Solution Manual for Operations Management 13th Edition

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Operations Management 13th Edition
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CHAPTER 02
COMPETITIVENESS, STRATEGY, AND PRODUCTIVITY
Teaching Notes
The topics covered in this chapter can be used to help get your course in OM off to an interesting start.
Most of your students are aware that U.S. firms are having a difficult time competing with foreign firms
in both the domestic and international markets. Many of them have grown up using products produced by
foreign firms on an everyday basis and they have developed a great deal of respect for the quality of their
products. Students are probably as familiar with names like Minolta, Honda, Toyota, Sony, BP Oil, Nestlé
& BIC as they are with Ford, GM, GE, IBM, Texaco, Hershey, and Parker.
I think students will relate to the fact that companies must be productive to be competitive and that to be
competitive they must have some well thought out approach, plan, or strategy on how to achieve this
position. In other words, students will be able to understand why it is important to learn what productivity
really is, how we measure it, what factors affect it, and how firms can improve their productivity.
Students will become aware that business firms compete with each other in a variety of ways and will
study the key competitive factors, which are of primary concern in today’s global business environment.
Finally, the students will focus on operations strategy with special attention being given to some of the
newer strategies based on quality, time, and lean production systems.
Reading: Why Productivity Matters
1. Higher productivity relative to competitors is very important for a nation because it provides the
nation with a competitive advantage in the marketplace. Productivity increases add value to the
economy while controlling inflation. In addition, higher productivity provides the basis for a
sustainable long-term growth in the economy. It allows companies to undercut competitors’
prices to improve their market share or to realize higher profit margin at the same price level.
Relative higher productivity also makes it more difficult for foreign companies to compete.
2. In general, service jobs have lower productivity than their manufacturing counterparts do because
service productivity is very difficult to measure and, consequently, difficult to improve. In many
cases, service jobs include intellectual activities and a high degree of variability, which makes
productivity improvements difficult to achieve. Manufacturing jobs, on the other hand, lend
themselves to productivity improvements mainly because they are able to utilize computer-based
technology such as robotics to increase worker productivity.
3. Higher productivity allows companies to undercut competitors’ prices to improve their market
share, or to realize higher profit margin at the same price level. Relative higher productivity also
makes it more difficult for foreign companies to enter a new market because it is difficult for
them to compete against companies that have relatively higher productivity.
Reading: Dutch Tomato Growers Productivity Advantage
1. The factors that enable Dutch tomato growers to achieve much higher productivity than Italian
and Greek growers include the following:

Computerized, climate controlled greenhouses and soil spun from basalt and chalk that allow for
precise control of humidity and nutrition and enable growers to produce their crops year round.

2. The Dutch growers’ supply chain is an important factor because a Dutch trading company works
closely with supermarket chains in Europe so that farmers are able to sell their output in high
volume, which enables Dutch farmers to match supply and demand closely.
Answers to Discussion and Review Questions
1. They would be helpful in the sense that they would give U.S. manufacturers time to step up the
use of industrial robots and other measures, which would make them better able to compete in
domestic and world markets. The higher profits possible from reduced competition or higher
prices on foreign cars could be used for research and development costs. Possible pitfalls include
higher prices and less choice, which U.S. consumers would have to endure, and the possibility
that U.S. companies would not use this as an opportunity to improve, but merely as a crutch.
From the Japanese standpoint, they would be penalized for doing what many would see as a good
job.
2. Business organizations compete with one another in a variety of ways. Key among these ways are
price, quality, product differentiation, flexibility, and delivery time.
3. Characteristics such as price, quality, delivery speed, delivery reliability all can be order
qualifiers or order winners. It is important to determine the set of order qualifier and order winner
characteristics so that companies can emphasize or de-emphasize a given characteristic based on
its classification of importance. Marketing must play a major role in determining order qualifiers
and order winners. In classifying order winners and order qualifiers, marketing and operations
must work together to match the market needs with the operational capability of the firm.
4. One store that many of us shop at is Wal-Mart. In the last decade, Wal-Mart has been growing
steadily and gaining market share. There are numerous reasons why Wal-Mart has been
successful in a very competitive market. Wal-Mart’s ability to provide a very wide variety of
goods with reasonable prices gives the company a competitive edge. Another reason involves the
firm’s ability to integrate various aspects of its operations with suppliers. In other words,
successful supply chain management provides Wal-Mart with another competitive advantage.
Many of us travel around the country and the world and stay at various hotels/motels. One of the
hotel chains that has been successful is Super 8. The company is able to compete successfully
because it is able to offer a safe, clean overnight stay at very reasonable prices in small markets.
The specific tactics followed by the company are consistent with the basic niche that the company
has carved out for itself.
5. The B alanced Scorecard is a top-down management system that helps managers focus attention
on strategic issues related to finance, internal processes, customers, and learning and growth.
6. Strategy is the basic approach used by an organization to achieve its goal. Tactics are the methods
and actions that are taken to accomplish strategies and carry out operations.
7. Organization strategy provides the overall direction for the organization and is broad in scope,
e.g., low cost, scale-based strategies, specialization, newness, flexible operations, high quality,
service, or sustainability. Operations strategy is narrower in scope, dealing primarily with the
operations aspect of the organization. Operations strategy must be consistent with organization
strategy and deals with products, processes, methods, operating resources, quality, costs, lead
times, and scheduling.

8. Time-based strategies are approaches that focus on reducing the time needed to conduct the
various activities in a process. The rationale is that by reducing time, costs are generally lower,
productivity is higher, quality tends to be higher, product innovations appear on the market
earlier, and customer service is improved. Examples of time-based strategies include reductions
in any three of the following: planning time, product/service design time, processing time,
changeover time, delivery time, or response time for complaints.
9. a. Productivity is the ratio of output to input.
b. Productivity measures are used to judge the effective use of resources by countries,
companies, and units within companies.
c. High productivity rates relative to competitors can mean competitive advantages for
companies. For countries, high productivity rates can reduce the risk of inflation and generate
high standards of living for the country as a whole.
d. Operations.
e. Efficiency relates to a fixed set of tools or conditions. Productivity is wider in scope.
Efficiency can be improved by better use of existing labor and equipment. Productivity can
be improved by changing work methods, but also by changing equipment or conditions. The
example of cutting grass with a pair of scissors is a good one: An efficiency approach would
focus on the best way to use the scissors; a productivity approach would focus on use of a
lawn mower. Note: Use of a mower, while more productive than the use of scissors, still may
have room for improvement in its efficiency.
10. Factors affecting productivity include the following: Methods, capital, quality, technology, and
management.
Ways productivity can be improved include the following: Using productivity measures for all
operations; eliminating bottlenecks; soliciting ideas from workers; forming work teams; studying
other firms; reexamining work methods; establishing reasonable goals for improvement;obtaining
support from management; measuring, rewarding, and publicizing improvements; and finally, not
confusing productivity with efficiency because productivity is a much broader concept than
efficiency is.
11. The Japanese worker is probably working smarter, if not harder, than U.S. workers are. By
working smarter, we mean the Japanese are using more productive work methods than American
workers are. One way that the Japanese accomplish this is by using time-based strategies that
focus on reducing the time needed to accomplish various tasks. Some of the areas in which their
organizations benefit from time reduction are planning time, design time, processing time,
changeover time, delivery time, and response time for complaints.
12. It appears that Boeing can concentrate on selling its smaller airplanes in larger volumes to smaller
airline companies. The advantage of producing smaller airplanes is the fact that Boeing can
produce relatively large quantities at a lower cost. The disadvantage of producing smaller
airplanes is that most likely, the profit margin is less and larger quantities must be sold to
generate the same income as when smaller quantities of larger airplanes are produced. The
advantage of producing larger airplanes is that most likely the profit margin is higher and the
Airbus Company can afford to produce a smaller quantity of large airplanes to generate the same
income as when larger quantities of smaller airplanes are produced by the rival company.
13. a. Interest rate on savings.
b. Interest rate on checking and CDs.

c. Loan rates.
d. Quick loan application processing.
e. No fees or low fee values (free checking, no or low ATM fees).
f. Number of branches and locations to make it more convenient for the customers.
g. Free on-line banking.
h. Extended hours of service.
i. Extra services.
j. Lower minimum deposit before charging a service fee.
14. Technology usually works best when processing requirements are uniform. Therefore, reducing
the variability provides more opportunities for implementing technology.
15. Answers will vary. Examples of companies with time based-strategies include fast-food
restaurants, overnight package delivery companies, and universities offering undergraduate
degrees in less time than the standard four years. Companies with quality-based strategies include
high-end hotels, manufacturers of luxury automobiles, and high-end retailers.
Taking Stock
1. Top and senior management should be involved in formulating organizational strategy. However,
the opinions of middle and lower management people should be sought in developing
organizational strategy.
2. Competitive trade-offs that may arise in a fast-food restaurant includeprice vs. quality and cost vs.
customer service. (If we have too few cashiers, customer waiting time will increase and
subsequently the service level will decrease. On the other hand, if we have too many cashiers, the
server idle time will increase, which in turn will result in unnecessarily high labor costs and lower
productivity.)
3. a. Technology can improve competitiveness by improved product and service offerings, more
efficient processing, a better Web site, more efficient order processing, better communication,
easier and more effective coordination of supply chains, automatic billing, and automatic
error checking.
b. Computers and the related automation of various company or manufacturing functions and
the Internet can assist in improving productivity by reducing processing time for activities.
Critical Thinking Exercises
1. The ―productivity paradox‖ refers to massive investment in information technology that occurred
in the latter part of the last century that did not appear to result in productivity gains. However,
since that time, there have been consistent annual gains in productivity, perhaps due, in part, to
the IT investments.
2. The automated processing would give a much higher labor productivity ratio than the manual
processing would. We could use multifactor productivity as a more meaningful measure.

