Operations Management Processes and Supply Chains 12Th Edition Krajewski Solutions Manual Full Chapter PDF

Operations Management Processes and
Supply Chains 12th Edition Krajewski

Solutions Manual
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Chapter
10 Operations Planning and Scheduling
DISCUSSION QUESTIONS
1. Over the past several years, many corporations have experienced reductions in the
workforce of sufficient size to receive attention in the media. Restructuring charges
reflected in the annual reports to stockholders are often in the order of magnitude of
$100,000 per employee. If business is expected to recover within a year, the company
would usually be better off to keep these employees on the payroll, perhaps shifting
some of them to sales, or loan others for community volunteer work. It is difficult to
estimate the monetary value of the following costs associated with layoffs:
 Decreased morale and loyalty of employees not laid off
 Employee stress, mortgage defaults, failed marriages, suicides
 Customers may question the ability to perform, creating a chilling effect on sales
 Suppliers may become suspicious of firm’s financial strength, demand cash
 Loss of experience, skill and knowledge inventories
 Loss of goodwill in community, future cooperation in zoning
 Loss of redevelopment incentives
 Loss of reputation as an employer, future difficulty in hiring a qualified
workforce
2. Responses will vary depending on which firms are used as examples. Some
industries, such as the U.S. auto industry, have a long history and tradition of
workforce furlough and recall to match production with demand. Generations of
employees are accustomed to this cycle, and fairly smoothly transition between
working in the plant during good times and finding other temporary careers when
business is slow. Other industries, such as utilities, have a history of stable
employment, but are now faced with competition, restructuring, and dealing with
employees who hired on for life and now feel betrayed. Stable employment requires
stable markets, management loyalty to the workforce, long product lifecycles,
financial strength, skilled workforces, and competition that also needs stable
workforces.
3. As a first step in MLB’s planning process, the organization’s direction and objectives
are set in the business plan. For MLB, their objectives are further developed into an
annual game schedule – which lays out which team plays which other team as part of
a series, whether this series is a two game, three game or four game series and, also,
whether the series is home or away. This is done for each of the 30 teams in the
league, thus resulting in a schedule of around 2,430 games spread over approximately
780 series over a 6-month period. The MLB would try to forecast game attendance,
10-1
Copyright © 2019 Pearson Education, Inc.
10-2  PART 2  Managing Customer Demand
take into consideration major events at the different cities (for example, a political
convention) and other major sporting events that would pose a conflict, in order to
maximize ticket revenue and television viewership revenue in developing the game
schedule. So, in this context, the level 1 Sales and Operations Plan for the MLB is
rather “fixed.” Once the game schedule for the entire season is developed, it also
helps determine the number of umpires needed to officiate the games.
At the next levels, resource planning and especially scheduling, umpires are assigned
to the various games with the goal of minimizing the number of miles traveled by
each umpire crew, while also keeping in mind that, because of union vacation
requirements each week, only 15 umpire crews will be available for scheduling. There
are also a number of constraints which need to be considered when determining the
schedules for the umpires. These include keeping each umpire crew together
throughout the season, providing an intermediate day off for crews traveling from the
west coast to the east coast and/ or working consecutive series more than 1,700 miles
apart, avoiding crews working more than 21 days without a day off (the 21-day rule),
avoiding the same crew umpiring more than one series played by any team within an
18-day period (the 18-day rule) and, finally, avoiding the same umpire crew working
more than four series played by any one team during the entire season.
4. Priority systems affect operations performance and aid management in making

operational decisions. They facilitate prioritizing of work in the organization, as all
the work to be performed in the organization cannot be done at the same time. The
choice of priority system also helps management to focus and consciously decide on
the scheduling system that will emphasize the performance criteria it considers to be
important. By providing guidance for the numerous routine decisions associated with
determining the sequence in which jobs are to be processed, priority systems allow
managers to spend more time with strategic issues.
PROBLEMS
S&OP Strategies
1. Barberton Municipal Division of Road Maintenance

a. The peak demand is 19,000 hours in quarter 3. As each employee can work
600 hours per quarter (500 on regular time and 100, or 0.20  500, on overtime),
the level workforce that relies just on overtime, allows no delay, and minimizes
undertime is
19,000/600 = 31.67 or 32 employees.
Cost Calculation Amount
Regular wages ($6,000 per quarter)(32)(4 quarters) $768,000
Overtime wages (3,000 hr in quarter 3)($18 per hr) 54,000
Hire costs ($3,000 per hire)(21 hires) 63,000
TOTAL $885,000

Operations Planning and Scheduling  CHAPTER 10  10-3
The 32 workers can produce (32)(500) = 16,000 hours of regular time in any
quarter. The 19,000-hour requirement in quarter 3 exceeds this amount by 3000
hours.
The total undertime hours can be calculated as:
Quarter 1 32(500) – 6,000 = 10,000 hours
Quarter 2 32(500) – 12,000 = 4,000
Quarter 4 32(500) – 9,000 = 7,000
21,000 hours
b. The chase strategy:
Quarter Demand (hr) Workforce Hires Layoffs
1 6,000 12 1
2 12,000 24 12
3 19,000 38 14
4 9,000 18 0 20
TOTAL 92 27 20

Regular wages ($6,000 per quarter)(92) $552,000
Layoff costs ($2,000 per layoff)(20 layoffs) 40,000
TOTAL $673,000
c. Proposed plan
This plan uses a mixed strategy. Although it uses the chase strategy for the first
two quarters, it hires on 7 extra workers in Quarter 3, using 3,500 hours of
overtime in (the equivalent of 6.2 workers) to fill the gap. The savings in hiring
and layoff costs exceeds the extra overtime costs.
Quarter Demand (hr) Workforce Hires Layoffs Overtime (hr)
1 6,000 12 1
2 12,000 24 12
3 19,000 31 7 3,500
4 9,000 18 0 13 0
TOTAL 85 20 13 3,500
Layoff costs ($2,000 per layoff)(13 layoff) 26,000
Overtime ($18 per hour)(3,500 hours) 63,000
TOTAL $659,000
2. Bob Carlton’s Golf Camp

a. The level strategy:
The peak demand is 6,400 hours in quarter 2. As each employee can work 600 hours
per quarter (480 on regular time and 120 on overtime), the level workforce that
covers requirements and minimizes undertime is 6,400/600 = 10.67 or 11
employees.
Regular wages ($7200 per quarter)(11)(8 quarters) $633,600

