient Indian wisdom to address contemporary concerns. He is active in inculcating these ideas among his students and the youth through various forums and public lectures. He was also a member of the Central Sanskrit Board, an advisory body to the Ministry of HRD, Department of Education on all Sanskrit policy issues in the country. About the Author A01_OPERATIONS_MANA_XXXX_FM.indd 6 11/14/2014 5:41:40 PM
  • 13. BRIEF CONTENTS Preface xix PART I Conceptualizing Sustainable Operations  2 1 Operations Management: Trends and Issues 2 2 Operations Strategy 22 3 Sustainability in Operations 46 4 Project Management 64 PART II Operations and the Value Chain  100 5 Supply Chain Management 100 6 Facilities Location 126 7 Sourcing and Supply Management 154 PART III Designing Operations  180 8 Process and Capacity Analysis 180 9 Design of Manufacturing Processes 218 10 Design of Service Systems 260 11 Product Development Process 302 12 Total Quality Management 328 13 Lean Management 358 PART IV Planning and Control of Operations  392 14 Demand Forecasting 392 15 Operations Planning 426 16 Resources Planning 474 17 Inventory Planning and Control 510 18 Operations Scheduling 542 19 Six-Sigma Quality Control 572 Subject Index 603 Company Index 609 A01_OPERATIONS_MANA_XXXX_FM.indd 7 11/14/2014 5:41:40 PM
  • 15. Preface xix PArt I CONCEPTUALIZING SUSTAINABLE OPERATIONS 2 1 Operations Management: Trends and Issues 2 IDEAS AT WORK 1.1: NARAYANA HEALTH (NH): A JOURNEY THAT BEGAN WITH WINING THE HEART OF INDIA 3 1.1 Introduction to Operations Management 4 1.2 Manufacturing and Service Sector Trends in India 5 1.3 Services as a Part of Operations Management 6 Intangibility 7 heterogeneity 7 Simultaneous Production and Consumption 8 VIDEO INSIGHTS 1.1 8 Perishability 8 IDEAS AT WORK 1.2: OPERATIONS MANAGEMENT IN SERVICE SYSTEMS 8 1.4 Operations as a Key Functional Area 10 1.5 Operations Management: A Systems Perspective 12 VIDEO INSIGHTS 1.2 13 1.6 Operations Management Functions 14 design Versus operational Control Issues 14 long-term Versus Short-term Issues 15 1.7 Challenges in Operations Management 15 Competitive Pressure due to economic reforms 16 growing Customer expectations 16 technological developments 17 environmental Issues 17 1.8 Current Priorities for Operations Management 18 IDEAS AT WORK 1.3: INDIA – AN EMERGING GLOBAL MANUFACTURING BASE 19 Summary 19 Review Questions 20 Net-Wise Exercises 20 Notes 21 Suggested Readings 21 2 Operations Strategy 22 IDEAS AT WORK 2.1: CAFÉ COFFEE DAY: A STRATEGY FOR AFFORDABLE LUXURY 23 2.1 The Relevance of Operations Strategy 24 2.2 The Strategy-Formulation Process 25 Step 1: understand the Competitive Market dynamics 26 Step 2: Identify order-qualifying and order- winning Attributes 26 Step 3: Identify Strategic options for Sustaining Competitive Advantage 27 Step 4: devise the overall Corporate Strategy 27 Step 5: Arrive at the operations Strategy 27 2.3 Measures for Operational Excellence 28 VIDEO INSIGHTS 2.1 28 IDEAS AT WORK 2.2: MEASURES FOR OPERATIONAL EXCELLENCE: THE CASE OF INDIGO AIRLINES 28 2.4 Options for Strategic Decisions in Operations 30 Product Portfolio 30 Process design 31 Supply Chain 32 technology 33 VIDEO INSIGHTS 2.2 33 Capacity 34 2.5 Break-Even Analysis 34 CoNteNtS A01_OPERATIONS_MANA_XXXX_FM.indd 9 11/14/2014 5:41:41 PM
  • 16. x Contents 2.6 The Cost versus Flexibility Trade-off in Operations Strategy 36 2.7 World-class Manufacturing Practices 36 toyota’s Journey as a World-class Manufacturer 36 Principles of World-class Manufacturing 37 Challenges in WCM 39 2.8 Emerging Context for Operations Strategy 39 globalization of the Indian economy 39 the outsourcing Wave 40 Collaborative Commerce through the Internet 40 Summary 41 Review Questions 42 Problems 42 Net-Wise Exercises 43 Case: Ginger Hotel 43 Notes 44 Suggested Readings 45 3 Sustainability in Operations 46 IDEAS AT WORK 3.1: FIRST ENERGY: A SUSTAINABLE TECHNOLOGY TO ADDRESS COOKING NEEDS 47 3.1 Sustainability: A Key Business Requirement 48 3.2 Notion of Sustainability 49 VIDEO INSIGHTS 3.1 50 3.3 Framework for Sustainable Operations Management 50 IDEAS AT WORK 3.2: REUSE THROUGH RECYCLING: A CORE ELEMENT OF CREATING SUSTAINABLE OPERATIONS 51 3.4 Reverse Logistics: A Framework 52 Networks in reverse logistics 52 decision options in reverse logistics 53 entities in reverse logistics 53 3.5 Design for Sustainability 54 IDEAS AT WORK 3.3: SUSTAINABILITY—INDIAN CULTURAL ETHOS 54 3.6 Remanufacturing 55 IDEAS AT WORK 3.4: GREEN MANUFACTURING EXCELLENCE AWARDS 57 3.7 Periodic Review Inventory Control for Remanufacturing 57 3.8 Challenges in Creating Sustainable Operations 58 lack of regulatory Framework 58 VIDEO INSIGHTS 3.2 58 Mindset Inertia 59 lack of top Management Vision 59 Inability to See the big Picture 59 Need for Substantive Investments 59 benefits are Notional, not obvious 59 Crisis Is Yet to blow over 60 Summary 61 Review Questions 61 Net-Wise Exercises 61 Notes 62 Suggested Readings 62 4 Project Management 64 IDEAS AT WORK 4.1: TERMINAL THREE AT INDIRA GANDHI INTERNATIONAL (IGI) AIRPORT, NEW DELHI 65 4.1 Characteristics of Project Organizations 66 VIDEO INSIGHTS 4.1 67 4.2 The Phases of Project Management 68 4.3 A Framework for Project Management 69 Work breakdown Structure 69 organization breakdown Structure 70 Cost breakdown Structure 71 4.4 Tools and Techniques for Project Management 72 developing a Network representation of a Project 72 IDEAS AT WORK 4.2: THE CHAINSA–GURGAON PIPELINE PROJECT 73 Analysis of Project Networks 74 4.5 Addressing Time and Resource Constraints 79 resource levelling 79 time–Cost trade-offs in Projects 82 4.6 Handling Uncertainty in Project Completion 86 Simulation of Project Networks 89 IDEAS AT WORK 4.3: CRITICAL CHAIN: APPLICATION OF THE THEORY OF CONSTRAINTS TO PROJECT MANAGEMENT 90 Summary 90 Formula Review Questions 91 Review Questions 91 A01_OPERATIONS_MANA_XXXX_FM.indd 10 11/14/2014 5:41:41 PM
  • 17. Contents xi Problems 91 Mini Projects 95 Case Study 96 Notes 98 Suggested Readings 99 PArt II OPERATIONS AND THE VALUE CHAIN 100 5 Supply Chain Management 100 IDEAS AT WORK 5.1: MOTHER DAIRY: A CASE FOR SUPPLY CHAIN MANAGEMENT? 101 5.1 What is a Supply Chain? 101 the Need for efficient Supply Chain Management 103 Information and Material Flows in the Supply Chain 104 5.2 Supply Chain Components 105 the Inbound Supply Chain 105 the In-house Supply Chain 106 the outbound Supply Chain 107 VIDEO INSIGHTS 5.1 107 IDEAS AT WORK 5.2: SUPPLY CHAIN MANAGEMENT SOLUTION FOR INDIAN OIL CORPORATION LIMITED 109 5.3 Supply Chain Management: A Process Orientation 110 5.4 Supply Chain Structure 111 5.5 The Bullwhip Effect 113 5.6 Measures of Supply Chain Performance 114 Post-process Indices 114 Process Indices 116 IDEAS AT WORK 5.3: PROJECT SHAKTI OF HUL: A UNIQUE DISTRIBUTION CHAIN FOR RURAL MARKETS 117 5.7 Design of Supply Chains 119 VIDEO INSIGHTS 5.2 119 designing efficient Supply Chains 120 designing responsive Supply Chains 120 5.8 Third-Party Logistics in Web-Based Firms 121 Summary 121 Review Questions 121 Formula Review 122 Net-Wise Exercises 122 Mini Projects 123 Notes 123 Suggested Readings 123 6 Facilities Location 126 IDEAS AT WORK 6.1: AKSHAYA PATRA: THE NATION-WIDE MID-DAY MEAL SCHEME OF ISKCON 127 6.1 Globalization of Operations 128 regulatory Issues 128 Factor Advantages 129 expanding Markets in developing Countries 129 6.2 Factors Affecting Location Decisions 131 Market-related Issues 131 IDEAS AT WORK 6.2: ARAVIND EYE HOSPITAL’S APPROACH TO LOCATION OF HEALTHCARE DELIVERY SYSTEMS 132 Cost-related Issues 133 regulatory and Policy Issues 133 other Issues 133 6.3 Location Planning Methods 133 location Factor rating 133 IDEAS AT WORK 6.3: SPECIAL ECONOMIC ZONES: A POLICY ANGLE TO LOCATION PLANNING 134 the Centre-of-gravity Method 136 the load–distance Method 138 the transportation Model 139 6.4 Other Issues in Location Planning 142 Summary 143 Formula Review Questions 144 Review Questions 144 Problems 144 Net-Wise Exercises 146 Mini Project 146 Case Study 147 Notes 153 Suggested Readings 153 7 Sourcing and Supply Management 154 IDEAS AT WORK 7.1: EID PARRY: SUPPLIER AS A STAKEHOLDER IN BUSINESS 155 7.1 The Importance of Sourcing and Supply Management 156 Quality Management Issues 156 Changing Cost Structure 156 A01_OPERATIONS_MANA_XXXX_FM.indd 11 11/14/2014 5:41:42 PM
  • 18. xii Contents Quick-response requirements 156 Creating a lean organization 156 the Importance of New-product development 157 7.2 Strategic Sourcing 158 7.3 The Procurement Process 159 7.4 Approaches to Supply Management 161 IDEAS AT WORK 7.2: ALTERNATIVE PROCUREMENT PROCESSES FOLLOWED BY ORGANIZATIONS 163 IDEAS AT WORK 7.3: TRUSTING SUPPLIERS? 164 7.5 Developing Reliable Vendors 165 Supplier development 165 VIDEO INSIGHTS 7.1 165 Supplier Certification Programmes 166 IDEAS AT WORK 7.4: THE CLUSTER APPROACH TO SUPPLIER DEVELOPMENT 166 Vendor rating 167 7.6 Measures for Sourcing and Supply Chain Management 168 basic Measures for Supplier Performance 169 Measures for long-term Partnerships 169 IDEAS AT WORK 7.5: TOTAL COST OF OWNERSHIP IN AN AUTO-COMPONENT MANUFACTURING UNIT 170 7.7 The Make-or-Buy Decision 170 Cost 171 Core versus Non-core Activities 171 Management of Capacity expansion 171 Strategic restructuring 172 7.8 E-Procurement 172 VIDEO INSIGHTS 7.2 172 Collaborative Market Mechanisms 172 Quasi-market Mechanisms 172 Neutral Market Mechanisms 173 Summary 174 Review Questions 174 Case Study 174 Notes 178 Suggested Readings 179 PArt III DESIGNING OPERATIONS 180 8 Process and Capacity Analysis 180 IDEAS AT WORK 8.1: CAPACITY EXPANSION PLANS AT INDIAN OIL CORPORATION LIMITED (IOCL) 181 8.1 Process as a Unit of Measurement in Operations 182 8.2 Process Flow-Charting 182 8.3 Planning Premises and Process Implications 183 Make to Stock (MtS) 183 Make to order (Mto) 184 Assemble to order (Ato) 184 8.4 Analysing Processes 185 8.5 Process Redesign Using Business Process Re-Engineering (BPR) 189 Value-added (VA) Activities 192 Non-value-added (NVA) Activities 192 Necessary but Non-value-added (NNVA) Activities 192 8.6 Defining Capacity 192 VIDEO INSIGHTS 8.1 194 8.7 Measures of Capacity 195 8.8 The Time Horizon in Capacity Planning 196 IDEAS AT WORK 8.2: NINE SOURCES OF WASTE 197 8.9 The Capacity Planning Framework 198 estimating the total requirement 199 estimating labour and Machine requirements 199 Computing Capacity Availability 199 Process Mapping and Capacity Analysis 202 8.10 Alternatives for Capacity Augmentation 205 Waste elimination 205 Multi-skilling of the Workforce 205 Subcontracting/outsourcing 206 8.11 Decision Tree for Capacity Planning 206 Summary 209 Formula Review Questions 209 Review Questions 209 Problems 210 Mini Project 213 Case Study 213 Notes 216 Suggested Readings 216 9 Design of Manufacturing Processes 218 IDEAS AT WORK 9.1: PROCESS DESIGN AT MILLTEC MACHINERY 219 A01_OPERATIONS_MANA_XXXX_FM.indd 12 11/14/2014 5:41:42 PM