Week Crew Size Yards Installed
Labor Productivity per
Worker
1 4 96 24 yards
2 3 72 24
3 4 92 23
4 2 50 25
5 3 69 23
6 2 52 26
3. Focusing solely on efficiency may result in overlooking potential major productivity gains that
could be achieved by altering inputs rather than simply refining methods to achieve relatively
modest gains.
4. Although sending a note to Dom’s boss might be perceived by some as disloyal, Sam would be
doing the right thing for the rest of the employees. If Sam waits until Dom’s unethical behavior is
discovered, the result could be very negative for the rest of the employees.
5. Student answers will vary (see Chapter 1 for examples).Other examples could include any two of
the following:
a. Discontinuing safety training to save on training costs and boost the company’s share price
would violate the Utilitarian Principle due to the increased potential for worker accidents.
b. Requiring buyers within a company to purchase materials illegally would violate the Rights
Principle due to the unethical nature of the buying process imposed upon the buyers.
c. Awarding a bid to a friend’s company that was not the lowest cost bidder would violate the
Fairness Principle due to the different standards applied to bidders.
d. Refusing to invest in equipment to mitigate hazardous waste from an operations process
would violate the Common Good Principle due to the risk of increased pollution in the
community.
e. A company’s publicist making derogatory, false statements about a competitor’s products
would violate the Virtue Principle due to the lack of honesty in those statements.
Solutions
1. a. Anniversary = 300 / 8 = 37.5 meals/worker; Wedding = 240 / 6 = 40 meals/worker.
b. Possible reasons are differences in the menu, number of courses, time of day, facilities,
and worker skills/experience.
2.
Notes:
Labor Productivity per Worker = Yards Installed / Crew Size
We can determine the Average Labor Productivity per Worker for each crew size as follows:

Crew Size of 2: (25 + 26) / 2 = 25.5
Crew Size of 3: (24 + 23) / 2 = 23.5
Crew Size of 4: (24 + 23) / 2 = 23.5
A crew size of 2 seems to work best with an Average Labor Productivity per Worker = 25.5 yards
installed per worker.
3.
Week Output
Number
of
Workers
Material
(lbs.)
Labor
Cost
Overhead
Cost
Material
Cost
Total
Cost MFP
1 30,000 6 450 2,880 4,320 2,700 9,900 3.03
2 33,600 7 470 3,360 5,040 2,820 11,220 2.99
3 32,200 7 460 3,360 5,040 2,760 11,160 2.89
4 35,400 8 480 3,840 5,760 2,880 12,480 2.84
Notes:
Labor Cost = Number of Workers x 40 hours x $12/hour
Overhead Cost = Labor Cost x 1.50
Material Cost = Material (lbs.) x $6/lb.
Total Cost = Labor Cost + Overhead Cost + Material Cost
Multifactor Productivity (MFP) = Output / Total Cost (rounded to two decimals)
Multifactor productivity dropped steadily from a high of 3.03 to a low of 2.84.
4. a. Prior to Buying New Equipment:
Labor Productivity = Carts per Worker per Hour = 80 / 5 = 16 Carts per Worker per
Hour.
After Buying New Equipment:
Labor Productivity = Carts per Worker per Hour = (80 + 4) / (5 – 1) = 84 / 4 =
21 Carts per Worker per Hour.
b. Prior to Buying New Equipment:
Multifactor Productivity = Carts per Dollar (Labor + Equipment)
Labor = 5 workers x $10/hour = $50/hour
Equipment = Machine Cost = $40/hour
Multifactor Productivity = 80 carts / ($50 + $40) = 0.89 Carts per Dollar (rounded to
two decimals)
AfterBuying New Equipment:
Multifactor Productivity = Carts per Dollar (Labor + Equipment)
Labor = 4 workers x $10/hour = $40/hour
Equipment = Machine Cost = $40/hour + $10/hour = $50/hour
Multifactor Productivity = 84 carts / ($40 + $50) = 0.93 Carts per Dollar (rounded to
two decimals)
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Amount of Good Product Produced = Amount In x (1 – Scrap Rate)
Re-arranging terms:
Amount In = Amount of Good Product Produced / (1 – Scrap Rate)
Amount In = 72 pieces per hour / (1 – 0.10) = 72 pieces per hour / (0.90) =
80 pieces per hour.
Without Scrap:
The output could be 80 pieces per hour.
The increase in productivity would be 80 – 72 = 8pieces per hour.
This would amount to a% productivity increase of: (80 – 72) / 72 = 11.11% (rounded to two
decimals).
160 units
6. Current period productivity =
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 4.00 units / hour (rounded to two decimals)
138 units
Previous period productivity =  3.83units / hour (rounded to two decimals)
36 hours
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Thus, there was an increase of 4.44% in productivity (rounded to two decimals).
7. a. Labor Productivity and Multifactor Productivity for Each Unit
Unit Employees
Customers
per Day
Labor
Cost
Overhead
Cost
Material
Cost
Total
Cost
Labor
Productivity
MFP (2
decimals)
MFP (3
decimals)
A 4 36 800 800 180 1,780 9.00 0.02 0.020
B 5 40 1,000 1,000 200 2,200 8.00 0.02 0.018
C 8 60 1,600 1,600 300 3,500 7.50 0.02 0.017

D 3 20 600 600 100 1,300 6.67 0.02 0.015
Notes:
Labor Cost = Employees x 8 hours x $25/hour
Material Cost = Customers x $5/customer
Labor Productivity = Customers per Day / Employees (rounded to two decimals)
Multifactor Productivity (MFP) = Output / Total Cost (shown rounded to two decimals & three decimals
above)
b. Labor Productivity and Multifactor Productivity for Each Unit (each employee is able
to process one additional customer per day)
Unit Employees
Customers
per Day
Labor
Cost
Overhead
Cost
Material
Cost
Total
Cost
Labor
Productivity
MFP (2
decimals)
MFP (3
decimals)
A 4 40 800 800 200 1,800 10.00 0.02 0.022
B 5 45 1,000 1,000 225 2,225 9.00 0.02 0.020
C 8 68 1,600 1,600 340 3,540 8.50 0.02 0.019
D 3 23 600 600 115 1,315 7.67 0.02 0.017
Notes:
Customers per Day = Original Customers per Day from part a above + (Employees x 1 Additional
Customer per Day)
Labor Cost = Employees x 8 hours x $25/hour
Material Cost = Customers x $5/customer
Labor Productivity = Customers per Day / Employees (rounded to two decimals)
Multifactor Productivity (MFP) = Output / Total Cost (shown rounded to two decimals & three decimals
above)
8.
Search
Cost per Search
Average
Search Time Output Productivity per
Approach (min.) ($) Dollar Input
Current 40 40 min. x $2/min. = $80 $400 $400/$80 = $5.00
Company A 30 (30 min x $2/min.) + $400 $400/$63.50 = $6.30
(40 – 10) $3.50/search = $63.50
Company B 28 (28 min. x $2/min.) + $400 $400/$59.60 = $6.71
(40 – 12) $3.60/search = $59.60
Notes:
This problem expresses the output in terms of standard price rather than in units.