Overtime wages* (1,120 hr in quarter 2)($20 per hr) 22,400

(960 hr in quarter 6)($20 per hr) 19,200
TOTAL $705,200
* The 11 workers can produce (11)(480) = 5,280 hours of regular time in any quarter. The 6,400-
hour requirement in quarter 2 exceeds this amount by 1,120 hours. The 6,240-hour requirement
in quarter 6 exceeds this amount by 960 hours.
The total undertime hours can be calculated as:
Quarter 1 11(480) – 4,200 1,080 hours
Quarter 3 11(480) – 3,000 2,280
Quarter 4 11(480) – 4,800 480
Quarter 5 11(480) – 4,400 880
Quarter 7 11(480) – 3,600 1,680
Quarter 8 11(480) – 4,800 480
6,880 hours
b. The chase strategy:

Quarter Demand (hr) Workforce Hires Layoffs
1 4,200 9 1
2 6,400 14 5
3 3,000 7 7
4 4,800 10 3
5 4,400 10
6 6,240 13 3
7 3,600 8 5
8 4,800 10 2 0
TOTAL 81 14 12
TOTAL $771,200
c. Proposed plan:
This plan begins with just 9 workers for Quarter 1, as with the chase strategy.
However, it increases temporarily the workforce to 11 employees in Quarters 2
and 6, making up the shortfall with overtime.
Quarter Demand (hr) Workforce Hires Layoffs Overtime (hr)
1 4,200 9 1
2 6,400 11 2 1,120
3 3,000 9 2
4 4,800 9 480
5 4,400 9 80
6 6,240 11 2 960
7 3,600 9 2
8 4,800 9 0 0 480
TOTAL 76 5 4 3,120


TOTAL $675,600
This plan is more like the level strategy, except that only 9 employees are on the
workforce each quarter, with another 2 hired temporarily in Quarters 2 and 6. It also
uses more overtime than with the level strategy.
3. Bob Carlton’s Golf Camp with part-time instructors

a. One of many plans that take advantage of flexibility provided by part-time
instructors:
Demand Certified Cert Cert PT PT PT Overtime
Qtr (hr) Workforce Hires Layoffs Work Hours Hires Layoffs (hr)
1 4,200 9 1
2 6,400 10 1 720 3 880
3 3,000 8 2 3
4 4,800 8 720 3 240
5 4,400 8 560
6 6,240 10 2 720 720
7 3,600 8 2 3
8 4,800 8 720 3 240
TOTAL 69 4 4 3,440 9 6 2,080
Cert. hire costs ($10,000 per hire)(4 hires) 40,000
Cert. layoff costs ($4,000 per hire)(4 layoffs) 16,000
PT. hire costs ($2,000 per hire)(9 hires) 18,000
PT. labor costs ($12/hr) (3,440 hrs) 41,280
TOTAL $653,680
b. This plan reduces hiring and layoffs of certified instructors, reduces overtime, and
reduces total costs. However, a disadvantage of hiring temporary employees may
be the difficulty finding, hiring, and retaining them.
4. Donald Fertilizer Company

a. For Parts (a) and (b), we need to find the level production rate that is high
enough to avoid any backorders or backlogs. A good place to start is with the
average quarterly demand level, or 340,000/4 = 85,000 gallons per quarter. That
pace may or may not be sufficient, but let’s check it out. If we run short, then we
must increase the output rate until we reach a level that does not result in a
shortage for any of the four quarters. This particular production level is
evaluated in the following table, showing that it just gets by with no extra
anticipation inventory at the end of the Quarter 4.
Production Rate Demand (gallons) Anticipation Inventory
Quarter (gallons) in Quarter in Quarter (gallons) at Quarter’s End
1 85,000 80,000 5,000
2 85,000 50,000 40,000
3 85,000 80,000 45,000

4 85,000 130,000 0
b. The anticipation inventory is shown in the above table. The anticipation
inventory for a quarter is the beginning inventory of the prior period (0 at the
start of quarter 1), plus production, minus demand. For Quarter 1, it is 5,000
gallons (or 0 + 85,000 – 80,000).
c. In part (a), the average demand rate fortunately can also be our average
production rate. That solution is not always sufficient, as demonstrated here for
another demand pattern where the peak occurs early in the year. Shown below is
what would happen if we used 85,000 as the level production rate with the new
demand forecasts. The column for anticipation inventory shows backorders in
Quarters 2 and 3, which are not allowed.
1 85,000 80,000 5,000
2 85,000 130,000 40,000
3 85,000 50,000 5,000
4 85,000 80,000 0
So we will have to set the production rate higher to meet demand, which has the
peak in Quarter 2. Using trial-and-error with increasingly larger production rates
(say 90,000, 100,000, and finally 105,000), we discover that the 105,000 level
production rate will meet the demand for each quarter. The table below shows a
large buildup of anticipation inventory at the end of the year, which will carry
over into the next year. If next year’s demand is about the same as this year’s,
we will be able to cut back on our level production rate next year. Probably a
better solution is to consider a mixed strategy.
1 105,000 80,000 25,000
2 105,000 130,000 0
3 105,000 50,000 55,000
4 105,000 80,000 80,000
5. Kerby Corporation
a. Level Strategy Production Plan – using Excel Spreadsheet
Level Strategy
Number of Total Beginning Ending
Month Demand Hires Layoffs
Employees Production Inventory Inventory
- 140 -
1 500 163 1,630 - 1,130 23 -
2 800 163 1,630 1,130 1,960 - -
3 1,000 163 1,630 1,960 2,590 - -
4 1,400 163 1,630 2,590 2,820 - -
5 2,000 163 1,630 2,820 2,450 - -
6 3,000 163 1,630 2,450 1,080 - -
7 2,700 163 1,630 1,080 10 - -
8 1,500 163 1,630 10 140 - -
9 1,400 163 1,630 140 370 - -

10 1,500 163 1,630 370 500 - -

11 2,000 163 1,630 500 130 - -
12 1,200 163 1,630 130 560 - -
Sum 1,956 13,740 23 -
Level Strategy Wages $2,000/month/employee $3,912,000

Hire costs $2,000/hire $46,000
Layoff costs $500/layoff $0
Inventory costs $32/unit/month $439,680
Total Cost $4,397,680
b. Chase Strategy Production Plan – using Excel Spreadsheet