  • 19. Contents xiii 9.1 Determinants of Process Characteristics in Operations 220 Volume 220 Variety 220 Flow 220 9.2 Types of Processes and Operations Systems 221 Continuous Flow Systems 221 VIDEO INSIGHTS 9.1 222 IDEAS AT WORK 9.2: THE POLYESTER FILAMENT YARN PLANT AT RELIANCE INDUSTRIES LIMITED 224 VIDEO INSIGHTS 9.2 225 Intermittent Flow 225 Jumbled Flow Systems 227 IDEAS AT WORK 9.3: PROCESS REDESIGN FOR IMPROVING FLOW 227 9.3 The Process–Product Matrix 229 9.4 Layout Planning 230 9.5 Types of Layouts 231 Process layout 231 Product layout 232 group technology layout 234 Fixed Position layout 234 IDEAS AT WORK 9.4: WORKPLACE ORGANIZATION AT THERMAX 235 9.6 Performance Measures for Layout Design 236 9.7 Design of Process Layouts 237 the Qualitative Approach to layout design 238 the Quantitative Approach to layout design 239 Software Packages for layout design 239 9.8 Design of Product Layouts 240 9.9 Design of Group Technology Layouts 243 9.10 One Worker–Multiple Machine Layouts 245 9.11 Technology issues in Process Design 246 Flexible Manufacturing Systems 246 Automated Material-handling Systems 248 9.12 Complexity in Operations Management 249 Summary 250 Formula Review 250 Review Questions 251 Problems 251 Net-Wise Exercises 252 Mini Project 253 Case Study 253 Notes 258 Suggested Readings 258 10 Design of Service Systems 260 IDEAS AT WORK 10.1: DESIGN OF LUXURY SERVICES 261 10.1 Design of Service Systems: Characteristic Aspects 261 10.2 Customer Contact in Service Systems 262 VIDEO INSIGHTS 10.1 264 10.3 Complexity and Divergence in Service Systems 264 10.4 Service Positioning 265 VIDEO INSIGHTS 10.2 266 IDEAS AT WORK 10.2: BLUE GINGER: THE VIETNAMESE RESTAURANT AT TAJ WEST END, BANGALORE 267 10.5 Service Blueprinting 269 10.6 Capacity Planning in Services Using Queueing Analysis 271 the basic Structure of a Queueing System 271 10.7 Other Aspects of Addressing Capacity Issues in Services 278 10.8 Service Quality 280 IDEAS AT WORK 10.3: IMPROVING SERVICE QUALITY THROUGH BETTER COMMUNICATION: THE CASE OF ARAVIND EYE HOSPITALS 282 Summary 282 Formula Review 283 Review Questions 283 Problems 284 Net-Wise Exercises 286 Mini Projects 287 Case Study 287 Notes 289 Suggested Readings 289 Supplement 10A: Simulation Modelling 291 Summary 298 Review Questions 298 A01_OPERATIONS_MANA_XXXX_FM.indd 13 11/14/2014 5:41:43 PM
  • 20. xiv Contents Problems 299 Suggested Readings 299 11 Product Development Process 302 IDEAS AT WORK 11.1: DEVELOPMENT OF AEH BY PHILIPS: A NEW APPROACH TO RD 303 11.1 India’s Role in Research and Development 304 11.2 Product Development: The Key to Competitive Advantage 304 11.3 The Product Development Process 306 Stages in the Product development Process 306 IDEAS AT WORK 11.2: CROSS-BADGING: A TOOL FOR NEW RAPID AND NEW PRODUCT INTRODUCTION 306 VIDEO INSIGHTS 11.1 307 the Stage–gate Approach: An Alternative representation of the Product development Process 309 11.4 Organization for Product Development 310 11.5 Tools For Efficient Product Development 311 understanding Customer Needs 311 IDEAS AT WORK 11.3: GETTING TOGETHER TO KNOW WHAT THE CUSTOMER WANTS 313 VIDEO INSIGHTS 11.2 313 Quality Function deployment 314 Value engineering 314 design for Manufacturability 316 tools for Mass Customization 317 IDEAS AT WORK 11.4: VARIETY REDUCTION EXERCISE: OPPORTUNITIES FOR COST CUTTING 319 11.6 Performance Measures for the Product Development Process 320 11.7 Management Accounting Tools for Product Development 321 11.8 Software Product Development 322 Summary 323 Review Questions 324 Net-Wise Exercises 324 Case Study 324 Notes 326 Suggested Readings 327 12 Total Quality Management 328 IDEAS AT WORK 12.1: POKA YOKE FOR DEFECT PREVENTION 329 12.1 The Quality Revolution 330 12.2 Quality Gurus 330 William edwards deming 330 Joseph M. Juran 331 Philip b. Crosby 331 Karou Ishikawa 331 Shigeo Shingo 332 genichi taguchi 332 12.3 Definitions of Quality 333 Conformance to Specifications 333 Fulfilling Customer Needs 333 Fitness for use 333 12.4 Total Quality Management 334 Commitment of top Management 335 IDEAS AT WORK 12.2: QUALITY POLICY IN SOME ORGANIZATIONS 335 employee Involvement 336 Addressing training requirements 337 12.5 Quality Management Tools 337 histograms 339 Pareto diagrams 339 Cause and effect (Fishbone) diagrams 339 CedAC 340 Poka Yoke 341 IDEAS AT WORK 12.3: MATRIX DIAGRAM FOR ENHANCING THE COMPETITIVENESS OF A PRODUCT 342 Quality Function deployment 343 Quality Costing 344 12.6 Quality Certifications and Awards 345 Quality Awards 345 Quality Certifications 346 IDEAS AT WORK 12.4: SRF’S TQM JOURNEY TOWARDS THE DEMING PRIZE 348 12.7 Design of Quality Assurance Systems 350 Summary 351 Review Questions 351 Problems 352 Net-Wise Exercises 353 Mini Projects 353 Case Study 354 Notes 355 Suggested Readings 356 A01_OPERATIONS_MANA_XXXX_FM.indd 14 11/14/2014 5:41:43 PM
  • 21. Contents xv 13 Lean Management 358 IDEAS AT WORK 13.1: NOTION OF WASTE IN OFFICES 359 13.1 The Origins of Lean Management 360 13.2 Why Lean Management? 360 13.3 The Philosophy of Lean Management 361 13.4 Creating a Lean Enterprise 362 13.5 Waste Elimination as the Core Logic of JIT 363 VIDEO INSIGHTS 13.1 366 13.6 Elements of JIT Manufacturing 366 Changes in the Manufacturing Architecture 366 lot-size reduction 367 Set-up time reduction through SMed 367 Kanban as a Control tool 368 IDEAS AT WORK 13.2: SET-UP TIME REDUCTION IN BRAKES INDIA 369 13.7 Production Planning and Control in JIT 370 Push and Pull Scheduling 371 the Kanban System 372 design of Kanban Quantities 374 13.8 The Continuous Improvement Process 376 IDEAS AT WORK 13.3: TOWARDS ZERO NON- VALUE-ADDED ACTIVITIES 376 VIDEO INSIGHTS 13.2 378 13.9 Tools for Continuous Improvement 378 13.10 Organization For Continuous Improvement 379 task Force for Continuous Improvement 379 Quality Circles 380 Project-based Small group Improvement Activities (SgIA) 380 Visual Control Aids for Improvement 380 13.11 Organizational Challenges in Lean Management 381 JIt Implementation Issues 381 IDEAS AT WORK 13.4: APPLICATION OF LEAN MANAGEMENT IN HEALTHCARE 382 Cultural and human Issues 383 Summary 384 Review Questions 385 Problems 385 Mini Projects 386 Case Study 387 Notes 390 Suggested Readings 390 PArt IV PLANNING AND CONTROL OF OPERATIONS 392 14 Demand Forecasting 392 IDEAS AT WORK 14.1: THE ROLE OF FORECASTING IN A PETROCHEMICAL-MANUFACTURING COMPANY 393 14.1 Forecasting as a Planning Tool 394 14.2 Why Do We Forecast? 394 14.3 Forecasting Time Horizon 395 Short-term Forecasting 395 Medium-term Forecasting 396 long-term Forecasting 396 14.4 Design of Forecasting Systems 396 14.5 Developing the Forecasting Logic 397 14.6 Sources of Data 398 Sales-force estimates 399 Point of Sales (PoS) data Systems 399 Forecasts from Supply Chain Partners 399 trade/Industry Association Journals 399 b2b Portals/Marketplaces 399 economic Surveys and Indicators 400 Subjective Knowledge 400 14.7 Extrapolative Methods Using Time Series 400 IDEAS AT WORK 14.2: A FORECASTING MODEL TO IMPROVE CREDIT CARD BUSINESS PERFORMANCE AT COMMERCE BANK 400 Moving Averages 401 the exponential Smoothening Method 402 extracting the Components of time Series 404 estimating the trend using linear regression 406 extracting the Seasonal Component 406 14.8 Causal Methods of Forecasting 408 econometric Models 410 14.9 Accuracy of Forecasts 411 IDEAS AT WORK 14.3: FACTORS AFFECTING FERTILIZER USE IN PUNJAB 411 Forecast error (Fe) 412 Mean Absolute deviation (MAd) 412 A01_OPERATIONS_MANA_XXXX_FM.indd 15 11/14/2014 5:41:44 PM
  • 22. xvi Contents Mean Absolute Percentage error (MAPe) 412 Mean Squared error (MSe) 412 tracking Signal (tS) 413 14.10 Using the Forecasting System 415 getting Started 415 Focus Forecasting 416 Incorporating external Information 416 Forecasting Systems: Stability Versus responsiveness 417 Summary 418 Formula Review 418 Review Questions 419 Problems 419 Net-Wise Exercises 423 Mini Project 423 Case Study 423 Note 424 Suggested Readings 424 15 Operations Planning 426 IDEAS AT WORK 15.1: OPERATIONS PLANNING AT AMAZON TO IMPROVE SERVICE EFFECTIVENESS 427 15.1 Planning Hierarchies in Operations 428 15.2 Aggregate Operations Planning 429 15.3 The Need for Aggregate Operations Planning 430 15.4 Alternatives for Managing Demand 432 reservation of Capacity 432 Influencing demand 432 15.5 Alternatives for Managing Supply 432 Inventory-based Alternatives 433 Capacity Adjustment Alternatives 433 15.6 Basic Strategies for Aggregate Operations Planning 435 level Strategy 435 Chase Strategy 436 Mixed Strategy 437 15.7 Aggregate Operations Planning Methods 448 heuristic Methods for AoP 448 optimal Methods for AoP 449 15.8 Operations Research Tools for Operations Planning 449 Aggregate operations Planning using the transportation Model 449 IDEAS AT WORK 15.2: USE OF SPREADSHEETS FOR AGGREGATE PRODUCTION PLANNING 450 the linear Programming Model for AoP 452 the linear decision rule (ldr) 455 15.9 Master Operations Scheduling 455 Summary 458 Review Questions 458 Problems 459 Case Study 461 Notes 463 Suggested Readings 463 Supplement 15: Linear Programming 464 Summary 472 Review Questions 472 Problems 472 Suggested Readings 473 16 Resources Planning 474 IDEAS AT WORK 16.1: ERP IMPLEMENTATION AT HPCL 475 16.1 Dependent Demand Attributes 476 16.2 Planning A Framework: The Basic Building Blocks 477 Multiple levels in Products 477 Product Structure 479 the bill of Materials (boM) 481 time Phasing the requirement 483 determining the lot Size 485 Incorporating lead-time Information 487 establishing the Planning Premises 488 16.3 MRP Logic 490 16.4 Using The MRP System 494 updating MrP Schedules 494 Safety Stock and Safety lead time 495 16.5 Capacity Requirements Planning (CRP) 497 16.6 Distribution Requirement Planning (DRP) 497 16.7 Manufacturing Resources Planning (MRP II) 499 IDEAS AT WORK 16.2: OPEN SOURCE ERP SOLUTION FOR VENKATESWARA HATCHERIES 500 16.8 Enterprise Resource Planning (ERP) 500 16.9 Resources Planning in Services 502 A01_OPERATIONS_MANA_XXXX_FM.indd 16 11/14/2014 5:41:44 PM