9. Number of employees = 3.
Each employee earns $25/hour and works 40 hours/week.
Each employee identifies an average of 3,000 leads per week.
The sign-up rate is 4% of the leads identified.
Revenue per sign-up = $70.
Material costs = $1,000 per week.
Overhead costs = $9,000 per week.
Multifactor Productivity = Fees generated per dollar of input
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Case: An American Tragedy; How a Good Company Died
1. Internal reasons for Burgmaster’s demise include the following: The LBO crippled the company
with debt and created pressure to generate cash. Burgmaster’s managers responded by pushing
products out as fast as possible, thereby routinely shipping defective machines. In addition,
Burgmaster promised customers features that engineers had not designed yet. In addition, the
LBO choked off funds needed for new equipment. Burgmaster’s scheduling system was too crude
for complex machine-tool manufacturing—this resulted in supply errors that resulted in delays
and cost increases. After the LBO, management appeared to be less involved on the shop floor
also—this led to complacency.
External reasons for Burgmaster’s demise include the following: Japanese producers started
making and selling better, cheaper machines. Government policy (tax laws and macroeconomic
policies) encouraged LBOs and speculation instead of productive investment. In addition,
President Reagan refused to sign legislation to withhold the investment tax credit for certain
Japanese-made machine tools. Finally, Pentagon procurement policies favored exotic, custom
machines over standard, low-cost models (the low-cost models were manufactured by
Burgmaster).
Operations management (OM) played a significant role in the company’s demise: The OM
function knowingly shipped defective products, which harmed sales. Someone in OM decided to
implement a scheduling system that did not function well and led to delays and increased costs.
Even without investment, the OM manager could have made low-cost, continuous improvements
in the manufacturing process.
2. Inadequate strategic planning could have been a factor for the company. If the company had been
conducting environmental scans periodically, they may have been able to plan for the issues that
ultimately caused the failure of the company.

3. One possible strategy would have been to have a person who had extensive experience in the field,
and a background in operations, run the company. This would have alleviated some of the
production issues, and possiblycould have made the company more competitive. Another possible
strategy would have been to seek government help more aggressively to level the playing field.
Case: Home-Style Cookies
1. A batch process is used. A worker checks the master list for ingredients, and enters that
information into the computer. The computer determines ingredient quantities, and then
automatically orders the ingredients, which are automatically sent to mixing machines. After
mixing, the batter is poured into a cutting machine. Individual cookies are then dropped onto a
continuous band and transported through an oven. Filled cookies require an extra step. After
baking, cookies are cooled on a spiral cooling rack. Cookies are inspected, defectives are
removed, and the remaining cookies are packaged and labeled.
2. Productivity was increased by the following: Using a computer to determine the amounts of
ingredients needed, by cutting cookies diagonally to reduce the space required, by increasing the
length of each oven by 25 feet, by baking cookies in a sequence that minimizes downtime for
cleaning, by using broken cookies in the oatmeal cookies, and by reclaiming heat from the ovens
to heat the building. The company recently increased the length of its ovens so that more cookies
can be baked at the same time.
3. All companies have a moral obligation to their employees. Small companies with local owners,
particularly in a small community, are more likely to be influenced by such considerations than
large companies, in large communities, are. The issue is a difficult one, often without easy
solutions. Cost and efficiency may favor layoffs, but ill will and the effects on morale of
employees who remain are important considerations.
4. Freshness of cookies, frequent changes of label requirements, and baking to customer order are
factors that favor minimal inventories. Benefits include lower inventory costs, satisfied customers
(due to freshness of product), and less need for storage space.
5. Freshness, list of ingredients, packaging/display, appearance of product (size, shape, color), taste
are potential factors when judging the quality of cookies.
6. Because the cookies do not use preservatives, the productprobably appeals to health-conscious
buyers, and there are fewer ingredients to purchase, store, and mix. However, without
preservatives, the shelf life of the cookies is limited.
7. The company’s strategy is to provide a high quality (―good food‖) cookie that appeals to a
particular market niche.
Case: Hazel Revisited
1. Her customers are her neighbors and friends. She has had personal relationships with many of her
customers for years and they are going to want to help her as long as she does a good job.
2. a. By increasing her productivity, Hazel can mow more lawns over a given length of time (day,
week and/or month) and increase her total revenue. Hence, if she maintains her present cost
structure per lawn, she will increase profits.
b. By improving her mowing technique.
By investing in equipment that is more productive.

By experimenting with different crew sizes to find the most productive combination or
division of labor.
3. She should consider time, cost and competition.
4. The advantages would be greater market share, higher sales opportunity, economies of scale, and
higher utilization of the equipment. The disadvantages of expanding include additional
transportation time and cost, increased wear and tear on the equipment, and it may be more
difficult for her to compete outside of her own neighborhood where she is already known.
5. a. There will be many people who would defend this statement and many small businesses are
successful without mission statements and objectives. However, it is difficult to project how
much improvement could be made if they did have mission statements and objectives and
used them to provide better direction, guidance, and focus. Short-run results may not be
apparent, but over a longer period, gradual and subtler improvements may become noticeable
and even dramatic improvements can take place in the end.
b. The development of the mission statement would force Hazel to sit down and spend some
time determining what business she is in or wants to be in and her business’ reason for
existence. This process also should help Hazel develop a clear statement of purpose, which
should serve as a guide in determining what she wants to accomplish in terms of goals and
objectives for her business. From here, Hazel should find it easier to develop her strategy and
plan how she is going to achieve her goals and objectives. This process will also assist her in
gaining the proper focus for making decisions.
c. Many people have the false impression that mission statements and goal setting are only for
large organizations when the facts show that many small businesses fail because they really
donot know in what business they are. Strategic planning on how to accomplish goals and
objectives is just as important for the small business as it is for the large one and it is
extremely important for the new small business, which desperately needs direction and
guidance in the beginning.
Case: Your Garden Gloves
1. We are given the following:
Crew Size verage Productivity per Crew
2 4,234 square feet per day
We need to determine the productivity per worker using the following formula:
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Crew Size verage Productivity per Crew Productivity per Worker
2 4,234 square feet per day ,234 / 2 = 2,117 square feet per day
The crew size of 2 had the highest productivity. The crew size of 3 had the lowest productivity.

The crew size of 4 was in the middle.
One reason for the difference in productivity between a crew size of 2 and a crew size of 3 could
be that when 3 workers are assigned to a small job, workers may be getting in the way of each
other, which could cause wait time. A second reason could be that the larger crew size may lead to
more standing around and talking. A third reason might be that workers are more productive when
working in pairs.
A possible reason for the difference in productivity between a crew size of 2 and a crew size of 4
could be that when 4 workers are assigned to a large job, workers still may be getting in the way
of each other, which would cause wait time. In addition, 4 workers will have more interaction,
standing around, etc.
2. Even though the productivity of 4 was not the highest, the total time to complete the cleanup
would still be less than if only a crew of 2 were to be used. In addition, the owner may have
wanted to impress the customer by using a larger crew.
3. Perhaps the size of the crew is not as influential in regards to productivity levels as is the
composition of the crew. One area that the productivity ratios fail to accommodate for is team
synergy.
Operations Tour: The U.S. Postal Service
1. The U.S. Postal Service is a very large organization and processes a large volume of mail using
very expensive sorting, scanning, and barcoding equipment. Because this equipment is designed
to process very large volumes of mail, if the Postal System does not have large volumes of mail
to process, its productivity will decline.
2. The new automated processing equipment, optical readers, and barcode readers resulted in
improvements in productivity. In addition, reorganization efforts, which included elimination of
layers of management, overhead positions, and certain programs resulted in significant cost
reductions, which also contributed to the improvement of productivity.
3. Competition from other methods of delivering information has caused the USPS to rethink their
market. In addition, with added competition from UPS and FedEx, USPS will have to reestablish
what they do best. Delivery companies such as FedEx and UPS that offer speedy delivery and
package tracking gave businesses and individual customers an alternative besides the U.S. Postal
Service. In addition, electronic communication, e-mails, and fax machines provided alternative
means of communication for individuals and businesses that reduced U.S. Postal System’s
demand. Instead of direct-mail advertising, many companies began to use cable TV advertising
because cable TV advertising had become more affordable for small and medium size companies.
4. The U.S. Postal Service developed the following strategies to become more competitive against
the new threats it was facing:
a. Reorganization—elimination of layers of management and overhead positions, elimination of
certain programs.
b. Seeking ways to reduce costs and eliminate waste.
c. Emphasizing quality, customer service, and customer convenience.