Chase Strategy
- 140 -
1 500 50 500 - - - 90
2 800 80 800 - - 30 -
3 1,000 100 1,000 - - 20 -
4 1,400 140 1,400 - - 40 -
5 2,000 200 2,000 - - 60 -
6 3,000 300 3,000 - - 100 -
7 2,700 270 2,700 - - - 30
8 1,500 150 1,500 - - - 120
9 1,400 140 1,400 - - - 10
10 1,500 150 1,500 - - 10 -
11 2,000 200 2,000 - - 50 -
12 1,200 120 1,200 - - - 80
Sum 1,900 - 310 330
Chase Strategy Wages $2,000/month/employee $3,800,000

Layoff costs $500/layoff $165,000
Inventory costs $32/unit/month $0
c. Mixed Strategy Production Plan – using Excel Spreadsheet

Mixed Strategy
0 140 0
1 500 163 1,630 0 1,130 23 0
2 800 163 1,630 1,130 1,960 0 0
3 1,000 163 1,630 1,960 2,590 0 0
4 1,400 163 1,630 2,590 2,820 0 0
5 2,000 163 1,630 2,820 2,450 0 0
6 3,000 163 1,630 2,450 1,080 0 0
7 2,700 163 1,630 1,080 10 0 0
8 1,500 150 1,500 10 10 0 13
9 1,400 140 1,400 10 10 0 10
10 1,500 150 1,500 10 10 10 0
11 2,000 200 2,000 10 10 50 0
12 1,200 120 1,200 10 10 0 80

Sum 1,901 12,090 83 103
Mixed Strategy Wages $2,000/month/employee $3,802,000

Layoff costs $500/layoff $51,500
Inventory costs $32/unit/month $386,880
d. Cost Comparisons – Total cost is minimized by the Level Strategy

Level Chase Mixed
Wages $3,912,000 $3,800,000 $3,802,000
Hire costs $46,000 $620,000 $166,000
Layoff costs $0 $165,000 $51,500
Inventory costs $439,680 $0 $386,880
Total Cost $4,397,680 $4,585,000 $4,406,380
6. Gretchen’s Kitchen
a. Each hamburger requires 4 minutes, each pint of chili requires 3 minutes, each
drink/shake requires 2 minutes, and each bag of French fries requires 2 minutes.
Because the average customer buys 2.1 hamburgers, 0.2 pint of chili, 1 drink,
and 1 bag of French fries, the average time required per customer is:
2.1(4) + 0.2(3) + 1.0(2) + 1.0(2) = 13 minutes
The service requirements, given in hours, are:
Month
J F M A M J J A S O N D Total
Cust. 3,200 2,600 3,300 3,900 3,600 4,200 4,800 4,200 3,800 3,600 3,500 3,000 43,700
Hrs.* 693.3 563.3 715 845 780 910 1,040.0 910.0 823.3 780.0 758.3 650.0 9468.2
* In any month, the hours of requirements are the estimated number of customers times 13 minutes
divided by 60 minutes.
b. Three strategies
Level strategy with overtime and undertime:
The maximum requirement in any month is 1,040 hours. The maximum number
of hours an employee can work is 96 hours: 80 on regular time and 16 on
overtime. Consequently, to avoid lost demand we need 1,040/96 = 10.83 or 11
employees. This gives us a monthly capacity of 11(80) = 880 hours on regular
time. With this workforce we would need the following overtime: 30 hours in
June, 160 hours in July, and 30 hours in August, for a total of 220 hours.
Total cost = Regular-time wages + Overtime wages + Hire costs
= 11($400)(12 months) + 220($7.50) + 1($250)
= $54,700

Modified chase strategy with a base workforce of 10:

With 10 employees the regular-time capacity is 800 hours per month. Hiring and
laying off to avoid overtime and undertime results in the following plan:
Month
J F M A M J J A S O N D
Requirements 693.3 563.3 715.0 845.0 780.0 910.0 1,040.0 910.0 823.3 780.0 758.3 650.0
Workforce 10 10 10 11 10 12 13 12 11 10 10 10
Capacity 800 800 800 880 800 960 1,040 960 880 800 800 800
Hires - - - 1 - 2 1 - - - - -
Layoffs - - - - 1 - - 1 1 1 - -
Total cost = Wages + Hire costs + Layoff costs

= (129 employee-months)($400) + 4($250) + 4($50)
= $52,800
Chase strategy:
With this plan, hiring and laying off is used to match the requirements without
the need for overtime.
Month
J F M A M J J A S O N D
Requirements 693.3 563.3 715 845 780 910 1,040.0 910.0 823.3 780.0 758.3 650.0
Workforce 9 8 9 11 10 12 13 12 11 10 10 9
Capacity 720 640 720 880 800 960 1,040 960 880 800 800 720
Hires — — 1 2 — 2 1 — — — — —
Layoffs 1 1 — — 1 — — 1 1 1 — 1
Total cost = Wages + Hire costs + Layoff costs
= (124 employee-months)($400) + 6(250) + 7($50)
= $51,450
The best plan is the chase strategy.
c. If the cost of hiring were only $50, the total costs of the plans would be:
Level strategy: $54,500
Modified chase strategy with base workforce: $52,000
Chase strategy: $50,250
The strategy would not change in this case. The best is still a pure chase
strategy. However, the manager should consider employee morale. Hiring and
laying off employees may cause a reduction in productivity. Eventually, it may
be difficult to find employees willing to work if they think they may be laid off
after a few months.
7. Breakeven Analysis
The fixed cost for the regular time only is the sum of the hire and layoff costs,
whereas the fixed cost of the overtime option is $0. Setting the total cost of the
regular time only option to the total cost of the overtime option, and solving for w,
we get:
5,000 + 500w = 750w
250w = 5,000
w = 20
Thus the hire/layoff option using regular time only has a lower cost than overtime if
the duration of the demand surge exceeds 20 weeks.