  • 23. Contents xvii IDEAS AT WORK 16.3: SERVICES RESOURCES PLANNING (SRP): AN ERP SOLUTION FROM RAMCO 502 Summary 503 Review Questions 503 Problems 504 Net-Wise Exercises 507 Mini Projects 507 Notes 508 Suggested Readings 508 17 Inventory Planning and Control 510 IDEAS AT WORK 17.1: INVENTORY MANAGEMENT IN A CONSUMER PRODUCTS COMPANY 511 17.1 Inventory Planning for Independent Demand Items 512 Continuous demand 512 uncertainty of demand 512 17.2 Types of Inventory 513 Seasonal Inventory 513 decoupling Inventory 513 Cyclic Inventory 514 Pipeline Inventory 514 Safety Stock 514 17.3 Inventory Costs 515 Inventory-carrying Cost 515 Cost of ordering 516 Cost of Shortages 517 17.4 Inventory Control for Deterministic Demand Items 517 Problems in the eoQ model 519 17.5 Handling Uncertainty in Demand 520 17.6 Inventory Control Systems 522 the Continuous review (Q) System 522 the Periodic review (P) System 523 Issues in the P and Q Systems of Inventory Control 524 17.7 Selective Control of Inventory 526 AbC Classification 526 other Classification Schemes for Selective Control 528 IDEAS AT WORK 17.2: THE INVENTORY CONTROL SYSTEM OF A PETROCHEMICAL MANUFACTURER 529 17.8 Inventory Planning for Single-Period Demand 529 17.9 Other Issues in Inventory Planning and Control 530 Summary 531 Formula Review 531 Review Questions 532 Problems 532 Mini Projects 535 Case Study 535 Notes 540 Suggested Readings 540 18 Operations Scheduling 542 IDEAS AT WORK 18.1: SCHEDULING THE ORDER PROCESSING OPERATION AT BLOCKBUSTER DISTRIBUTION CENTER 543 18.1 The Need for Scheduling 544 18.2 Scheduling: Alternative Terms 545 Planning-related terms 545 technological Constraints-related terms 545 Administration-related terms 546 18.3 The Loading of Machines 546 18.4 The Scheduling Context 547 IDEAS AT WORK 18.2: SCHEDULING OF PHYSICIAN IN THE EMERGENCY DEPARTMENT OF A HOSPITAL 549 Scheduling rules 550 Performance Criteria 551 18.5 Scheduling of Flow Shops 553 Johnson’s rule 554 18.6 Scheduling of Job Shops 556 18.7 Input–Output Control 558 18.8 Operational Control Issues in Mass Production Systems 558 Machine redeployment 560 Altering operator Allocations 560 Adjusting Material Feed rates 560 18.9 Operations Planning and Control Based on the Theory of Constraints 560 Measures of Performance 560 the Analogy of Marching Soldiers 561 Synchronous Manufacturing 562 Constraints in a Manufacturing System 563 the drum–buffer–rope (dbr) Methodology 564 Summary 565 Formula Review 565 Review Questions 565 Problems 566 Mini Projects 568 A01_OPERATIONS_MANA_XXXX_FM.indd 17 11/14/2014 5:41:44 PM
  • 24. xviii Contents Notes 568 Suggested Readings 569 19 Six-Sigma Quality Control 572 IDEAS AT WORK 19.1: QUALITY CONTROL AT INDIAN FOOD SPECIALTIES LIMITED 573 19.1 The Six-Sigma Approach to Quality Control 573 19.2 Defects Per Million Opportunities (DPMO) 574 19.3 Six-Sigma Methodology (DMAIC) 575 IDEAS AT WORK 19.2: DEFECT OPPORTUNITIES: THE CASE OF FIXED DEPOSITS 576 19.4 Variations in Processes 577 Common Causes 578 Assignable Causes 579 19.5 Process Control Fundamentals 579 19.6 Setting Up a Process Control System 580 Step 1: Choose the Characteristic for Process Control 580 Step 2: Choose the Measurement Method 581 Step 3: Choose an Appropriate Sampling Procedure 582 Step 4: Choose the type of Control Chart 582 Step 5: Compute the Control limits 583 Step 6: Plot the data and Analyse it 587 19.7 Process Improvements in the Long Run 590 Process Capability 591 Potential Capability 591 Actual Capability 592 19.8 Six Sigma and Process Capability 594 19.9 Acceptance Sampling 594 Single Sampling Plan 595 AQl and ltPd 595 Summary 598 Formula Review 598 Review Questions 598 Problems 599 Net-Wise Exercises 601 Mini Project 601 Notes 601 Suggested Readings 602 Subject Index 603 Company Index 609 A01_OPERATIONS_MANA_XXXX_FM.indd 18 11/14/2014 5:41:44 PM
  • 25. Objectives Operations Management: Theory and Practice is the successful culmination of evolved ideas and clarity of thought arising out of teaching the subject at the Indian Institute of Management Bangalore for nearly 22 years. This book is the outcome of continuous testing of alternative ideas, concepts and pedagogical designs with MBA students, working executives from diverse industries, and research scholars. Although there are several books available on the subject written by international authors, students find it difficult to relate to the examples used in them. The basic concept of this book is to bridge this critical gap by preserving all the salient features one usually finds in interna- tional textbooks, and at the same time, to enrich the book with contextually relevant examples. Throughout my teaching career, I have discovered that contextual references can go a long way in helping the students relate to the concepts discussed. Furthermore, such references can fuel their imagination and improve their understanding of concepts. Therefore, the examples and the Ideas at Work boxes in this book draw the students’ attention to the issues faced by Indian organizations while applying the concepts discussed in the book. They also provide insights on the variations adopted by such firms in the practical application of these concepts. Since several firms and their product–service offerings are referenced throughout this book, I have provided an index of companies at the end of the book. Throughout the book, I have made an effort to provide a pleasant experience of going through seemingly tough models and concepts in operations management. I hope the readers will enjoy reading the book, and I look forward to receiving comments and suggestions from the students and teachers using this book at bmahadevan207@gmail.com. New to the Third Edition I am thankful to the instructors and students for providing several useful suggestions for potential improvements in the second edition. These have largely influenced the work on this edition. While retaining the most appreciated features of the earlier editions—Ideas at Work boxes, solved quantitative examples, and illustrations and examples from the Indian context— I have updated the third edition to include a more current and holistic coverage of operations management. Here are the highlights of the changes in the third edition: • • Chapter reorganization: The chapters have been reorganized so that students can easily position the relevance of the topics discussed and understand the critical linkages between various topics discussed in other chapters in a better way. • • Changes in chapter titles: While incorporating the updates and changes in the chapter content, I have taken a more balanced perspective of topics by including more service sec- tor applications and examples. This has necessitated, for example, to change the title of Chapter 15 to “Operations Planning”. • • New chapter: Sustainability is increasingly becoming important for businesses. Several of the current students will be required to play a key role in managing businesses that are also Preface A01_OPERATIONS_MANA_XXXX_FM.indd 19 11/18/2014 1:10:30 PM
  • 26. Random documents with unrelated content Scribd suggests to you:
  • 27. paines to know the name of that seuen-mile broad riuer. For thirtie miles sayle we could see no inhabitants. Then we were conducted by two Salvages vp a little bayed creeke towards Onawmanaient, where al the woodes were layd with ambuscadoes to the number of three or fours thousand Salvages, so strangely paynted, grimed and disguised, shouting, yelling and crying as so many spirits from hell could not haue showed more terrible. Many brauadoes they made, but to appease their furie, our captaine prepared with as seeming a willingness as they to encounter them. But the grazing of our bullets vpon the water (many being shot on purpose they might see them) with the ecco of the woodes, so amazed them, as downe went their bowes and arrowes; and (exchanging hostages) Iames Watkins was sent six myles vp the woodes to their King's habitation. We were kindly vsed of those Salvages of whom we vnderstood they were commanded to betray us by the direction of Powhatan. After this, he was supplied with plenty of excellent provisions by the subjects of Japazaws, and furnished by that sachem himself with guides to conduct his party up some of the streams. Finally, he kindly requited this kinde king and al his kinde people. Thus auspiciously commenced a valuable acquaintance; and it is eminently worthy of observation, with what fidelity of friendship the English were repaid for the courtesy shown to this intelligent barbarian, and for the justice done to his subjects. Ever afterwards, they sustained the English cause, and supplied the English necessities, when all the rest of their countrymen were willing neither to treat nor trade upon any terms. When Argall arrived, in 1614, for example, he was sent to the riuer Patawomeake, (as Master Hamer calls it,) to trade for corne, the Salvages about vs hauing small quarter, but friends and foes as they found aduantage and opportunitie. Then, Argall hauing entred into a great acquaintance with Japazaws, an old friend of Captaine Smith's, and so to all our nation, ever since hee discouered the countrie, the negotiation ensued which resulted, as we have heretofore shown, in getting possession of the person of Pocahontas, and thereby ultimately effecting a general peace. The warmth of the Sachem's gratitude perhaps caused him to lay too little stress on the hospitality due to a princess and a guest—if guest she was—but the struggle which attended the bargain, and the sorrow which