5. The USPS’s changes resulted in the following: Costs were cut because layers of management
were eliminated and overhead positions were cut by about 30,000. Processing and mail delivery
at major postal facilities were improved. Expanded retail hours, a more user-friendly Domestic
Manual, and new services to meet specific mailer needs attracted new customers. The result was a
reduction in USPS’s projected deficit. It appears (based on the January 2012 OMB Scorecard on
Sustainability/Energy) that USPS may have cut costs associated from reduced water and energy
usage due to sustainability initiatives also.
6. The increased use of e-mail will result in reduction of using traditional mailing, which in turn will
reduce the demand for the U.S. Postal System, resulting in a possible decline in its productivity.
7. The use of standard shipping containers and flat-rate mailers helped the U.S. Postal System meet
specific mailer needs and to simplify its complex rate structure.

Exploring the Variety of Random
Documents with Different Content

where you will get instructions. The men of the Coldstream now with you
should come back at the same time.
The shoulder-straps referred to in this message were duly secured
and forwarded to the Intelligence officer of the Division. The
Germans who had attacked the day before were from the Fifteenth
Corps.
Lord Cavan, in a private letter to Colonel H. Streatfeild, commanding
the Regiment, wrote:
No words can ever describe what the devotion of the men and officers has
been under the trials of dirt, squalor, cold, sleeplessness, and perpetual strain
of the last three weeks. Their state of efficiency still can, I think, be gauged
by the fact that twelve attacks have been repulsed and two companies of
Grenadiers fired twenty-four boxes of ammunition on the 17th, so persistent
were the enemy's assaults. We are told we are to be relieved very soon and
sent right back for a good fortnight to refit and reclothe and reorganise. We
came into this theatre 3700 strong, and we shall go back about 2000, but
nothing finer to my mind has ever been done by human men. I really should
cry if the Germans got into Ypres before we go. On the 17th before the attack
they threw over 200 big shells in and around my Headquarters and for one
and a half hours it was pretty horrible, but the dug-outs saved us, though my
signal officer and 13 men were wounded and 2 killed at the door of my dug-
out. The smell of the explosion was horrible. One shell pitched in our signal
cart and blew the limber 55 yards away from the body.
The 2nd Battalion remained at St. Jean the next day, and in the
evening received orders to move back and refit on the following
night:
The Brigadier is directed by Sir Douglas Haig to inform the 4th Guards Brigade
that their relief will definitely take place to-morrow night 20th/21st for certain.
He also wishes it to be explained that by sticking to their positions for an
extra day, the whole British Expeditionary Force has benefited to the extent
that their front is now narrowed to the line La Bassée—Wytschaete, whereas
if the relief had taken place yesterday it would have had to extend from La
Bassée to the Canal.
The following orders for concentration of troops when relieved from
the trenches were issued:

Nov. 20.
(1) Battalions not in the trenches, viz. 2nd Battalion Grenadiers, Irish Guards,
Herts Battalion, will march in the above order under Lieut.-Colonel W. R. A.
Smith, Grenadier Guards, on Ypres level crossing J 13 A, thence by road
passing J 12, the south edge of J 11, southern portion of I 15.14, thence
through I 13 A, thence to Ouderdomm. Starting-point road junction at Y of
Ypres. Time, 4 P.M.
(2) All first-line transport, except pack animals, which will accompany
Battalions, will march under Brigade Transport Officer Captain Gough to
Ouderdomm, in time to arrive there by 2 P.M. It will be met by Captain R. de
Crespigny, who will point out bivouacking areas to units.
(3) Units will arrange to have a meal waiting for them on arrival at
Ouderdomm; after eating this they will march independently to Meteren,
where they will go into billets. The three battalions under Lieut.-Colonel Smith
will march together under his orders. The route from Ouderdomm to Meteren
via Westoutre—Montnoir—La Manche.
(4) Officers commanding all units will be responsible that the route that they
have to follow is reconnoitred by daylight.
Orders were first sent for these battalions
to start at 4 P.M., and later the time was
altered to 10.45 P.M. The 2nd Battalion Grenadiers arrived at the
rendezvous in plenty of time, and as the Hertfordshire Territorials did
not turn up, Lieut.-Colonel Smith waited for it till past midnight, and
then marched off. It was bitterly cold, and owing to the frozen state
of the road extremely slippery. On account of the accumulation of
guns and transports, the battalions were forced to march in single
file down the side of the road, and to pass miles of wagons before
they were able to march in fours. At 3 A.M. they had some tea, and
arrived at their destination at 8.30, when they went into billets.
Letter from Brigadier-General the Earl of Cavan to the Officer Commanding the
Grenadier Guards
The 2nd Battalion moves back to-night about 15 miles with the rest of the
Brigade to refit, reorganise, and rest. It leaves the line intact, and, in spite of
great loss and untold sufferings and hardships, it fought the battle of Nov. 17
with as good a nerve as the battle of the Aisne. It has perhaps had the
hardest time of any of the four battalions, as its rest days in Corps Reserve
were entirely taken up with marching and making counter-strokes at various
parts of the line.

I can never express what I think of the great courage and endurance shown
by officers and men during the defence before Ypres, and I should like to put
on the regimental records not only my sense of pride at being their Brigadier,
but my debt to the Battalion for their great devotion to their duty. The men
have all kept up a respectable appearance, which has been an example,
considering that it has been absolutely impossible to change an article of
clothing for four weeks. It is hoped that some officers and men may be able
to get home for a few days' complete rest and change.
(Signed) Cavan, Brigadier,
Commanding 4th Guards Bgde.

CHAPTER VIII
NOVEMBER 1914 TO MARCH 1915

Diary of the War
In November 1914 the war of stagnation had already begun. The
power of modern weapons in defence had made open warfare an
impossibility, and the struggle in France had now assumed the
character of siege warfare. Lines of trench some five hundred miles
in length stretched from the Belgian coast to the Swiss frontier, and
high explosive in every form and shape was fired from monster guns
or thrown by hand. Miles of barbed wire covered the ground
between the opposing lines of trenches, and sappers and miners
continued to mine and to counter-mine. At the time it was thought
that this state of things was merely the prelude to a gigantic battle
which would decide the issue of the war.
The British Army at the beginning of November was holding a longer
line than it well could hold, and in December Sir John French was
able to shorten the line to thirty miles in length. In co-operation with
the Eighth French Army, under General D'Urbal, the British Army
attempted to advance in the direction of Wytschaete, but after
several unsuccessful attacks these operations ceased. In January
there were three weeks' comparative quiet, and then the enemy
commenced an organised attack on Givenchy, but was effectually
stopped by the First Division. The Germans made a more successful
effort near Guinchy, and some ground was temporarily gained by
them, but a determined counterattack by the 4th (Guards) Brigade
restored the line. South of La Bassée Canal the 3rd Battalion
Coldstream and 1st Battalion Irish Guards captured a place known as
the Brickstacks; on February 14 the 82nd Brigade was driven out of
their trenches east of St. Eloi; and two days later the Twenty-eighth
Division was forced to retire. In both cases the lost ground was
recovered by counter-attacks. On March 10 the battle of Neuve
Chapelle was fought, and lasted three days.

In addition to the fighting in the north in co-operation with the
British and Belgian armies, the French were engaged practically all
along their line. For purely sentimental reasons they continued their
attacks on Alsace: although there were local successes, no actual
gain of territory was made, and their losses were enormous.
The movements of the Russian Army were at first partly successful.
Under the Grand Duke Nicholas it invaded East Prussia, invested the
fortress of Königsberg, and reached the Masurian Lake region. The
Southern Russian Army entered the north of Austria, cleared Galicia
as far as the River San, and invested Przemysl. Its advance was,
however, checked by the severe defeat which it suffered at
Tannenberg, and it was forced to retire from East Prussia, which it
again invaded in October. In the meantime, the Germans assembled
a large army in Silesia, and advancing from Posen, forced the
Russians to retire into Poland. Soon afterwards the Germans invaded
Russia itself, and gained a victory at Grodno. In Austria the Russians
were more successful, and after defeating the Austrian Army at
Rawazuska, succeeded in capturing the stronghold of Przemysl
which had been considered impregnable.
On March 18 an unsuccessful attempt was made by the combined
British and French Fleets to force the Dardanelles. This was the
beginning of the Gallipoli campaign.
In German South-West Africa General Botha landed at Swakopmund,
near Walfish Bay, in February, and advanced to Jackalswater and
Riet. A British Expeditionary Force also began operations in the
Cameroons, and there was some fighting in German East Africa.
Naval warfare was practically at an end by the beginning of 1915, as
all the German ships had been cleared off the high seas. The
German Fleet itself had taken refuge in Kiel Harbour, and there was
nothing for the British Fleet to do but to wait patiently, in the hope
that it would one day emerge and give battle. During March the
blockade of Germany began, but the problem of how to deal with
neutrals had not been solved, and the Germans were able to get all
they wanted through Holland and the three Scandinavian countries.