Spreadsheets for Sales and Operations Planning
8. Tax Prep Advisers Inc.

a. Level strategy
The most overtime we can use is 25% of regular-time capacity (W), so we have
1.25W = 20 employees (maximum need in any period)
W = 20/1.25 = 16 employees
This staff size minimizes the resulting amount of undertime, although is it still
considerable because anticipation inventory is not an option for this service
provider. As there are already 10 employees, Tax Prep Advisers should hire 6
more. Plan 1 shows the resulting hires and overtime.
Plan 1: Level Strategy
b. Chase strategy
This strategy simply involves adjusting the workforce as needed to meet
demand. Plan 2 shows the effect of changing the staff level with hires and
layoffs.
1 2 3 4 5 6 7 8 9 10 11 12 Total
Requirement 5 8 10 13 18 20 20 14 12 8 2 1 131
Staff level 5 8 10 13 18 20 20 14 12 8 2 1 131
Hires — 3 2 3 5 2 — — — — — — 15
Layoffs 5 — — — — — — 6 2 4 6 1 24
Overtime — — — — — — — — — — — — 0

Output from OM Explorer confirms these calculations:
c. Mixed Strategy: The Level strategy had a lower cost (because undertime has no
cost) than the chase strategy (because of the frequent hiring and layoff costs). In
addition, anticipation inventory is not allowed. These observations suggest a
strategy of chasing the increasing demand until the peak is reached (rather than
hiring them all in period 1), and then keep the workforce level at that level for the
rest of the year. The plan is shown below.
Plan 3 has the same cost as Plan 1. Management may find it better on qualitative
basis, because it calls for less undertime (although still sizeable). Much depends on
whether management can attract a workforce that seeks part-time jobs.

d. Cost comparisons for the staffing plans

Cost Plan 1: Level Strategy Plan 2: Chase Strategy Plan 3: Mixed Strategy
Utilized RT @ $1500 121 wrk-mo. = $181,500 131 worker-mo. = $196,500 121 worker-mo. = $181,500
OT @ $2,250 10 worker-mo. = $ 22,500 0 worker-mo. = $ 0 10 worker-mo. = $ 22,500
Hire @ $2,500 6 workers = $ 15,000 15 workers = $ 37,500 6 workers = $ 15,000
Layoff @ $2,000 0 workers = $ 0 24 workers = $ 48,000 0 workers = $ 0
Total $219,000 $282,000 $219,000
9. Climate Control Inc.

a. If overtime is authorized only in months in which regular time production and
current inventory levels are not adequate to meet the current month’s demand,
not enough overtime capacity will be available. Overtime is first required in
month 6. If management waits until this point to use overtime, shortages will
occur.
Regular
Number of Beginning Ending Overtime Overtime
Month Demand Production
Employees Inventory Inventory Required Available
Capacity
- 9 24,000
1 25,000 9 18,000 24,000 17,000 - -
2 16,000 9 18,000 17,000 19,000 - -
3 15,000 9 18,000 19,000 22,000 - -
4 19,000 9 18,000 22,000 21,000 - -
5 32,000 9 18,000 21,000 7,000 - -
6 29,000 9 18,000 7,000 (400) 4,000 3,600
7 27,000 9 18,000 (400) (5,800) 9,400 3,600
8 22,000 9 18,000 (5,800) (6,200) 9,800 3,600
9 14,000 9 18,000 (6,200) - 2,200 2,200
10 15,000 9 18,000 - 3,000 - -
11 20,000 9 18,000 3,000 1,000 - -
12 6,000 9 18,000 1,000 13,000 - -
Sum 108 90,600 25,400 13,000
b. The ability to backorder up to 5,000 suits from month to month instead of using
overtime is also an inadequate strategy. In month 6, backorders of 4000 units
must be backordered. Starting in month 7 and beyond, well over the 5,000 unit
limit would have to be backordered each month to keep up with demand.
Regular Units of
Number of Beginning Ending
Month Demand Production Backorders
Employees Inventory Inventory
Capacity Required
- 9 24,000
1 25,000 9 18,000 24,000 17,000 -
2 16,000 9 18,000 17,000 19,000 -
3 15,000 9 18,000 19,000 22,000 -
4 19,000 9 18,000 22,000 21,000 -
5 32,000 9 18,000 21,000 7,000 -
6 29,000 9 18,000 7,000 (4,000) 4,000
7 27,000 9 18,000 (4,000) (13,000) 13,000
8 22,000 9 18,000 (13,000) (17,000) 17,000
9 14,000 9 18,000 (17,000) (13,000) 13,000
10 15,000 9 18,000 (13,000) (10,000) 10,000
11 20,000 9 18,000 (10,000) (12,000) 12,000

c. The preemptive use of overtime in months 1-4 will adequately address the
shortage issue as long as a small amount of overtime is authorized in month 8.
Regular
Number of Beginning Ending Overtime Overtime
Month Demand Production
Employees Inventory Inventory Required Used
Capacity
- 9 24,000
1 25,000 9 18,000 24,000 20,600 3,600 3,600
2 16,000 9 18,000 20,600 26,200 3,600 3,600
3 15,000 9 18,000 26,200 32,800 3,600 3,600
4 19,000 9 18,000 32,800 35,400 3,600 3,600
5 32,000 9 18,000 35,400 21,400 - -
6 29,000 9 18,000 21,400 10,400 - -
7 27,000 9 18,000 10,400 1,400 - -
8 22,000 9 18,000 1,400 - 2,600 2,600
9 14,000 9 18,000 - 4,000 - -
10 15,000 9 18,000 4,000 7,000 - -
11 20,000 9 18,000 7,000 5,000 - -
12 6,000 9 18,000 5,000 17,000 - -
Sum 108 181,200 2,600 17,000
10. King Kool Company

a. Level strategy with overtime, undertime, and vacations:.
The following plan calls for a level workforce of 142 employees, because when
combined with 28 employee-month equivalents (or 0.20 x 142 = 28.4) of
overtime in June avoids any backorders. The total cost is $2,706,000. The plan’s
biggest advantage is a stable workforce. However, inventory is not allowed with
the level strategy. The workforce must be increased, and yet undertime and
overtime costs are high. Paid vacations amount to 65 employee-month periods
(or 0.5 x 130) for the current employees, and are used during the slack season. If
demand holds up in the following year, paid vacations would increase to 71
periods for all 142 employees.


b. Chase strategy with vacations:

The following plan costs less at $2,285,000. However, the workforce fluctuates
widely, which creates a considerable amount of hiring and layoffs. Students
may not agree on how many periods to provide for paid vacations. Accounting
students will argue that vacation time is accrued; that so long as an employee is
on the workforce at the end of the previous year, he/she gets vacation the
following year; i.e at least all 80 in January, if not all 130 current employees
who’ve already earned it.
Here we provide overtime during November and December, and base the
amount on the workforce size at the end of October, or 60 x 0.5 = 30. If it is
based on the number employed in November, only 40 vacations periods are
needed, which reduces the cost to $2,265,000. One does wonder if this plan
does justice to the workers who have been with the company for years.


c. Mixed strategy with inventory, overtime, backorders and vacations:

The cost of the following plan costs drops to $2,239,000. The workforce is
smaller and more stable, and only 50 vacation periods are needed (or 100 x 0.5).
If 59 vacation periods are provided, given the 118-person workforce in
September, the cost would not really change. The 9 extra vacation periods
would be offset by a 9-period decrease in undertime (if it is provided in
October-December). In balance, this plan seems to be the best of the three plans
presented.