  • 28. followed it, both show that Japazaws was not without principle or feeling. The argument which probably turned the balance in his mind, respected the prospect of a treaty to be brought about by means of Pocahontas, in which she and Powhatan had much more interest than himself. The bright copper kettle was a subordinate consideration, though not a slight one. We have seen, that the Powhatan Sachems were willing to barter almost their birthright for a pound or two of blue beads. At all events, Japazaws must have credit for the delicate arrangement by which the princess was first notified of her forlorn condition. Iapazaws treading aft on the Captaine's foot, to remember he had done his part, the captaine, when he saw his time, persuaded Pocahontas to the gun-roome, faining to have some conference with Iapazaws, which was only that shee should not percieue hee was any way guiltie of her captiuitie. In 1619, Iapazous—so called by master John Rolfe—came to Jamestown, for the first time, to desire that two ships might be sent to trade in his river, corn being more abundant than for a long time before. Parties were sent, accordingly; but, for some reasons, not explained, they met with indifferent success in the commerce, and so concluded to take eight hundred bushels of corn by force. That Japazaws was not much in fault, would appear from the circumstance that he had no part in the great conspiracy of 1622; immediately after which we find, that Captain Croshaw went up the Potomac, where he intended to stay and trade for himself by reason of the long acquaintance he had with this King, that, so earnestly entreated him now to be his friend, his countenancer, his captaine and director against the Pazaticans, the Nacotchtanks and Moyaons, his mortall enemies. [FN] [FN] Smith's History, Vol. II. Croshaw gladly availed himself of this invitation, first for the sake of conducting his commerce to advantage, and secondly, for the purpose of keeping the king as an opposite to Opechancanough. It was soon afterwards, that the chieftain last named sent his messengers to Japazaws, with presents of beads, and proposals of alliance against the English—both which were rejected. Then we are told, that Captaine Hamer arriuing with a ship and a pinnace at Patawomeke, was kindly entertained both by him [Croshaw] and the king. The two were living snugly together at this time;
  • 29. using common efforts for supplying the colony—or at least the captain—on the one hand, and for suppressing the king's enemies, as named above, on the other. Their union was at length interrupted by the machinations of an exile Sachem, who had taken refuge at Potomac from the discontent of his own subjects. Angry with Japazaws for not assisting him in the recovery of his dominion, he forged an artful story about Japazaws and his tribe having recently leagued with Opechancanough. That story he told to one Isaac Madison, who had just been sent to Potomac by Governor Wyatt, with a reenforcement of thirty men, and a commission expressly charging him to assist the Patowomekes against their enemies, and to protect them and their corn to his utmost power. To give his falsehood the air of probability, this savage Iago cunningly commented upon certain circumstances which had recently occurred. Madison was at length so much alarmed, that sending for Japazaws to his own strong-house (which Japazaws himself had assisted him in fortifying,) he locked in the Sachem, his son, and their four attendants, set over them a guard of soldiers, and then made a violent and bloody assault upon the neighboring village of the Indians. The king remonstrated, but in vain. He denied all the charges brought against him, to no purpose. Madison then led him and the other five prisoners to his ship, promising to set them at liberty as soon as his men were safely aboard. The king meanwhile prevented his subjects from annoying the English on the way. But, contrary to all good faith, the captives were carried to Jamestown, and detained there till the following October, when they were taken home by Captain Hamer and ransomed with a quantity of corn. Madison was prosecuted afterwards for his infamous conduct, but never punished. The Patowomekes must of course have been estranged by it from the English interest, though there is no evidence of their ever opposing them in arms. Japazaws kept himself aloof; and is no more mentioned in history. The death of Opechancanough was a signal for the dissolution of the famous confederacy which it had required the whole genius of that chieftain and his predecessor to form and maintain. The tribes relapsed into their former state of separate government; and no formidable leader ever again roused them to union. The nominal successor of Opechancanough was Totopotomoi, whom we do not find even mentioned until after a lapse of
  • 30. ten years from his accession. The ancient records of Virginia show, that in 1651, an Act of Assembly was passed assigning and securing to Totopotomoi such lands on York river as he should choose; and commissioners were appointed to conduct him and his attendants in safety to Jamestown, and from that place home again, after the adjustment of the treaty. The termination of his reign and life was as follows. Five years subsequent to the date last mentioned, and after an interval of profound peace with the Indians which had continued for fifteen years, information was suddenly received at Jamestown, that a body of inland or mountain savages, called Rechahecrians, to the number of six or seven hundred, had seated themselves near the falls of James river, with the apparent intention of forming a regular settlement. The motives of this singular movement have never been explained. It is only known, that it gave no little alarm to the colonists; and that active preparations were made for driving the new enemy back to their own territories. A campaign ensued, and a battle was fought; and in this battle fell the king of the Powhatans, gallantly fighting in aid of the English, at the head of one hundred warriors. Victory declared for the Rechahecrians, but a peace was soon after negotiated with them on terms satisfactory to both parties. Totopotomoi has at least his name immortalized by the author of Hudibras, who introduced him (to make out a rhyme,) in his noted allusion to a certain scandal upon the New England colonists. A precious brother having slain. In time of peace, an Indian, . . . The mighty Tottipotimoy Sent to our elders an envoy, Complaining sorely of the breach Of league, held forth by brother Patch. . . . For which he craved the saints to render Into his hands, or hang, the offender. But they, maturely having weighed, They had no more but him of the trade— A man that served them in a double
  • 31. Capacity, to preach and cobble— Resolved to spare him; yet to do The Indian Hogan Mogan too Impartial Justice, in his stead did Hang an old weaver that was bed-rid. We may certainly be amused with the wit of the satirist in this case, without insisting upon a strict proof of his statements. Such is the meagre biography of the last of the Virginian chieftains. We shall close this chapter with some particulars respecting two or three of the principal Indians known, at an earlier date, to the first colonists of Carolina. One of these was Wingina, the king of a considerable tract of territory called Wingandacoa, bordering upon Albemarle Sound. Another was Granganimo, the brother of Wingina. Not much information is extant concerning either of these persons; but the little which is known derives an additional interest both from the style of the ancient writers of that period, and from the circumstance that the foreign settlements which led to this partial acquaintance were among the very first upon the continent. On the 27th of April, 1584, Philip Amidas and Arthur Barlow sailed from the west of England, as commanders of two barks, fitted out by Sir Walter Raleigh, for the purpose of exploring a vast tract of country granted to him by a patent from Queen Elizabeth, of the March previous. Taking the usual route by way of the Canaries and West Indies, they approached the coast of the Southern States, (now so called,) on the second of July, (enjoying for a day or two a most delicate sweete smell from the shore.) After sailing one hundred and twenty miles north, they entered the first harbor they met with, returned thanks to God for their safe arrival, went to view the neighboring land, and then took possession of it, formally, for the Queene's most excellent majestie. Which done, writes our ancient chronicler, they found their first landing-place sandy and low, but so full of grapes that the very surge of the sea sometimes overflowed them; of which they found such plenty in all places, on the sand, the greene soyle and hils, as in the plaines, as well on euery little shrub as also climbing towardes the tops of high cedars, that they did thinke in the world were not the like abundance.