Solution Manual for Operations Management 13th Edition

1st Batt. Nov. 1914.
The 1st Battalion
On the 14th the 20th Brigade marched
through Bailleul, Steenwerck, Sailly, Bac-St.-
Maur to the trenches in the neighbourhood of Fleurbaix, where it
relieved the 19th Brigade. The Grenadiers were on the right, the
Scots Guards in the centre, and the Border Regiment on the left.
Brigadier-General F. J. Heyworth, D.S.O., arrived from England, to
take over the command of the Brigade.
Throughout November the Brigade remained in the same line of
trenches. At first there was a great deal of rain, but towards the end
of the month it changed to snow and was bitterly cold. The men
suffered very much from trench feet, as the ground was in a
shocking condition. Goats' skins were issued, and also some white
smocks for patrol duty at night, as the dark uniforms showed up so
clearly in the snow.
Major C. E. Corkran came from the Staff, to take over the command
of the Battalion from the 17th till the 29th, when Lieut.-Colonel L. R.
Fisher-Rowe arrived from England to assume command. On the 20th
a draft of 100 men arrived with the following officers: Captain J. A.
Morrison, Captain the Earl Stanhope, Second Lieutenant Lord
Brabourne, Second Lieutenant Lord William Percy, Second Lieutenant
Rhys Williams.
The Eighth Division under Major-General Davies arrived from
England, and completed the Fourth Corps.
The enemy was constantly busy digging sap-heads, and the shelling
was continuous. Lieutenant E. S. Ward was wounded on the 15th,
but although there were a number of casualties in the Brigade the
Battalion did not suffer much. On the 29th Captain Rose
commanding the 55th Company R.E. was killed. His loss was keenly
felt by the whole Brigade, and especially by the Grenadiers, as he

Dec.
had never spared himself, and had been of the greatest assistance
to all the officers. On the 24th Major G. F. Trotter, M.V.O., D.S.O.,
joined the Battalion.
On December 1 His Majesty the King paid a
visit to the Division, accompanied by
Lieutenant H.R.H. the Prince of Wales, the President of the French
Republic, General Joffre, and Major-General Sir Pertab Singh.
Special Order of the Day by His Majesty the King
General Headquarters, Dec. 5, 1914.
Officers, Non-Commissioned Officers and Men,
I am very glad to have been able to see my Army in the Field.
I much wished to do so, in order to gain a slight experience of the life you are
leading.
I wish I could have spoken to you all, to express my admiration of the
splendid manner in which you have fought and are still fighting against a
powerful and relentless enemy.
By your discipline, pluck, and endurance, inspired by the indomitable
regimental spirit, you have not only upheld the traditions of the British Army,
but added fresh lustre to its history.
I was particularly impressed by your soldierly, healthy, cheerful appearance.
I cannot share in your trials, dangers, and successes, but I can assure you of
the proud confidence and gratitude of myself and of your fellow-countrymen.
We follow you in our daily thoughts on your certain road to victory.
George R.I.
The weather all the month of December was very bad, and it was
with difficulty that the trenches were kept from falling in. A draft of
66 men under Captain E. O. Stewart arrived on the 3rd, and one of
45 men under Captain the Hon. G. H. Douglas-Pennant on the 12th.
On the 15th Second Lieutenant E. H. J. Duberly and Second
Lieutenant T. Parker-Jervis joined the Battalion, and on the 17th a
draft of 60 men with Lieutenant C. H. Greville and Second Lieutenant
C. R. Rowley arrived. On the 21st Second Lieutenant F. O. S. Sitwell,
Second Lieutenant C. F. Burnand, and Second Lieutenant C. T. R. S.

Guthrie joined the Battalion, and on the 23rd a draft of 41 men
under Second Lieutenant G. R. Westmacott arrived. On the 28th
Second Lieutenant C. G. Goschen arrived.
There were numerous cases of frostbite, and a certain amount of
sickness owing to the cold wet weather, but considering the constant
soaking the men received, and the amount of water in the trenches,
the health of the Battalion was on the whole good.
The Battalion was constantly engaged in digging and improving the
trenches as far as possible, but the water-logged condition of the
ground, combined with the vigilance of the German snipers, made
the work difficult. The bombing and sniping continued daily, and
were accompanied occasionally by high-explosive shells. The latter
were, however, generally directed by the Germans against any place
that would be likely to harbour generals or staff. On one of the visits
which the Prince of Wales paid to the 1st Battalion, he narrowly
escaped one of these shells, which exploded outside the house he
was in. On the 19th Lieutenant J. Teece, the Quartermaster, was
wounded, and Lieutenant Mitchell took over his duties.
On the 18th an organised attack on the German trenches was made
by the 22nd Brigade. The 20th Brigade was ordered to assist with
two half battalions by attacking the edge of the Sailly—Fromelles
road. It was decided to double-man the trenches opposite the point
of attack, and the Scots Guards were therefore withdrawn from the
right, being relieved by the Grenadiers. The attack was to be
undertaken by half a battalion of the Scots Guards and half a
battalion of the Border Regiment. Brigade Headquarters were
transferred to La Carbonière Farm, so as to be in close touch with
the trenches. The guns being short of ammunition, the artillery
decided not to open fire till just before the attack was launched. The
Grenadiers had to go down, and relieve the Scots Guards in broad
daylight, and this unusual activity in our lines, which was far too
apparent, gave the enemy ample warning of our intended attack.
The Scots Guards launched their attack at the pre-arranged time,
but the signal was not understood down the line, with the result that

the attacks were by no means simultaneous. The men of the Border
Regiment found great difficulty in getting through their own wire
entanglements, which considerably delayed them. The Scots Guards,
however, succeeded in rushing the German trenches and bayoneting
the occupants, but a machine-gun which they were unable to knock
out caused a large number of casualties. The other attacks having
failed, the Scots Guards were ordered to return, as the Germans had
been able to bring up large reinforcements.
Although little had been accomplished, the enemy had been obliged
to keep all their men in the trenches to resist this attack, and had
therefore been unable to send reinforcements farther south. This
was practically the sole object of our attack.
Christmas came with the whole country deep in mud and slush.
Parcels of shirts, socks, etc. were received from Colonel Streatfeild,
who succeeded in supplying the wants of the Battalion with the
utmost regularity, while luxuries were sent by Major-General Sir
Reginald Thynne, an old Grenadier Commanding Officer, who had
undertaken to send one surprise packet to every man in each
battalion, in addition to the parcels which he sent regularly from the
officers' wives to any Grenadier prisoners in Germany.
On the 24th Captain Morrison, on behalf of the King's Company,
addressed the following telegram to the King:
The Officers, N.C.O.'s, and men of the King's Company, Grenadier Guards,
respectfully offer Your Majesty best wishes for Christmas and the New Year.
His Majesty's answer was as follows:
I heartily thank Officers, N.C.O.'s, and men for their message of Christmas
and New Year greetings, which I warmly reciprocate. You are all more than
ever in my thoughts at this moment.
George R.I., Colonel-in-Chief.
Christmas Day passed off without a shot being fired by either side in
that part of the line. This does not appear to have been the result of

any definite agreement, but simply a tacit understanding on the part
of both forces to refrain from firing during that day.
Many experiments were made with mortars and bombs at Bac-St.-
Maur. Officers who were present afterwards asserted that they
infinitely preferred the enemy's shot and shell to the uncertain and
erratic explosions during these experiments. The new trench mortar
had a way of moving round and facing the wrong way after one or
two shots had been fired, which was disconcerting.
Though the art of bomb-throwing was still in its infancy, the
importance of this form of trench warfare had already impressed
itself on every one in France. The Ordnance at home was confused
by the many recommendations that were made, and issued bombs
of every pattern, in order to ascertain by practical means which was
the best; but as every brigade favoured a different bomb, the
selection became a matter of great difficulty. In every brigade a
company of 150 bomb-throwers was formed, and the men were
thoroughly trained. Second Lieutenant Rhys Williams was selected to
command the company of bomb-throwers in the 20th Brigade.
Towards the end of December the constant heavy rain had played
havoc with the trenches. The whole country had become completely
water-logged, and as soon as water was pumped out of one portion
of a trench it broke through in another. The Germans were in the
same plight, and could be observed at pumping operations daily. It
was impossible to dig any trench below a depth of two feet, and in
some places it became necessary to build breastworks over the
ground.
One of the great difficulties the men in the trenches had to contend
with was that the rifles during an attack were rendered useless by
the mud. Whenever an attack was made the rifles became so
clogged with mud that the men had nothing but the bayonet to fight
with. To carry 200 or more rounds of small-arms ammunition all
through the day, and then find they are merely ornamental when the
fighting begins, is rather disheartening, and the Divisional Authorities
therefore devised a rough canvas cover to slip over the muzzle of