11. Classico Inc.

Output from Sales and Operations Planning with Spreadsheets solver in OM Explorer
show the derived inputs: Utilized time, Inventory, Hires and Layoffs; and the associated
costs.
Inputs
Starting Workforce 20 Cost to Hire One Worker $ 10,000.00

Wages per Worker per Period $ 4,000.00 Cost to Lay Off One Worker $ 20,000.00
Overtime Pay Percentage 150% Initial Inventory Level 10
Subcontracting Cost per Period 0 Initial Backorders 0
Inventory Cost $ 100.00
Backorder Cost $ 250.00
Period January February March April May Total

Inputs
Forecasted demand 20 30 40 30 20 140
Workforce level 20 20 20 20 20 100
Undertime 0 0 0 0 0 0
Overtime 0 0 10 20 0 30
Vacation time 0 0 0 0 0 0
Subcontracting time 0 0 0 0 0 0
Backorders 0 0 10 0 0 10
Derived
Utilized time 20 20 20 20 20 100
Inventory 10 0 0 0 0 10
Hires 0 0 0 0 0 0
Layoffs 0 0 0 0 0 0
Calculated
Utilized time cost $ 80,000.00 $ 80,000.00 $ 80,000.00 $ 80,000.00 $ 80,000.00 $ 400,000.00
Undertime cost $ - $ - $ - $ - $ - $ -
Overtime cost $ - $ - $ 60,000.00 $ 120,000.00 $ - $ 180,000.00
Vacation time cost $ - $ - $ - $ - $ - $ -
Inventory cost $ 1,000.00 $ - $ - $ - $ - $ 1,000.00
Backorders cost $ - $ - $ 2,500.00 $ - $ - $ 2,500.00
Hiring cost $ - $ - $ - $ - $ - $ -
Layoff cost $ - $ - $ - $ - $ - $ -
Subcontracting cost $ - $ - $ - $ - $ - $ -
Total cost $ 81,000.00 $ 80,000.00 $ 142,500.00 $ 200,000.00 $ 80,000.00 $ 583,500.00
Reminder: Express the forecasted demand and reactive alternatives as employee-period equivalents.
12. Gemini Inc.

Output from Sales and Operations Planning with Spreadsheets solver in OM Explorer
show the model’s inputs given derived inputs: Utilized time, Inventory, Hires and
Layoffs; and the associated costs.

Inputs
Starting Workforce 20 Cost to Hire One Worker $ 2,000.00

Wages per Worker per Period $ 2,500.00 Cost to Lay Off One Worker $ 5,000.00
Overtime Pay Percentage 150% Initial Inventory Level 0
Subcontracting Cost per Period 0 Initial Backorders 10
Inventory Cost $ 100.00
Backorder Cost $ 250.00
Period January February March April May Total

Inputs
Forecasted demand 10 10 40 40 65 165
Workforce level 20 20 30 30 30 130
Undertime 0 0 0 0 0 0
Overtime 0 0 15 10 10 35
Vacation time 0 0 0 0 0 0
Subcontracting time 0 0 0 0 0 0
Backorders 0 0 0 0 10 10
Derived
Utilized time 20 20 30 30 30 130
Inventory 0 10 15 15 0 40
Hires 0 0 10 0 0 10
Layoffs 0 0 0 0 0 0
Calculated
Utilized time cost $ 50,000.00 $ 50,000.00 $ 75,000.00 $ 75,000.00 $ 75,000.00 $ 325,000.00
Undertime cost $ - $ - $ - $ - $ - $ -
Overtime cost $ - $ - $ 56,250.00 $ 37,500.00 $ 37,500.00 $ 131,250.00
Vacation time cost $ - $ - $ - $ - $ - $ -
Inventory cost $ - $ 1,000.00 $ 1,500.00 $ 1,500.00 $ - $ 4,000.00
Backorders cost $ - $ - $ - $ - $ 2,500.00 $ 2,500.00
Hiring cost $ - $ - $ 20,000.00 $ - $ - $ 20,000.00
Layoff cost $ - $ - $ - $ - $ - $ -
Subcontracting cost $ - $ - $ - $ - $ - $ -
Total cost $ 50,000.00 $ 51,000.00 $ 152,750.00 $ 114,000.00 $ 115,000.00 $ 482,750.00
Reminder: Express the forecasted demand and reactive alternatives as employee-period equivalents.
Scheduling
13. Michaels Distribution Center

Day M T W Th F S Su
Requirements 6 3 5 3 7 2 3
M T W Th F S Su Employee
6 3 5 3 7 2 3 1
5 2 4 2 6 2 3 2

4 1 3 1 5 2 3 3
3 1 3 0 4 1 2 4
2 0 2 0 3 1 2 5
1 0 2 0 2 0 1 6
0 0 1 0 1 0 1 7
The number of employees is 7. They are scheduled to take the boxed days off.
14. Cara Ryder’s ski school needs 11 instructors.

a. Alternative 1. The heuristic does have a number of different solutions.
M T W Th F S Su Instructor
7 5 4 5 6 9 8 1
6 5 4 5 5 8 7 2
2
5 4 4 5 5 7 6 3
5 4 4 4 4 6 5 4
4 4 4 4 3 5 4 5
3 3 4 4 3 4 3 6
3 3 3 3 2 3 3 7
2 2 2 2 2 3 3 8
2 2 2 1 1 2 2 9
1 1 1 1 1 2 1 10
1 1 0 0 0 1 0 11
b. Instructors are scheduled to take the boxed days off in the solution shown in part
(a).
M T W Th F S Su
On-duty 7 5 4 5 6 9 8
Slack 0 0 0 0 0 0 0
Alternative 2 (Optional)
M T W Th F S Su Instructor
7 5 4 5 6 9 8 1
6 5 4 5 5 8 7 2
5 4 4 5 5 7 6 3
5 4 4 4 4 6 5 4
4 3 4 4 4 5 4 5
4 3 3 3 3 4 4 6
3 3 3 3 2 3 3 7
2 2 2 2 2 3 3 8
2 2 2 1 1 2 2 9