  • 32. {FN} See the Collections of Hackluyt. {Transcriber's Note: This citation is not referenced in the text, but appears on the same page as the preceding paragraph.} This beautiful spot was the island of Wococon, supposed to be the same now called Ocracock. The newly arrived adventurers wandered over every part of it with mingled feelings of amazement and delight. Goodly woods covered the green bosom of its quiet valleys. There, we are told, were the highest and reddest cedars of the world, bettering them of Azores or Libanus. There, were Pynes, Cypres, Saxefras, the Lentisk that beareth mastick, and many other of excellent smelle and qualitie. Then there were deere and conies, and fowl in such incredible abundance, that the discharge of a musket would raise a flock of them from under the very feet of the travelers, with a noise, 'as if an army of men had shouted altogether.' On the third day, three of the natives appeared in a canoe, one of whom went fearlessly aboard an English bark. The crew could hold no conversation with him; but they gave him a shirt, a hat, wine and meat. These he liked exceedingly; and so having satisfied his curiosity with gazing, he paddled off to the distance of half a mile. He there loaded his boat with fish in a short time, then landed on a point near by, divided his booty into two heaps—pointing one heap to the ship, and the other to the pinnace—and then departed. This pacific interview was followed with happy consequences. The next day Granganimo appeared, with forty or fifty of his people. He came to the point with his train, and seated himself upon a mat. A party of the English went ashore, well armed; but instead of showing any indications of suspicion or fear, he made signs to them to be seated at his side—stroking their heads and breasts, as also his own, no doubt in testimony of his good will. He then made a long speech to his new visitants —probably of welcome—and they presented divers gewgaws to him in return, which he politely accepted. He was so much regarded by his attendants, that none of them would sit or even speak in his presence, with the exception of four. To them the English gave other presents; but they were immediately put into Granganimo's hands, who signaled, with an air of dignity, that every thing of this nature must be at his own disposal.
  • 33. At the next interview, the English entertained him with a display of many commodities calculated to dazzle and surprise him. But none of them struck his fancy like a large bright pewter dish or plate, and a copper kettle, for the former of which he gave twenty deer-skins, [FN-1] and for the latter fifty. He made a hole in the plate, and hung it about his neck for a breastplate. Much other truck passed between the parties, in such good humor and good faith, that in the course of a day or two a meeting took place on board one of the vessels, and, the Sachem ate, drank and made merry with the English, like one of their own number. Not long afterwards, he brought his wife and children, who are described as slender, but well- favored and very modest. The wife wore, as her husband did, a band of white coral on her forehead, and in her ears bracelets of pearl, [FN-2] hanging down to her middle, of the size of large peas. Her female followers had pendants of copper; and the noblemen—as those who seemed to be leading characters among the males are entitled—had five or six in each ear. All were dressed alike in skins. The women wore their hair long on both sides of the head; the men, only on one. [FN-1] Then valued at a crown each. The anecdote reminds one of Japazaws. [FN-2] So called by the early writers on various occasions. Probably they were shells, or rock-crystal, or something of that kind. The next step in the acquaintance, and a very natural one, was that great numbers of people began to come in from various parts of the neighboring coast, bringing skins, coral and different kinds of dyes for sale; none of which, however, any of them but the noblemen (them that wore red copper on their heads, as he did,) would undertake to barter in presence of Granganimo himself. The character of the Sachem showed itself more and more to advantage at every interview. With a very considerate and civil regard for the comfort of the English, he never paid them a visit without previously signifying the number of boats he should bring with him, by fires kindled upon the shore; so that his strength might be exactly estimated. He invariably kept, with perfect punctuality, every promise which he made in the course of traffic, as he also regularly sent to the vessels, daily, a gratuitous fresh supply of provisions—generally a brace of bucks, conies, rabbits, and fish; and sometimes melons, walnuts, cucumbers, pears and
  • 34. other roots and fruits. Finally, he invited the English to visit him at his own residence, on the north end of an island called Roanoke, distant about twenty miles from the harbor first made by the colonists. The invitation was promptly accepted by a party of eight of the English. They found Granganimo's village to consist of nine houses, built of cedar, and fortified with sharp palisades, and the entrance like a turnpik. The Sachem himself was absent when they arrived; but his wife came out eagerly to meet them. Some of her people she commanded to draw their boat ashore, that it might not suffer from the sea's dashing; others to carry the English on their backs through the surf, and put away their oars under cover. Meanwhile she conducted her guests into a house containing five apartments. As they were wet with rain, she had a large fire kindled in an inner apartment, washed their feet and their clothes, and then served up a bountiful dinner in another room. She set on the bord standing along the house somewhat like frumentie, sodden venison and rosted fish; and in like manner mellons raw, boyled rootes, and fruites of diuers kindes. She manifested the utmost anxiety for the comfort of her guests. While they were eating, two or three Indians happened to enter, with bows and arrows, upon which the English started up and laid hold of their arms. She perceived their distrust, but instead of being offended, caused the weapons of the intruders to be snapped asunder, and themselves to be beaten. Still the company did not feel perfectly at home, and towards evening they retired to their boat. This grieved her not a little; but she sent them a supper. When she saw them jealously pushing off some rods from the shore for a safe anchorage, she sent them mats to shelter them from the rain, and directed a guard of her people to watch during the night upon the shore. On the whole, it has been justly observed, that there is scarcely in all history a picture of unaffected and generous hospitality more striking than this. Wingina, meanwhile, lay at his chief town, ill of wounds he had recently received in battle; and the English saw nothing of him. Nor was any thing more seen of Granganimo, until April of the next year, when Sir Richard Grenville brought out a colony of one hundred and eight persons, whom he left on the Carolinian shore at Hatteras. Granganimo then came on
  • 35. board his ship in his usually friendly and fearless manner. But it was his last visit. He died during the year 1585. This event produced a great alteration of affairs in the colony. They were settled on Roanoke, an island at the mouth of Albemarle Sound, and that situation made it quite convenient for them to visit the coast and the country in various directions, which they were instructed to do. They explored, therefore, in the course of their expeditions, as far south as beyond Pamlico river; and as far north as the territory of the Chesapeake, on the bay of their own name. They also went up Albemarle Sound and Chowan river, one hundred and thirty miles, to a nation of Indians called Chowanocks, living above the junction of the Nottaway and the Meherrin. We mention these particulars for the sake of introducing Menatenon, the king of the tribe last named. His province is described as the largest on the whole length of the river; and the town of Chowanock, it is said, could bring seven hundred bowmen into the field. Menatenon was lame—owing probably to a wound in battle—but writes an old chronicler he had more understanding than all the rest. He amused the colonists, and especially their governor, Mr. Lane, with a story about a copper mine and a pearl fishery, somewhere along the coast. He also gave a strange account of the head of the river Moratuc, (now called the Roanoke,) where lived a king (he affirmed,) whose country bordered on the sea, and who took such an abundance of pearls from it, that not only his skins and his noblemen's, but his beds and his houses were garnished with that ornament. Mr. Lane expressed a wish to see a specimen of them; but Menatenon readily replied, that the king of that rich country reserved them expressly for trading with white men. [FN] [FN] This King was at Chowanock two yeares agoe to trade with blacke pearle, his worst sort whereof I had a rope, but they were naught; but that king he, [Menatenon] sayth hath store of white, and had traffcke with white men, for whom he reserved them. The source of the Moratuc was described as springing out of a vast rock, standing so near the sea, that in storms the surges beat over it. As for the copper, that he said was generally collected in great bowls, covered with