Jan. 1915.
the rifle. This cover could be pulled off instantly when required, but
even if the rifle was fired with the cover on no harm was done. A
letter found on a German colonel some months later revealed the
fact that the enemy had been much struck with the idea of a cover
of this sort, and had taken steps to have one made on the British
pattern.
The following letter from His Royal Highness the Duke of Connaught,
Colonel of the Grenadiers, and at the time Governor-General of
Canada, was forwarded for the officers of the Battalion to read:
Government House, Ottawa,
January 12, 1915.
My dear Streatfeild—Most grateful thanks for three letters of the 23rd, 29th,
and 30th of December.
I have been deeply interested with all the regimental news you have so kindly
sent me, especially with the letters of Colonel Wilfred Smith and Captain
Morrison, and the very gratifying order of General Capper. It is really splendid
to hear how well both battalions have done under most serious and trying
circumstances, which must have tried the nerves and endurance of all ranks
to the very utmost.
As I expected, our Officers have set a splendid example of capacity and
bravery. It is hard to think what terrible losses all this splendid work has
entailed on the Regiment, and how many Officers we have to mourn. May
they not have given their precious lives for nothing, but may their names and
example be ever preserved in the Regiment in whose honour they have fallen.
I hope that never again will companies have to occupy so large a front as
ours have done; with less good troops the risk would appear to me to have
been too great to run.
I am glad to hear such good accounts of our 4th Reserve Battalion. I thank
you for so kindly sending on my message to the 1st and 2nd Battalions. I was
anxious that they should know that although so far away they were in my
thoughts.—Believe me, yours very sincerely,
(Signed) Arthur.
List of Officers of the 1st Battalion Grenadier Guards on January 1, 1915

Jan.
Lieut.-Colonel L. R. Fisher-Rowe, Commanding Officer.
Major G. F. Trotter, M.V.O., D.S.O., Second in Command.
Lieut. C. V. Fisher-Rowe, Adjutant.
2nd Lieut. E. H. J. Duberly, Machine-gun Officer.
Lieut. C. Mitchell, Acting Quartermaster.
Capt. J. A. Morrison, King's Company.
2nd Lieut. C. T. R. S. Guthrie, King's Company.
2nd Lieut. C. G. Goschen, King's Company.
Captain the Hon. G. H. Douglas-Pennant, No. 2 Company.
2nd Lieut. Lord Brabourne, No. 2 Company.
2nd Lieut. C. F. Burnand, No. 2 Company.
Captain the Earl Stanhope, No. 3 Company.
2nd Lieut. Lord William Percy, No. 3 Company.
2nd Lieut. G. R. Westmacott, No. 3 Company.
Captain the Hon. R. Lygon, No. 4 Company.
Lieut. M. A. A. Darby, No. 4 Company.
2nd Lieut. F. O. S. Sitwell, No. 4 Company.
2nd Lieut. J. Parker-Jervis, No. 4 Company.
The following officers from the Artists' Rifles were attached to the Battalion:
Second Lieutenant Crisp to the King's Company, and Second Lieutenant A.
Moller to No. 2 Company.
The Battalion occupied the same trench line
all January, and every four days was
relieved by the Scots Guards, when it went into Divisional Reserve.
On the 11th a draft of 65 men under Captain W. E. Nicol arrived, and
on the 26th one of 60 men under Lieutenant H. W. Ethelston. On the
27th Lieutenant A. S. L. St. J. Mildmay joined.

Lieutenant-Colonel L. R. Fisher Rowe.
Commanding 1st Battalion. Died of
wounds received at Neuve Chapelle 10
March 1915.
Some officers of the Grenadiers were lent to the Scots Guards, who
were very short of officers, and remained away for some time. On
the 5th Second Lieutenant Crisp, who had been attached to the
Battalion from the Artists' Corps, was coming across an open place,
where the trenches had fallen in and had become impassable, when
he was shot through the body and died shortly afterwards. Lieut.-
Colonel Fisher-Rowe, who was only fifty yards away at the time,
came up to give him morphia, but found him quite unconscious. He

Feb.
March.
had done so well, and made himself so popular, that his death was
much regretted by the Battalion.
With this exception there were no casualties among the officers and
very few among the men, although the Germans expended a large
amount of ammunition on that part of the line.
The redoubts were finished, and proved a great success. It was
curious to note that the Germans were struck with the same idea,
and began constructing forts in rear of their inundated trenches. A
certain amount of leave was granted to the officers and N.C.O.'s,
and those who had been out some time were all given a week at
home.
February found the Battalion still in the
same trenches, which had by now been
very greatly improved. The problem of the water had been partially
solved by the efforts of the R.E., and the men were able to take
some pride in their trench line. There was a certain amount of
sickness, with occasional cases of influenza. A motor ambulance,
presented by Captain J. A. Morrison to the Battalion, arrived, and
while the officers and men much appreciated the gift, the Medical
Authorities were much concerned at the irregularity of the
proceeding.
On the 13th Lieutenant R. F. C. Gelderd-Somervell joined the
Battalion, and Captain the Earl Stanhope left to take up his duties as
A.D.C. to the General Commanding the Fifth Army Corps. He had
proved himself such a good officer that the Commanding Officer was
sorry to lose him. On the 23rd Captain E. F. F. Sartorius joined the
Battalion, and took over command of No. 3 Company.
There had been a certain number of casualties among the men from
sniping and shell-fire, but the greater part of the losses were from
sickness.
On March 3 the Battalion was relieved by
the Canadians, and billeted in the Rue du
Bois. It marched the next morning to Neuf Berquin, and on the

following day to Estaires. On the 10th it joined the rest of the 20th
Brigade, which was on the main Estaires—La Bassée road. Before
taking over the trenches, Lieutenant Darby was sent up to go over
the ground, so that he might be able to guide the companies when
they went up. At luncheon-time he returned with the intelligence
that the shelling in the front trench was terrific, and that even as far
back as the reserve trenches the noise was deafening, all of which
seemed to point to a lively time for the Battalion.
As the Battalion marched up, the men were much impressed by the
sight of the Chestnut Battery going into action. This crack battery of
the Royal Artillery, manned by splendid men and drawn by picked
horses, came thundering down the road, and as it passed the men
of the Grenadiers broke into a cheer.
Although the enemy's shells were bursting over the Battalion, only
one actually pitched near the men, doing no damage, and in the
evening the Battalion went into billets, the King's Company in the
Rue du Bacquerot, and Nos. 2, 3, and 4 in Cameren Lane.

2nd Batt. Nov.
1914.
Dec. 3.
Dec. 21.
CHAPTER IX
NOVEMBER 1914 TO MAY 1915 (2ND BATTALION)
The Battalion remained in billets at Meteren
from November 22 till December 22. The
casualties among the officers had been severe, and there only
remained Lieut.-Colonel Smith, Major Jeffreys, Captain Ridley,
Captain Cavendish, Lieutenant Hughes, Lieutenant and Adjutant the
Hon. W. Bailey, Lieutenant Beaumont-Nesbitt, Lieutenant Marshall,
Second Lieutenant Cunninghame (Transport Officer), Second
Lieutenant Gerard, Lieutenant and Quartermaster Skidmore, and
Captain Howell, R.A.M.C. (attached).
The King inspected the 4th Guards Brigade
at Meteren, and afterwards presented
Distinguished Conduct Medals to a certain number of N.C.O.'s and
men.
In the evening the following special order was issued:
The Brigadier is commanded by His Majesty the King, the Colonel-in-Chief, to
convey to the four battalions of the Brigade of Guards the following gracious
words which His Majesty addressed to the four Commanding Officers: "I am
very proud of my Guards, and I am full of admiration for their bravery,
endurance, and fine spirit. I wish I could have addressed them all, but that
was impossible. So you must tell them what I say to you. You are fighting a
brave and determined enemy, but if you go on as you have been doing and
show the same spirit, as I am sure you will, there can only be one end, please
God, and that is Victory. I wish you all good luck."
On December 21 the news arrived that the
Indian Corps had been heavily attacked,