1 1 1 1 1 2 1 10
1 1 0 0 0 1 1 11
Instructors are scheduled to take the boxed days off.
M T W Th F S Su
On-duty 7 5 4 5 6 9 8
Slack 0 0 0 0 0 0 0
15. The environmentally progressive mayor of Cambridge, Colorado.

a. We used Workforce Scheduler Solver in OM Explorer to arrive at the minimum
number of collectors. For each employee, the sentences on the right show his or her
two off-days.
The minimum number of employees is 12. However, many schedules (particular

assignments of on-duty periods) are possible.
b. The work schedule for the analysis in part (a) is to assign employees the
stipulated days off.
On-duty 12 10 10 10 7 4 7
Slack 0 3 1 1 2 1 1
c. We can use the heuristic method again to find whether we can get by with fewer
employees. One solution follows.

8 7 7 7 7 7 7 1
7 6 6 6 6 7 7 2
6 5 5 6 6 6 6 3
5 5 5 5 5 5 5 4
4 4 4 4 4 5 5 5
3 3 3 4 4 4 4 6
2 3 3 3 3 3 3 7
2 3 2 2 2 2 2 8
1 2 1 1 1 2 2 9
0 1 0 1 1 1 1 10
0 1 0 0 0 0 0 11
i. Only 11 employees would be needed now. Total slack generated from

this work schedule is:
M T W Th F S Su
On-duty 9 7 9 8 8 7 7
Slack 1 0 2 1 1 0 0
ii. With preference to S-Su pairs.
8 7 7 7 7 7 7 1
7 6 6 6 6 7 7 2
6 5 5 6 6 6 6 3
5 5 5 5 5 5 5 4
4 4 4 4 4 5 5 5
3 3 3 4 4 4 4 6
2 3 3 3 3 3 3 7
2 2 2 2 2 2 3 8
1 1 1 1 2 2 2 9
0 0 1 1 1 1 1 10
The number of employees needed is reduced to 10, and no slack is generated

from this solution.
M T W Th F S Su
On-duty 8 7 7 7 7 7 7
Slack 0 0 0 0 0 0 0
iii. Because each employee requires a truck, the number of trucks needed
would be 8 to cover Monday, even though the actual number of
employees available would be 9 in the solution (i). Assuming that extra

employees are put to work doing some support activities, the smoothing
of the workload will result in a reduction of 4 trucks over the
requirements schedule in part (a).
16. Little 6, Inc.

As shown in the following table, the number of accountants required each day is a
function of the number of each type of return to be prepared. For example, on Tuesday
the demand for an accountant’s time is (14x1.5 hrs)+(10x4.0 hrs) = 61 hrs. Since each
accountant can work no more than 10 hours per day, 7 accountants are needed.
Time M T W Th F S Su
Personal tax returns 1.5 24 14 18 18 10 28 16
Corporate tax returns 4.0 16 10 12 15 224 12 4
Total hours required 100 61 75 87 111 90 40
Accountants 10.0 10 7 8 9 12 9 4
a. The following table provides definitions for the Linear Programming

decision variables (“W” indicates a work day). Thus, accountants assigned
to schedule X1 will work Monday – Friday
Decision Monday Tuesday Wednesday Thursday Friday Saturday Sunday

Variable
X1 W W W W W
X2 W W W W W
X3 W W W W W
X4 W W W W W
X5 W W W W W
X6 W W W W W
X7 W W W W W
Demand 10 7 8 9 12 9 4

One optimal solution is provided in the following table
Decision Monday Tuesday Wednesday Thursday Friday Saturday Sunday Number of

Variable Accountants
Scheduled
X1 W W W W W 4
X2 W W W W W 3
X3 W W W W W 0
X4 W W W W W 2
X5 W W W W W 3
X6 W W W W W 1
X7 W W W W W 0
Demand 10 7 8 9 12 9 4 59
Supply 10 11 8 9 12 9 6 65
Surplus 4 2 6
In this accountant-minimizing solution of 13 accountants, 4 accountants work

Monday – Friday , 3 accountants work Tuesday – Saturday, 2 accountants work
Thursday – Monday, 3 accountants work Friday – Tuesday, and 1 accountant
works Saturday – Wednesday.
The POM for Windows Linear Programming formulation for part a:
The POM for Windows Linear Programming solution for part a:
POMS for Windows finds the same optimal solution with 13 accountants.

b. Linear Programming decision variable definitions (“W” indicates a work

day) and objective function coefficients.
Decision Monday Tuesday Wednesday Thursday Friday Saturday Sunday Payrate
Variable
X1 W W W W W $1,200
X2 W W W W W $1,300
X3 W W W W W $1,450
X4 W W W W W $1,450
X5 W W W W W $1,450
X6 W W W W W $1,450
X7 W W W W W $1,350
The solution is provided in the following table

Decision Monday Tuesday Wednesday Thursday Friday Saturday Sunday Number of Weekly
Variable Accountants Payroll
Scheduled Cost
X1 W W W W W 4 $4,800
X2 W W W W W 3 $3,900
X3 W W W W W 0 $0
X4 W W W W W 2 $2,900
X5 W W W W W 3 $4,350
X6 W W W W W 1 $1,450
X7 W W W W W 0 $0
Demand 10 7 8 9 12 9 4 59 $17,400
Supply 10 11 8 9 12 9 6 65
Surplus 4 2 6
In this payroll-minimizing solution, 4 accountants work Monday – Friday, 3
accountants work Tuesday – Saturday, 2 accountants work Thursday – Monday, 3
accountants work Friday – Tuesday, and 1 accountant works Saturday –
Wednesday. The total payroll cost is $17,400
The POM for Windows Linear Programming formulation and solution for part b:

POMS for Windows finds the same optimal solution with 13 accountants and a
total payroll cost of $17,400.
c. Linear Programming decision variable definitions (“W” indicates a work
day) and objective function coefficients. Variable X8 has been included to
represent the part-time employees available to work Friday – Sunday.
Decision Monday Tuesday Wednesday Thursday Friday Saturday Sunday Payrate