  • 36. skin, at a place particularly described, and yielded two parts of metal for three of ore. There might be a shadow of foundation for some of these relations; but the chief object of Menatenon—who was a captive among the colonists at the time of his making them—must have been to render himself an important man in their eyes, and perhaps to lead them into some hazardous enterprise. Hearing them talk much about mines and pearls, and the South Sea—which were all hobbies with the credulous adventurers of that period—he adapted his discourse accordingly, and his eager hearers were simple enough to believe every thing he asserted. [FN] [FN] The Mangoaks haue such plentie of it, they beautifie their houses with great plates thereof; this the salvages report; and young Shiko, the King Chawonocks sonne my prisoner, that had been prisoner among the Mangoaks, c. . . . Menatenon also confirmed all this, and promised me guides to this mettall country, c. They even undertook the proposed expedition in search of the copper mine and the South Sea; and had actually advanced nearly two hundred miles up the country, before famine and fatigue, and the hostility of innumerable savages compelled them to turn about. It seems that Wingina had heard of this expedition—perhaps from Menatenon—and like that cunning though crippled Sachem, he did all in his power to make it both specious in prospect and fatal in result. After having said every thing to excite the curiosity and avarice of the colonists, till he saw them determined to go, he sent word to the different powerful tribes living on their proposed route, that the English were coming against them; and that the sooner they suppressed this new enemy, the better. Hence it was, that the party several times came very near being cut off by the savages; and hence, instead of being plentifully supplied with choice provisions, as expected, they were glad to live several days upon two dogs boiled down with saxefras leaves. Fortunately for the colony, several circumstances concurred in the period of distress which succeeded this enterprise, to prevent Wingina from making open war upon them. One was the influence of his father, Ensenore, the best friend, next to Granganimo, whom the English had ever found among the natives. But the safe return of the expedition made a
  • 37. stronger impression upon the mind of Wingina. Rumors had been circulated that the party were all starved or slain; and then he had begun to blaspheme our God that would suffer it, and not defend vs, so that old Ensenore had no more credit for vs; for he began by al the deuises he could to inuade vs. [FN] But the return of the expedition after having defeated all enemies—asswaged a little his deuises, and brought Ensenore in respect againe, that our God was good, and wee their friends, and our foes should perish, c. [FN] See the journal of Governor Lane, as preserved in the old collections. The last observation suggests another circumstance which went to restrain the enmity of the chieftain. This was a mortal epidemic, of unknown character, which prevailed exclusively among the Indians, and carried off great numbers. The colonists had the art to make these simple beings regard it as a punishment for the hostility hitherto manifested towards the English. Wingina himself, who lived in the immediate vicinity of the colony, was exceedingly overcome by his superstition. Twice he was very sick, and came near dying. He then dismissed the priests who usually attended him, and sent for some of the English to pray for him, and to be— as Master Heriot expresses it, in his Observations upon this voyage—a meenes to our God that hee might liue with him after death. He supposed that he had offended the Deity of the English by his blasphemy. They were themselves in great repute, of course. This marueilous accident in all the country wrought so strange opinion of vs that they could not tell, whether to thinke vs Gods or men. Of the two, they considered the former most probable, for the whites having no women among them, the inference in their minds was, that instead of being born of women, they were men of an old generation many years past, and risen again from immortality. [FN] All which, we are told, so changed the heart of Pemissapan (—a name assumed by Wingina since the death of Granganimo—) that, at Ensenore's suggestion, when the English were reduced to extremities for want of food, he sent in his subjects to make fish-weirs for them, and to plant the fields they had hitherto thought of abandoning. [FN] Heriot.
  • 38. But in April, 1586, Ensenore died; and as Wingina had now completely recovered his health, and most of the enemies which the colony had among the tribes took this opportunity of renewing their machinations, he relapsed into his former hostility. Arrangements were made for collecting seven, or eight hundred Indians, under pretence of solemnizing the funeral of Ensenore. Half of them were to lie in ambush for those of the colonists who daily straggled along the coast in pursuit of crabs, fish and other provisions. The other detachment was to assault the settlement of Roanoke, at a signal by fire in the night. Even the particular houses were allotted to be burned by particular persons or parties. Twenty were charged to beset the dwelling of Governor Lane, and fire the reeds which covered it; this would bring him out, naked and unarmed, and then they could despatch him without danger. The same order was made for Mr. Heriot's, and various other habitations, which were to be fired at the same instant. In the meantime, as it was of great consequence to reduce the strength of the colony by dispersing it, Wingina provided for breaking up the weirs, and strictly prohibited all trade in provisions. He kept himself aloof also with a similar view. The plan was well concerted, and not without success. The Governor was soon obliged to send off twenty of the colonists to a part of the coast called Croatan, merely that they might collect the means of their own sustenance. Ten more were sent to Hatteras for the same purpose; and other small companies scattered themselves about on the seacoast, to gather oysters and roots. But the ingenuity of the civilized party, driven to desperation, finally prevailed against the chieftain's naked shrewdness. The Governor sent him word he was going to Croatan, to meet an English squadron which had touched there with supplies, covering the object of this fabrication by also requesting the services of a few Indians to fish and hunt for the colony. Desirous of gaining time, Wingina promptly replied, that he would himself visit Mr. Lane in eight days. No doubt he expected to complete his conspiracy in this interval. But the Governor was not so to be deceived. He resolved, on the contrary, to pay the Sachem a visit the next day after receiving his answer. Previous to that, however, he proposed to surprise the Indians at Wingina's old settlement on the island (Roanoke) and to take their canoes from them. But they, too, were on the alert, so entirely had Wingina prepared them for
  • 39. emergencies. For when I sent to take the canows, says Mr. Lane in his Journal, they met one going from the shore, overthrew her, and cut off two Salvages' heads; wherevpon the cry arose, being by their spies perceived; for they kept as good watch ouer vs as we ouer them. A skirmish ensued, and the Indians fled into the woods. The next morning, the Governor crossed over to a place on the main called Dassamonpeak, and sent Wingina word he was going to Croatan, and having certain complaints to make to him respecting his subjects, would be happy to call upon him by the way. On the faith of this proposal, the chieftain, with several of his principal men, met the Governor's party on their route. But no conversation took place. The Governor gave an appointed watchword to his men on approaching, and they fired upon the Indians. Wingina was shot through with a pistol-bullet, and fell. Recovering his feet immediately, he fled, and was near escaping his pursuers, when an Irish boy shot him a second time. He was soon overtaken, and then beheaded on the spot. We do not feel disposed to dismiss these biographies of the Carolinian Sachems, short and slight as they are, without offering such comment as they most obviously suggest. It appears singular, at first sight, that so striking a difference of feeling towards the English should be manifested by the two brothers. Perhaps there was fault on both sides. Master Heriot admits, that some of the colony, towards the latter end showed themselves too furious, in slaying some of the people in some Townes, vpon causes that on our part might haue been borne with more mildnesse. We have seen with how little ceremony the Governor proceeded to take summary measures. He was driven to extremities, indeed, but that in itself was no fault of the Indians—they were not under obligation to supply him, though it appears that they sometimes did, gratuitously. Perhaps a remark should be made respecting a provocation which occurred when the colony was first left by Grenville. The English went about ranging the coast from tribe to tribe, and from town to town—which very circumstance, besides being probably accompanied by other trespasses, and at all events wholly unlicensed by the natives, could hardly be looked upon as either friendly or just. Then, at Aquascosack the Indians stole a silver cup, wherefore we burnt the towne, and spoiled their corne, and so returned to our fleet at Tocokon. [FN] This was certainly no way to
  • 40. make friends, and those who are familiar with the Carolinian history subsequent to Wingina's death, will remember that the injury was by no means forgotten. Finally, setting aside the attempt to justify either party, it will be noticed, by such as may take the pains to look into the annals of this period, that the greater part of the information which the Governor received of the Sachem's motives and movements came through the medium of that shrewd cripple, Menatenon, and his son Shiko. Whatever the facts might be, then, the evidence was clearly inadequate if not wholly inadmissible. [FN] Relation of Lane.