Dec. 22-23.
and driven out of its trenches between La Bassée Canal and
Richebourg. The First Corps was at once to be moved down to this
part of the line, and that evening orders were received by the
Second Division to be ready to march at two hours' notice. When a
line of trenches stretches some hundreds of miles, the rough must
be taken with the smooth, and the 2nd Battalion Grenadiers was
soon to find that the site of its trenches was anything but an ideal
one. To dig a trench in a water-logged valley outraged all
preconceived principles; yet it was in such a locality that the men of
the Grenadiers were to find themselves for the following months.
Minor operations, as they were called, consisted in nibbling away a
few hundred yards. The casualties which occurred daily from
bombing and sniping were hardly taken into account. Yet those who
took part in this monotonous underground warfare did as much to
win the war as those who were fortunate enough to fight in one of
the big battles.
The 4th Brigade marched off early by
Merville to Bethune, about nineteen miles,
and there billeted fairly comfortably. The next day it marched on,
and halted in a field at Essarts, near Le Touret, in readiness to
support the 2nd Brigade. In the evening it moved on again, and took
over the line at Rue de Cailloux from the Royal Sussex Regiment
after dark. These trenches were very bad, and had been hastily
improvised from dykes, when the Germans succeeded in capturing
our front-line trenches a few days before. The water was always
knee-deep, in some places waist-deep, in mud and water, and as the
enemy's trench was within twenty-five yards, his snipers, who were
always enterprising, had plenty of opportunities of shooting. The
taking over of these trenches was complicated by men getting stuck,
and having to be dug out, so that it was nearly six hours before the
relief was completed. In some cases it took four hours to dig the
men out, during which time many of them fainted several times. No.
1 Company under Captain Sir M. Cholmeley, No. 2 under Captain P.
A. Clive, and half No. 3 under Captain Cavendish, were in the firing

Dec. 24.
line, while the other half of No. 3, and No. 4 Company under Captain
Ridley were in reserve.
The early morning began with considerable
sniping and bombardment with trench
mortars. It was bitterly cold, and the water in the trenches made
communication almost impossible. It seemed madness to attempt to
hold such a line of trenches, and yet there was no alternative.
Notes of warning arrived from General Headquarters:
It is thought possible that the enemy may be contemplating an attack during
Christmas or New Year. Special vigilance will be maintained during these
periods.
And again later:
Please note that when the enemy is active with Minenwerfer, it is generally
the prelude to an attack.
The enemy had the advantage of the ground, for not only did his
trenches drain into ours, but he was able to overlook our whole line.
In addition to this he was amply supplied with trench mortars and
hand grenades, so that we were fighting under very great
difficulties. He mined within ten yards of our trench, and blew in the
end of No. 2's trench, after which he attacked in great force, but was
unable to do more than just reach our line. Captain Sir M.
Cholmeley, Bart., and Second Lieutenant J. H. Neville were killed.
Sergeant G. H. Thomas, who had just been awarded the D.C.M., was
also killed, while Second Lieutenant G. G. Goschen was wounded
and taken prisoner. He had a narrow escape of being drowned in the
trench, and was propped up by one of the men just in time.
Lieutenant Eyre and Second Lieutenant Mervyn Williams were
wounded.
In the evening Lieut.-Colonel Smith came to the conclusion that
fighting under such conditions was only courting disaster, and that it
would be clearly better to dig a new line of trenches during the
night, but it was absolutely necessary to finish the new line before

Dec. 25.
daylight—otherwise it would be useless. Accordingly he gave orders
for a new line to be dug, and the men, soaked and stiff with cold as
they were, set to work at once. Rockets and fireballs gave the
enemy's snipers their opportunity, and the freezing water and hard
ground made the work difficult. There was, however, no artillery fire,
though the Minenwerfer were nearly as bad, and threw large shells
into our trenches. The new line was just completed as dawn broke
on Christmas morning.
The sniping continued steadily the next day
with great accuracy, and the slightest
movement drew a shot at once. Captain E. G. Spencer Churchill was
wounded in the head in this way, the bullet making a groove in his
skull. The new trenches, however, threatened to become as wet as
the old ones, although in the worst places they were built with a
high parapet and a shallow trench. No. 3 Company, under Captain
Cavendish, in particular succeeded in erecting an elevated trench of
this nature, in spite of the incessant sniping which was carried on
during the night.
Lord Cavan sent a message:
Hearty congratulations on good night's work. Thank Captain Cavendish and
his Company. Am absolutely satisfied with arrangements. Report when and
how you manoeuvre the little stream.
It being Christmas Day, plum puddings and other luxuries were
distributed, and Princess Mary's present of a box, containing a pipe,
tobacco, and cigarettes, was much appreciated.
In the evening the Battalion was relieved by the 3rd Battalion
Coldstream, and marched back to Le Touret, where it billeted, and
remained for forty-eight hours.
The Battalion was now composed as follows:

Dec. 27-28.
Dec. 29-30.
Lieut.-Colonel W. R. A. Smith, Headquarters.
Major G. D. Jeffreys, Headquarters
Lieutenant and Adjutant the Hon. W. R. Bailey, Headquarters
2nd Lieut. M. Williams (Machine-gun Officer), Headquarters
Lieutenant and Quartermaster J. H. Skidmore, Headquarters
Capt. J. S. Hughes, No. 1 Company.
Lieut. A. K. S. Cunninghame (Transport Officer), No. 1 Company.
2nd Lieut. J. N. Buchanan, No. 1 Company.
2nd Lieut. G. W. V. Hopley, No. 1 Company.
Capt. P. A. Clive, M.P., No. 2 Company.
Lieut. F. G. Marshall, No. 2 Company.
2nd Lieut. J. C. Craigie, No. 2 Company.
2nd Lieut. H. C. L. Rumbold, No. 2 Company.
Capt. A. B. R. R. Gosselin, No. 3 Company.
Capt. R. H. V. Cavendish, M.V.O., No. 3 Company.
Lieut. C. R. Gerard, No. 3 Company.
2nd Lieut. H. S. E. Bury, No. 3 Company.
Capt. E. D. Ridley, No. 3 Company.
Lieut. F. G. Beaumont-Nesbitt, No. 4 Company.
Lieut. C. R. Britten, No. 4 Company.
2nd Lieut. E. G. Williams, No. 4 Company.
Attached—Captain F. D. G. Howell, R.A.M.C.
The Battalion returned to the same line of
trenches, and found them as unpleasant as before. The cover had
been improved, and the communication trenches were better, but
the water stood in them as deep as ever. On the night of the 28th it
blew a gale, and the cold was intense. The rain that came down all
night not only filled the trenches with more water, but broke down
the parapet and loopholes in many places. The men passed a
miserable night, soaked to the skin, with no means of keeping warm,
and although the constant repairs to the parapet kept them
employed, the sniping made all work difficult and dangerous.

Dec. 31-Jan. 2.
Jan. 1915.
A few of the enemy's 6-inch shells fell on the trenches, but not with
sufficient accuracy to cause any damage. The trenches were still in a
terrible state, communication was impossible, and there were
numerous cases of frostbite. In the evening of the 29th the Battalion
was again relieved by the 3rd Battalion Coldstream, and went back
to Le Touret, where it remained two days.
On the 31st it returned to the flooded
trenches again, and was subjected to the
usual sniping and bombing. The Germans were using a trench
mortar which fired large bombs from some distance into our line,
while at that time we had nothing more than hand grenades, which
were somewhat primitive and dangerous to the thrower. The water,
however, was the greatest difficulty our men had to contend with: it
made the communication trenches impassable, and accounted for
more men than the enemy's bullets. It ate away the parapet, rotted
the men's clothing, rusted and jammed the rifles, retarded the food
supply, and generally made the life of the men in the trenches
hideous; but in spite of all this discomfort the men remained
cheerful and in good spirits.
Lord Cavan, who was much exercised by
the water problem, gave orders that all
impossible places were to be vacated and watched by pivots, and
the R.E. received instructions from him to give their attention to this
portion of the line. Our artillery proceeded systematically to flatten
out any house on the enemy's side, as it was found that the smallest
building usually harboured snipers, while the enemy's artillery kept
up a desultory fire; but after what the Battalion had been
accustomed to at Ypres, it seemed mere child's play.
Second Lieutenant H. C. Rumbold happened to be engaged in
drawing at one of the gunners' observation posts, when a shell
struck it; in addition to being wounded, he was struck by the falling
masonry, and was consequently sent home. Though the casualties in
the 4th Brigade had lately been very heavy, drafts were sent from
home with great efficiency, and the 2nd Battalion Grenadiers had a