Variable
X1 W W W W W $1200
X2 W W W W W $1300
X3 W W W W W $1450
X4 W W W W W $1450
X5 W W W W W $1450
X6 W W W W W $1450
X7 W W W W W $1350
X8 W W W $800
The solution is provided in the following table
Decision Monday Tuesday Wednesday Thursday Friday Saturday Sunday Number of Weekly
Variable Accountants Payroll
Scheduled Cost
X1 W W W W W 5 $6,000
X2 W W W W W 1 $1,300
X3 W W W W W 0 $0
X4 W W W W W 3 $4,350
X5 W W W W W 0 $0
X6 W W W W W 2 $2,900
X7 W W W W W 0 $0
X8 W W W 3 $2,400
Demand 10 7 8 9 12 9 4 59 $16,950
Supply 10 8 8 9 12 9 8 64
Surplus 1 4 5
In this payroll-minimizing solution, 5 accountants work Monday – Friday, 1

accountant work Tuesday – Saturday, 3 accountants work Thursday – Monday, 2
accountants work Saturday to Wednesday, and 3 temp accountant work Friday
Sunday. The total payroll cost is $16,950. a savings of $450. over the optimal
solution in part b.

The POM for Windows Linear Programming formulation and solution for part c:
POMS for Windows finds the same optimal solution with a total payroll cost of
$16,950.
17. Return to Problem 13.

The following table provides definitions for the Linear Programming decision variables
(“W” indicates a work day). Thus, loading dock workers assigned to schedule X1 will
work Monday – Wednesday.
Decision Monday Tuesday Wednesday Thursday Friday Saturday Sunday

Variable
X1 W W W
X2 W W W
X3 W W W
X4 W W W
X5 W W W
X6 W W W
X7 W W W
Demand 6 3 5 3 7 2 3

The solution is provided in the following table. 13 workers are required.
Decision Monday Tuesday Wednesday Thursday Friday Saturday Sunday Number

Variable of
Loaders
Scheduled
X1 W W W 5
X2 W W W 0
X3 W W W 5
X4 W W W 0
X5 W W W 2
X6 W W W 0
X7 W W W 1
Demand 6 3 5 3 7 2 3 29
Supply 6 6 10 5 7 2 3 39
Surplus 3 5 2 10
The POM for Windows Linear Programming model formulation and solution:
POMS for Windows finds the same optimal solution with 13 workers required.

18. Hickory Company

a. Schedules for two rules
FCFS rule:
Hr Since Start Machine Finish Due Past Flow
Customer Order Time Time Time Date Due Time
Sequence Arrived (hr) (hr) (hr) (hr) (hr) (hr)
1 6 0 + 10 = 10 12 0 16
2 5 10 + 3 = 13 8 5 18
3 3 13 + 15 = 28 18 10 31
4 1 28 + 9 = 37 20 17 38
5 0 37 + 7 = 44 21 23 44
16  18  31  38  44
Average flow time = = 29.4 hours
5
0  5  10  17  23
Average hours past due = = 11.0 hours
5
EDD rule:
Hr Since Start Machine Finish Due Hr Flow
Customer Order Time Time Time Date Past Time
Sequence Arrived (hr) (hr) (hr) (hr) Date (hr)
2 5 0 + 3 = 3 8 0 8
1 6 3 + 10 = 13 12 1 19
3 3 13 + 15 = 28 18 10 31
4 1 28 + 9 = 37 20 17 38
5 0 37 + 7 = 44 21 23 44
8  19  31  38  44
Average flow time = = 28.0 hours
5
0  1  10  17  23
Average hours past due = = 10.2 hours
5
b. The EDD rule is better than FCFS on both average flow time (28.0 vs. 29.4) and
average hours past due (10.2 vs. 11.0). It gives the better schedule, although this is not
always true.

19. Website designer

FCFS rule:
Day Start Processing Finish Days Flow
Customer Due
Order Time Time Time Past Time
Sequence Date
Arrived (days) (days) (days) Date (days)
A 180 190 + 20 = 210 216 0 30
B 182 210 + 12 = 222 240 0 40
C 184 222 + 28 = 250 256 0 66
D 187 250 + 24 = 274 248 26 87
E 188 274 + 32 = 306 290 16 118
Average 8.4 68.2
30  40  66  87  118
Average flow time = = 68.2 days
5
0  0  0  26  16
Average days past due = = 8.4 days
5
EDD RULE:
Customer Due
Order Time Time Time Past Time
Sequence Date
Arrived (days) (days) (days) Date (days)
A 180 190 + 20 = 210 216 0 30
B 182 210 + 12 = 222 240 0 40
D 187 222 + 24 = 246 248 0 59
C 184 246 + 28 = 274 256 18 90
E 188 274 + 32 = 306 290 16 118
Average 6.8 67.4
30  40  59  90  118
5
0  0  0  18  16
5
average days past due (6.8 vs. 8.4). It gives the better schedule, although this is
not always true.

20. Mowry Machine Shop

FCFS rule:
Customer Order Time Time Time Due Past Time
Sequence Arrived (days) (days) (days) Date Date (days)
A 12 23 + 10 = 33 45 0 21
B 13 33 + 8 = 41 36 5 28
C 15 41 + 4 = 45 42 3 30
17 45 + 4 = 49 39 10 32
22 49 + 3 = 52 53 0 30
21  28  30  32  30
5
0  5  3  10  0
5
EDD rule:
Customer Order Time Time Time Due Past Time
Sequence Arrived (days) (days) (days) Date Date (days)
B 13 23 + 8 = 31 36 0 18
17 31 + 4 = 35 39 0 18
C 15 35 + 4 = 39 42 0 24
A 12 39 + 10 = 49 45 4 37
22 49 + 3 = 52 53 0 30
18  18  24  37  30
5
00040
5
average days past due (0.8 vs. 3.6). It gives the better schedule, although this is
not always true.