  • 41. CHAPTER VI. [FN] [FN] Not to subject ourselves to the charge of plagiarism, it may be proper to remark here, that several passages in the following notices of the Pokanoket Sachems have been taken almost unaltered from an article on Indian Biography, published heretofore in the North American Review, and written by the author of this work. The same is true of a part of the subsequent notice of Tecumseh and his brother. Synopsis of the New England Indians at the date of the Plymouth Settlement—The Pokanoket confederacy—The Wampanoag tribe—Their first head-Sachem, known to the English—Massasoit—The first interview between him and the whites—His visit to Plymouth, in 1621—Treaty of peace and friendship—Embassy sent to him at Sowams, by the English—Anecdotes respecting it—He is suspected of treachery or hostility, in 1622—His sickness in 1623—A second deputation visits him— Ceremonies and results of the visit—His intercourse with other tribes—Conveyances of land to the English—His death and character—Anecdotes. The clearest, if not the completest classification of the New England Indians, at the date of the settlement of Plymouth, includes five principal confederacies, each occupying their own territory, and governed by their own chiefs. The Pequots inhabited the eastern part of Connecticut. East of them were the Narraghansetts, within whose limits Rhode Island, and various smaller islands in the vicinity, were comprised. The Pawtucket tribes were situated chiefly in the southern section of New Hampshire, the Massachusetts tribes around the bay of their own name; and between these upon the north and the Narraghansetts upon the south, the Pokanokets claimed a tract of what is now Bristol county, (Rhode Island) bounded laterally by Taunton and Pawtucket rivers for some distance, together with large parts of Plymouth and Barnstable. This confederacy exercised some dominion over the Indians of Nantucket and Martha's Vineyard, and over several of the nearest
  • 42. Massachusetts and Nipmuck tribes;—the latter name designating an interior territory, now mostly within the boundaries of Worcester county. Of the Pokanokets, there were nine separate cantons or tribes, each governed by its own petty sagamore or squaw, but subject to one grand-sachem, who was also the particular chief of the Wampanoag canton, living about Montaup. [FN] [FN] This celebrated eminence (frequently called, by corruption of the Indian name, Mount-Hope) is a mile or two east of the village of Bristol. It is very steep on all sides, and terminates in a large rock, having the appearance to a distant spectator, of an immense dome. The first knowledge we have of the Wampanoags, and of the individuals who ruled over them and the other Pokanokets, is furnished in the collections of Purchas, on the authority of a Captain Dermer, the Master Thomas Dirmire spoken of by John Smith in his New England Trialls, as an vnderstanding and industrious gentleman, who was also with him amongst the Frenchmen. Dermer was sent out from England in 1619, by Sir F. Gorges, on account of the President and Council of New England, in a ship of two hundred tons. He had a Pokanoket Indian with him, named Squanto, one of about twenty who had been kidnapped on the coast by Captain Hunt, in 1614, and sold as slaves at Malaga for twenty pounds a man. [FN] Squanto and a few others of the captives were either rescued or redeemed, by the benevolent interposition of some of the monks upon that island. When I arrived, says Dermer in his letter to Purchas, at my savage's native country, finding all dead, I traveled along a day's journey to a place called Nummastaquyt, where, finding inhabitants, I despatched a messenger a day's journey further west, to Pacanokit, which bordereth on the sea; whence came to see me two kings, attended with a guard of fifty armed men, who being well satisfied with that my savage and I discoursed unto them, (being desirous of novelty) gave me content in whatsoever I demanded. Here I redeemed a Frenchman, and afterwards another at Masstachusitt, who three years since escaped shipwreck at the northeast of Cape Cod. One of these two kings—as the sachems were frequently entitled by the early writers,—must have been Massasoit, so well known afterwards to the Plymouth settlers; and probably the second was his brother Quadepinah. The native country of Squanto was the vicinity of
  • 43. Plymouth, where the Indians are understood to have been kidnapped. Thousands of them, there, as well as elsewhere along the whole coast of New England, had been swept off by a terrible pestilence. [FN] It is gratifying to learn from Smith that Hunt was punished, though not according to the baseness of his infamous crime. He betraied foure and twentie of these poore Saluages aboord his ship, and most dishonestly and inhumanely for their kinde usage of me and all our men, carried them with him to Maligo, and there for a little priuate gaine sold those silly Saluages for Rials of eight; but this vilde act kept him ever after from any more imploiement to these parts.—Generale Historie of New England, published in 1632. The first appearance of Massasoit, [FN] after the settlement of Plymouth, was upon the 22d of March, 1621, a week previous to which some information concerning him had been gathered from an Indian named Samoset, who entered the village with great boldness, and greeted the inhabitants with a welcome. On the second occasion, he came in with four others,—having engaged to introduce some of the Wampanoags, to traffic in furs,—among whom was Squanto, at that time probably the sole remaining native of Plymouth. This party brought a few fish and skins to sell, and informed the English that the great sachem, with his brother and his whole force, were near at hand. Massasoit soon appeared upon the neighboring hill, with sixty men. As they seemed unwilling to approach nearer, Squanto was despatched to ascertain their designs; and they gave him to understand, that they wished someone should be sent to hold a parley. [FN] We have given the most simple orthography of this word. It is frequently written Massasoyt, Massasoiet, Massasowat, c. Mr. Belknap says, (American Biography,) that contemporary pronunciation made it a word of four syllables, with the accent on the second,—Mas-sass-o-it. The sachem subsequently assumed another name, which has undergone still more various modifications,—Oosamequin, Woosamequin, and Ausamequin, are some of them. Edward Winslow was appointed to this office, and he immediately carried presents to the sachem, which were willingly accepted. He addressed him also in a speech of some length, which the Indians listened to
  • 44. with the decorous gravity characteristic of the race, ill-explained as it was by the interpreter. The purport of the speech was, that King James saluted the sachem, his brother, with the words of peace and love; that he accepted him as his friend and ally; and that the Governor desired to see him, and to trade and treat with him upon friendly terms. Massasoit appears to have made no special reply to this harangue, for the sufficient reason, probably, that he did not precisely comprehend the drift of it. He paid more attention to the sword and armor of Winslow while he spoke; and when he had ceased speaking, signaled his disposition to commence the proposed trade forthwith by buying them. They were not, however, for sale; and so, leaving Winslow in the custody of his brother, he crossed a brook between him and the English, taking with him twenty of the Wampanoags, who were directed to leave their bows and arrows behind them. Beyond the brook he was met by Captain Standish and another gentleman, with an escort of six armed men, who exchanged salutations with him, and attended him to one of the best houses in the village. [FN] Here, a green rug was spread upon the floor, and three or four cushions piled on it for his accommodation. The Governor then entered the house, followed by several soldiers, and preceded by a flourish of a drum and trumpet,—a measure probably recommended by Standish, and which answered the purpose of delighting and astounding the Wampanoags, even beyond expectation. It was a deference paid to their sovereign, which pleased as well as surprised them. The sachem and the Governor now kissed each other, and after the interchange of certain other civilities, sat down together, and regaled themselves with what Neal calls an entertainment. It consisted, it seems, chiefly of strong waters, a thing the savages love very well; and the sachem took such a large draught of it at once, as made him sweat all the while he staid. A treaty was concluded upon this occasion, the terms of which were as follows. [FN] A stone arch has in modern times been thrown over this brook, to point out the precise spot of the meeting. The hill where the chieftain first appeared was by the settlers of his time called Strawberry-Hill. 1. That neither he, nor any of his (Massasoit's) should injure or do hurt to any of their people.
  • 45. 2. That if any of his did any hurt to any of theirs, he should send the offender, that they might punish him. 3. That if any thing were taken away from any of theirs, he should cause it to be restored, and they should do the like to his. 4. That if any did unjustly war against him, they would aid him; and if any did war against them, he should aid them. 5. That he should send to his neighbor confederates, to inform them of this, that they might not wrong them, but might be likewise comprised in these conditions of peace. 6. That when his came to them upon any occasion they should leave their arms behind them. 7. That so doing, their Sovereign Lord King James, would esteem him as his friend and ally. All which, says Morton,—and some other annalists agree with him, —he liked very well, and withal, at the same time, acknowledged himself content to become the subject of our Sovereign Lord the King aforesaid, his heirs and successors; and gave unto him all the lands adjacent, to him and his heirs forever. This acknowledgment of the sovereignty of the King, if it really made a part of the agreement, certainly deserved a place as a distinct article; being by far more important than all the others. The grant of land,— and this grant constituted the entire title of the Plymouth settlers, as against the natives,—is confirmed by subsequent transactions, and especially by the acts of Massasoit. But his submission to the authority of King James, as a subject to a sovereign, is more doubtful; nor does it by any means accord with the seventh express article. That the treaty itself also was not preserved precisely as it was probably understood, may be inferred from the variations of it given by Mourt in his Relation. According to his sixth article, for example, a just reciprocity is maintained, by providing that the English should leave their pieces behind them in their interviews with the Indians. This distinction between alliance and subjection,—at least in the mind of one of the parties,—seems to have been too much overlooked.