Jan. 8-14.
fair supply of officers. The Coldstream was, however, very short, and
the Brigadier found it necessary to transfer the following officers
from the Grenadiers to the Coldstream: Lieutenants Kingsmill, Abel-
Smith, Lang, and Creed.
On January 2 the Battalion was relieved by the South Staffords, and
went into reserve at Locon, where it billeted and remained till the
7th of January.
The Prince of Wales, on one of his many visits to the Battalion,
brought the men a gramophone, which was much appreciated by
every one, and helped to enliven the evenings.
A few days' rest worked wonders with the
Battalion, and converted ill-shaved men, in
clothes sodden and coated with mud, once more into smart, well-
turned-out Guardsmen. The line now taken over was near Rue du
Bois, and the Battalion Headquarters were at Rue des Berceaux. Two
companies were in the firing line, with two platoons in the front
trench and the other two in support; the remainder of the Battalion
formed the reserve.
The rain continued in torrents, and the trench line became a sort of
lake. The companies, not in the front trench, were engaged in
digging second-line trenches, and a trench that was dug by Nos. 2
and 4 Companies was known for two years after as the Guards'
trench. It was considered a model of what a good trench should be.
The usual routine was to relieve the men in the trenches every
twelve hours, and bring them back to be dried, rubbed, and cleaned;
and there was not much sickness, although several men were
crippled with rheumatism, and would have found great difficulty in
marching any distance. The gruesome task of removing the dead
was effected by floating the bodies down the communication
trenches.
On the 12th the following order was circulated from Brigade
Headquarters:

Jan. 18-20.
Jan. 25-28.
The Brigadier has much pleasure in forwarding a copy of a letter received
from General Monro, and desires that it should be read to every man.
"I have this moment heard from an officer of the Indian Corps an account of
what he saw at the fight for Givenchy, in which the 1st Brigade was engaged.
His position enabled him to see the attack of the Coldstream, and the
following are his words: 'They marched forward without the least hesitation
under the most terrific fire, just as though they were on parade. The Indian
Brigade watched the progress of the Guards with the profoundest admiration.
I thought perhaps the officers and privates of the Brigade of Guards might
like to know the admiration which their conduct inspires in outsiders. We who
have been through much with them know right well that the description I
have given merely represents their normal behaviour in action, yet possibly it
may please the men to hear what I have written.'"
Lieut.-Colonel Smith in a private letter to Colonel Streatfeild wrote:
I cannot thank you enough for the excellent officers you have sent me out. I
have had the sorrow of seeing nearly a whole battalion of first-rate officers go
one by one, and yet you have been able to send me a second lot who
promise to be almost as good.
The Battalion was relieved by an Indian
regiment, and went into billets at Le Touret
to rest for two days, after which it returned to the trenches in Rue
des Bois near Rue des Berceaux. The water was as bad as ever, and
even rose after a snowstorm. The whole country was water-logged,
and there was constant difficulty in keeping up the parapets, which
crumbled and fell in great blocks, in spite of the ceaseless labour
expended on them. The enemy's snipers took every advantage of
the crumbling parapets, and accounted for many of our men.
Sergeant Croft was killed by a sniper, and Corporal Parkinson, who,
as Lord Bernard Gordon-Lennox's orderly, must have evaded
thousands of bullets and shells, was shot dead by a stray bullet.
After another four days in reserve at Les
Choqueaux, the 4th Brigade marched to
Gorre in support of the First Division, which endeavoured to retake
the trenches which had been lost at Givenchy. Having waited about
all day, the Brigade returned to its billets at Les Choqueaux in the

Feb. 1-5.
evening. The same procedure was gone through the following day,
but on neither occasion was the Brigade wanted.
Four officers of the Grenadiers had been temporarily attached to the
Scots Guards: Second Lieutenant H. S. E. Bury, Second Lieutenant G.
Hamilton Fletcher, Second Lieutenant A. H. Lang, Second Lieutenant
J. A. Denny. On the 25th they were all four hit by a shell that
exploded in the trench. Second Lieutenants Bury, Hamilton Fletcher,
and Lang were killed, and Second Lieutenant Denny was severely
wounded.
About this time a case of cerebral meningitis, or spotted fever, was
discovered at the Guards' Depot at Caterham, Surrey, and orders
were given for all drafts from England to be isolated. This caused a
certain amount of inconvenience, as it was by no means easy to
isolate a draft of 200 men. There were at the time only eight
subalterns with the Battalion, which made the duty very heavy for
the officers, but some of the other battalions had not even so many.
From the 28th to the 30th the Battalion remained in billets at Les
Choqueaux, and on the 30th marched to Bethune. It was only during
marches of this length that the whole Battalion assembled together,
and saw itself as a Battalion, instead of in isolated companies. It
presented an extraordinary appearance. Hung round like a Christmas
tree, wearing fur waist-coats, gum-boots, and carrying long French
loaves, braziers, charcoal, spades, and sandbags, it looked more like
a body of irregular troops from the Balkans than a battalion of
Guards.
On February 1 the Battalion marched to
Annequin, and No. 1 Company under Lord
Henry Seymour went into the trenches at Guinchy, to reinforce the
Coldstream Guards who had been heavily engaged. On the 2nd the
whole Battalion took over from the Irish Guards the trenches from La
Bassée road to the Keep, where it remained till the 5th. Although
there was heavy shelling, the casualties were not large, but Second
Lieutenant G. W. V. Hopley was badly wounded, and Sergeant Buttle
killed.

Feb. 1915.
On February 1 the Germans broke the line in the Guinchy
neighbourhood, and Cavan's 4th Brigade was brought up. A
company of the 2nd Battalion Coldstream, supported by one
company of Irish Guards, was ordered to counter-attack, but failed
to retake the lost trench. Lord Cavan, having left orders that the
ground was to be held at all costs, went off, and arranged a heavy
bombardment from the howitzers and siege guns. As soon as this
ceased 50 men from the 2nd Battalion Coldstream, followed by 30
men from the Irish Guards, with a company of the 2nd Battalion
Grenadiers in support, dashed forward, and succeeded in taking all
the lost ground. The attack was so successful that the Grenadiers
never came into action.
During the whole of February the 2nd
Battalion Grenadiers occupied the trenches
at Guinchy. The usual routine was forty-eight hours in the trenches,
and forty-eight hours' rest in billets at Beuvry. The weather, which at
home is only noticed by people with weak conversational powers,
becomes a matter of enormous importance when you have to stand
in a ditch for two days and two nights. The wet and cold made the
life in the trenches at first very trying, but later, when the spring
began, the nights in the trenches became bearable.
Sniping and bombing with intermittent shelling were of constant
occurrence. The sad news that some officer, sergeant, or private had
been killed was passed down the trenches with wonderful rapidity,
and was known at once by the whole Battalion. The line of trenches
now occupied by the Battalion was much drier than those it had
been accustomed to, and far more intricate. When the trenches were
known the relief became easy, although it was always carried out in
the dark, but at first, when the officers and N.C.O.'s took over the
trenches for the first time, it was long before every one settled
down.
The forty-eight hours' rest was spent in comparative comfort in
billets at Beuvry, where the inhabitants still lived in spite of the
proximity to the trenches. When the moment came to leave the

billets and return to the trenches, the Battalion moved up in small
parties at a time, in case the road should be shelled. Through
endless transport of all kinds the men slowly wound their way. They
usually met food going up, empties coming back, ammunition and
supplies of all sorts, and as it became darker the road was more
difficult. They often passed French troops on the way, with the
secondary French transport, a motley collection of every conceivable
sort of vehicle. Yet with all these different streams of men and
wagons there was never any confusion or accident. As the platoons
neared the trenches, stray bullets usually began to fly, and
occasionally shells. Then each company, on reaching its allotted
communication trench, disappeared, and so reached the firing line.
The Battalion Headquarters were in the cellar of the ruins of a
house, and here the business part of the work was carried on by
clerks and orderlies. Sometimes shells fell on the remains of the
house, but the cellar was never reached. A motor canteen presented
by Lord Derby to his old Battalion now arrived, and proved a great
boon. It could provide hot drinks for 300 men at a time.
On the 7th Second Lieutenant H. A. R. Graham was badly wounded,
and subsequently had to have his arm amputated. Captain A. B. R.
R. Gosselin was bending down trying to dress his wound, when a
piece of shell struck him in the neck and killed him instantaneously.
On the 8th Second Lieutenant P. L. M. Battye was wounded in the
leg, and Lieutenant Britten was sent to hospital with enteric fever.
On the 18th the Germans succeeded in taking a small portion of the
French trenches on our right, and that evening the French sent a
party to retake it. No report came, however, as to whether they had
been successful or not, and considerable doubt existed as to
whether this particular trench was in German or in French hands. In
order to decide this point, the French sent a reconnoitring party
down our communication trench on the right, and asked Captain P.
A. Clive's permission to move down our trench. Captain Clive not
only offered to help, but decided to go himself. Accompanied by
Major Foulkes, R.E., he led the French reconnoitring party into the

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