  • 46. Such, however, was the first treaty made with the Indians of New England,—a passage in its history of great interest. It was made upon peaceable and honorable terms. The Indians came in voluntarily to make it; and though they received as a consideration for the immense territory granted at the time, only a pair of knives, and a copper chain with a jewel in it for the grand sachem; and a knife, a jewel to hang in his ear, a pot of strong water, a good quantity of biscuit, and some butter for Quadepinah, [FN]—yet were all parties satisfied with the substance as they were gratified by the ceremonies of the agreement. It is pleasing to learn from history, that this simple negotiation was remembered and adhered to on both sides for the unparalleled term of half a century; nor was Massasoit, or any of the Wampanoags during his lifetime, convicted by the harshest revilers of his race, of having violated, or attempted to violate, any of its plain, just, and deliberate provisions. [FN] So minutely is the transaction described in The Journal of a Plantation at Plymouth, preserved by Purchas, and re-published among the Historical Collections of Massachusetts. There is reason to think that Winslow was the author. The two parties seem to have regarded each other on this occasion with a curiosity of equal interest and minuteness; for while the sachem was inspecting the armor of Winslow, and his Wampanoags exerting themselves to blow the trumpet in imitation of their hosts, [FN] the English by- standers, on the other hand, were making their own observations. The writer of the Journal of a Plantation settled at Plymouth, describes Massasoit as a very lusty man, in his best years, an able body, grave of countenance, and spare of speech. In his attire, he is said to have differed little from the rest of his followers, excepting that he wore a large chain of white bone-beads about his neck, which was, probably, one of the royal insignia; and that he had suspended from it behind, a little bag of tobacco, which he drank, says the writer, and gave us to drink. His appearance otherwise does not seem to have been particularly elegant; his face being painted of a sad red, like murrey, and both head and face so oiled that he looked greasily. His only weapon was a long knife, swinging at his bosom by a string. His attendants were probably arrayed for this great occasion with peculiar attention to etiquette; some of them being painted black, others red, yellow, or white; some wearing crosses and other antick works; and several of them
  • 47. dressed in furs or skins of various descriptions. Being tall, strong men also, and the first natives whom most of the Colonists had ever seen near at hand, they must have made to them a somewhat imposing, as well as interesting spectacle. [FN] He marvelled much at our trumpet, and some of his men would sound it as well as we could.—Journal. Leaving a few of their number among the whites, as hostages, the Wampanoags retired to the woods about half a mile distant and spent the night; and Winslow acted as their hostage. The English were not yet prepared, it would seem, to put faith in the professions of savages; for they kept strict watch all night, besides retaining the security just named. Their guests, on the contrary, enjoyed themselves quietly in the woods; and there were some of their wives and children with them, who must have come upon this courteous visit from a distance of forty miles. The sachem sent several of his people the next morning, to signify his wish that some of his new friends would honor him with their presence. Standish and one Alderton [FN-1] went venturously among them, and were cordially, if not royally welcomed with an entertainment of tobacco and ground-nuts. We cannot yet conceive, continues our still unsatisfied informant, but that he is willing to have peace with us; for they have seen our people sometimes alone two or three in the woods at work and fowling, when they offered them no harm, as they might easily have done. They remained at their encampment till late in the forenoon; the Governor requiting the sachem's liberality, meanwhile, by sending an express messenger for his large kettle, and filling it with dry peas. This pleased them well; and so they went their way;—the one party as much relieved, no doubt, as the other was gratified. [FN-2] [FN-1] From whom the outer point of Boston harbor is said to have been named. [FN-2] Such was the earliest visit, of ceremony or business at least, which the natives of New England paid to the Colonists. The account given of it, though ex parte, as all such descriptions must be, is honorable to the former in the highest degree. They show that many, if not most of the savages, who were fairly dealt with, were at first as sensible and as prone to kindness as could have been wished. They went unarmed
  • 48. among the settlers without fear, disposed to be honest and friendly at all events, and as hospitable as their means permitted. It will appear in the sequel, that they continued so for a long course of years, as they also continued faithful to their express obligations. We meet with Massasoit again in July, 1621; an embassy being then sent to him at his own residence, Montaup or Sowams. This embassy consisted of Edward Winslow and Stephen Hopkins; and the objects of it were, says Mourt, [FN] that forasmuch as his subjects came often and without fear upon all occasions amongst us, so the English went now to visit him, carrying with them a coat from the Governor to his friend the sachem, as a token of good will, and desire to live peaceably. It was farther intimated, though with great delicacy, that whereas his people came frequently and in great numbers to Plymouth, wives, children, and all, and were always welcome,—yet being but strangers in the land, and not confident how their corn might prosper, they could no longer give them such entertainment as they had done, and still wished to do; If Massasoit himself, however, would visit them, or any special friend of his, he should be welcome. A request was then made, that the Pokanokets, who had furs, should be permitted to dispose of them to the Colonists. The Governor wished him also to exchange some corn for seed with the Plymouth people. [FN] See Mourt's Relation, part of which is also preserved in the Collections. The name of the publisher only seems to be attached to it. The remaining article in this message is more illustrative of the relations understood to exist and to be desirable between the parties. On the first arrival of the Colonists at Cape Cod, it seems they had found corn buried there in the ground. Seeing no inhabitants in the neighborhood, but some graves of the dead newly buried, they took the corn, with the intention of making full satisfaction for it whenever it became practicable. The owners of it were supposed to have fled through fear. It was now proposed, that these men should be informed by Massasoit,—if they could be found,—that the English were ready to pay them with an equal quantity of corn, English meal, or any other commodities they had to pleasure them withal; and full satisfaction was offered for any trouble which the sachem might do them the favor to take. This proposal was equally politic and just.
  • 49. The visitors met with a generous, though humble hospitality, which reminds one of the first reception of Columbus by the West-Indian islanders. They reached Namaschet about three o'clock in the afternoon; and there, we are told, the inhabitants entertained them with joy, in the best manner they were able; giving them sweet bread [FN] and fish, with a less acceptable accompaniment of boiled musty acorns. Various civilities were exchanged after this primitive and savory repast,—as ancient, by the way, as the early Greeks,—and some time was passed very pleasantly in shooting a crow at a considerable distance, to the vast astonishment and amusement of the Indians. They were then directed to a place about eight miles distant, (Middleborough) where, says the Journalist, they should find more store and better victuals. They were welcomed, on their arrival, by a party who were catching great numbers of fine bass in Taunton river, and who gave them a supper and a breakfast in the morning, besides the privilege of lodging in the woods near by over night. [FN] Called maxium, and made of Indian corn, no doubt. Gookin says, that a meal which they made of parched maize was so sweet, so hearty, and so toothsome, that an Indian would travel many days with no other food. Attended by six of their hosts the next day, they were assisted in passing the river; and here they met with the first indications of ill-will, in the persons of two old Indians upon the opposite bank. These two, espying them as they entered the river, ran swiftly and stealthily among the high grass to meet them; and then, with loud voices and drawn bows, demanded of the strangers who they were; but seeing we were friends, it is added, they welcomed us with such food as they had, and we bestowed a small bracelet of beads on them. The remarks which follow this, upon the conduct of the six attendants we cannot forbear citing at large, irrelevant to our main purpose as they are. When we came to a small brook, says our accurate writer, where no bridge was, two of them desired to carry us through of their own accords; also fearing we were, or would be weary, offered to carry our pieces; also if we would lay off any of our clothes [it being excessively hot,] we should have them carried; and as the one of them had found more special kindness from one of the messengers, and the other savage from the other so they showed their thankfulness accordingly, in offering us help and furtherance in the journey.
  • 50. After one more entertainment on the way, our travelers reached Sowams. Massasoit was not at home, but arrived soon after, and was saluted by his visitors with a discharge of musketry. He welcomed them kindly after the Indian manner, took them into his lodge, and seated them by himself. They then delivered their message and presents, the latter comprisinig a horseman's coat of red cotton, embroidered with fine lace. The sachem mounted this superb article without delay, and hung the chain, which they also gave him, about his neck, evidently enjoying the unspeakable admiration of the Wampanoags, who gaze upon him at a distance. He now answered the message, clause after clause; and particularly signified his desire to continue in peace and friendship with his neighbors. He gathered his men around him, in fine, and harangued them; they occasionally confirming what he said by their customary ejaculations. Was not he, Massasoit, commander of the country about them? Was not such a town within his dominions—and were not the people of it his subjects—and should they not bring their skins to him, if he wished it? Thus he proceeded to name about thirty of his small settlements, his attentive auditors responding to each question. The matter being regularly settled, he lighted tobacco for his guests, and conversed with them about their own country and King, marveling, above all, that his Majesty should live with out a squaw. As it grew late, and he offered no more substantial entertainment than this,—no doubt for the sound reason, that he had nothing to offer,—his guests intimated a wish to retire for the night. He forthwith accommodated them, with himself and his wife, they at one end and his visitors at the other, of a bed consisting of a plank platform, raised a foot or two from the ground and covered with a thin mat. Two of his chief men, probably by way of compliment, were also stationed upon the same premises; and this body-guard performed their pressing duty of escort so effectually, that no other circumstances were necessary to make the honored guests worse weary of their lodging than they had been of their Journey. On the following day, many of the petty chiefs, with their subjects, came in from the adjacent country, and various sports and games were got up for the entertainment of the English. At noon, they partook, with the sachem and about forty others of a meal of boiled fish shot by himself, (probably with arrows.) They continued with him until the next morning,
  • 51. when they departed, leaving Massasoit both grieved and ashamed that he could not better entertain him. Very importunate he was, adds the Journalist, to have them stay with him longer; but as they had eaten but one meal for two days and a night, with the exception of a partridge, which one of them killed; and what with their location at night, the savages' barbarous singing of themselves to sleep, mosquitoes without doors, and other trifling inconveniences within, could not sleep at all; they begged to be excused,— on the score of conscience, Sunday being near at hand,—not to mention that they were growing light-headed, and could hardly expect, if they stayed much longer, to be able to reach home. Massasoit's friendship was again tested in March, 1622, when an Indian, known to be under Squanto's influence, [FN] came running in among a party of colonists, with his face gashed, and the blood fresh upon it, calling out to them to flee for their lives, and then looking hind him as if pursued. On coming up, he told them that the Indians, under Massasoit, were congregating at a certain place for an attack upon the Colony; that he had received his wounds in consequence of opposing their designs; and had barely escaped from them with his life. The report occasioned no little alarm; although the correctness of it was flatly denied by Hobamock, a Pokanoket Indian resident at Plymouth, who recommended that a messenger should be sent secretly to Sowams, for the purpose of ascertaining the truth. This was done, and the messenger, finding every thing in its usually quiet state, informed Massasoit of the reports circulated against him. He was excessively incensed against Squanto, but sent his thanks to the Governor for the opinion of his fidelity, which he understood him to retain; and directed the messenger to assure him, that he should instantly apprize him of any conspiracy which might at any future time take place. [FN] Which, it may be here observed, was quite considerable. Squanto was ambitious and meddlesome, though not malicious—well-disposed and serviceable to the English, but a little too anxious to have credit for that fact among his countrymen. He amused himself with telling them that the whites kept the plague barreled up in their cellars, that they intended war upon various tribes, c. for the sake of being employed, sometimes hired, to act as mediator; and of course he always succeeded in settling the difficulty. Squanto died in November, 1622, on an expedition fitted out by
  • 52. Welcome to our website – the ideal destination for book lovers and knowledge seekers. With a mission to inspire endlessly, we offer a vast collection of books, ranging from classic literary works to specialized publications, self-development books, and children's literature. Each book is a new journey of discovery, expanding knowledge and enriching the soul of the reade Our website is not just a platform for buying books, but a bridge connecting readers to the timeless values of culture and wisdom. With an elegant, user-friendly interface and an intelligent search system, we are committed to providing a quick and convenient shopping experience. Additionally, our special promotions and home delivery services ensure that you save time and fully enjoy the joy of reading. Let us accompany you on the journey of exploring knowledge and personal growth! ebookultra.com