CASE: MEMORIAL HOSPITAL *
A. Synopsis
Memorial Hospital is a 265-bed regional hospital serving western North Carolina. The
hospital is segmented into eight major care areas for the purpose of allocating nursing
staff. Darlene Fry, Director of Nursing, is facing the annual problem of planning the
nurse staffing levels for the upcoming year. Information pertaining to average patient
census across the eight care areas as well as target patient-to-nurse ratios is presented.
Students are also provided with sufficient cost data to help Darlene develop for next
year a staffing plan that conforms to the mission and objectives of the hospital.
B. Purpose
The primary objective of the case is to have students develop a nurse staffing plan for
Memorial Hospital next year. Parameters and data to allow students to use both
demand and supply options to developing a feasible staffing plan are provided in the
case. Available options that you should expect students to use and discuss in their
plan include:
 Hiring and firing/layoff
 Overtime and undertime
 Use of temporary nurses (i.e., subcontracting)
 Use of vacations
 Cross-training to be able to assign nurses across different care areas
 Offering new services such as HMOs for preventive medical care to keep skilled
nurses employed
Students should be expected to address the trade-offs presented by the hospital’s
stated objectives, the costs of different options, and the projected demands for nursing
services.
Students should also be able to begin to see the issues that are faced in the more
detailed scheduling of personnel.
C. Analysis
Darlene faces several trade-offs to meet her three key objectives: maximizing
customer service, minimizing costs, and minimizing workforce fluctuations. In
general, maximizing customer service requires, on average, a larger nursing staff,
which may possibly cause a direct trade-off with cost minimization. Minimizing
workforce fluctuations requires some combination of overstaffing during slow months
and using overtime or temp workers during heavy months.
*
This case was prepared by Dr. Brooke Saladin, Wake Forest University, as a basis for classroom
discussion.

Darlene can follow one of the three general staffing strategies—chase, modified
level, or mixed.
 The chase strategy doesn’t seem to be a desirable strategy based on both
minimizing the workforce fluctuation and maximizing customer service
objectives. In addition, the strategy has little advantage over a mixed strategy that
can reduce the overstaffing/ understaffing and hiring/layoff costs.
 A modified level strategy means establishing a constant workforce level and then
using a combination of temp workers and overtime during peak periods and
undertime and vacations during slow periods. We call it “modified” because the
use of temp workers is not level. This strategy would best meet the workforce
fluctuation objective.
 A mixed strategy would use near level staffing with a minimal amount of hiring
and/or layoffs during the peak and slow seasons. This strategy would require the
trade-offs between the level workforce objective and the customer service and
minimal cost objectives.
Students must first establish some guidelines for their analysis along with any
simplifying assumptions. Some reasonable assumptions would be:
 The nurses in the seven care areas (ignoring surgery in this analysis) are
interchangeable due to cross-training. This level of aggregation may be too much
of a simplification assumption for some students, who instead break them down
into clusters of wards. For example, one way to disaggregate would be to have
three subgroups. Subgroup 1 would consist of Intensive Care, Cardiac,
Emergency, and Post Op; Subgroup 2 would have Maternity and Pediatric; and
Subgroup 3 would be General. Transfers are allowed within the subgroups, but
not between them. With this more disaggregate approach, students must make an
assumption on how the current workforce of 110 nurses (excluding the 20 surgical
nurses) is allocated to the three subgroups. Factors to consider if nurses are not
aggregated into one workforce are: (1) similarity of skill requirements between
wards, (2) differences in seasonal patient census patterns, and (3) translating nurse
requirements into integers.
 The average daily patient census given in Table 15.4 indicates the patients
needing care over the entire 24-hour period, seven days per week, and each week
of the year. The daily data are assumed to be an average for the entire day;
therefore differences between night and day shifts are accounted for in the data.
 Nurse requirements will be rounded up to the nearest full-time equivalent (FTE).
A different approach is rounding to the nearest integer, either up or down.
Students will differ as to how and when they convert to integer numbers. The
rounding assumption, coupled by the level of aggregation of the workforce, can
significantly affect their final determination of the number of FTE nurses required
per month, and therefore total costs. A more detailed analysis can even allow
partial FTEs and assign overtime to cover these requirements.

 Some assumption or decision must be made as to what constitutes a full week of

regular time, so that nurse requirements can be expressed in terms of this number
of hours. A common choice is a 40-hour week, because the case states current
practice is four 10-hour days. Some hospitals are also moving to 12-hour days,
which also could be considered. For our purposes here, we assume a nurse works
40 hours of regular time each week and can work another 20 hours on overtime
each week (as long as not used excessively).
 Some allowance needs to be made for paid vacations. A plausible assumption is
that vacation periods of four weeks (1/13 of a year) per full-time nurse can be
assigned as needed across the year. The amount currently on the staff at the
beginning of the planning horizon might be the ones entitled to a vacation, or
perhaps the new ones hired are not entitled to vacations during their first year. A
common tactic is to assign more vacation time for slow months and less vacation
time for peak months, while not being so extreme in the assignments as to create
excessive nurse dissatisfaction.
 Nurses can be given up to 10 hours per week of unpaid undertime, working only
30 hours per week. However, most students pass up this possible cost savings in
favor of paying undertime, with each nurse working a minimum of 40 hours per
week. This assumption is based on qualitative considerations, such as minimizing
the amount of attrition from nurses seeking better jobs elsewhere.
Given these assumptions, some preliminary analysis can be done on the relative
attractiveness of the reactive alternatives. Three comparisons are given following:
1. Hire/layoff versus temps
$400 hire temp = $3/hr premium
$150 layoff
$550 total
$550  $3/hr = 183 hours or 4–5 weeks
It is less expensive to hire a new nurse than to use a temporary nurse for over five
weeks.
2. Overtime versus temps
It is less expensive to use temporary nurses than to use an FTE nurse on overtime.
Temporary nurse $15/hour
Overtime $18/hour
3. Hire/layoff versus overtime
$550  $6/hour premium = 92 hours or 2–3 weeks
It is less expensive to hire a new nurse than to pay an FTE overtime for more than
three weeks. (Maximum overtime for any one nurse is 20 hours per week.)
These three comparisons suggest that a low-cost solution would avoid excessive
overtime, giving preference to temps, undertime, and vacation timing. Hiring and
layoffs also appear attractive on a cost basis, except that the CEO lists aims to
minimize fluctuations in workforce levels. Thus a near-level workforce, coupled with
a liberal use of temps and judicious use of vacations, might lead to a good solution.

There are several ways to get the requirements row. Here are two approaches,
illustrated for the Intensive Care (ICU) ward in the month of January:
1. Divide the average daily patient census per month in Table 15.5 by the patients
per nurse required in Table 15.4, getting the number of nurses needed round the
clock, 7 days per week. For ICU, it is 13/2 = 6.5. Multiply this number by 168
hours per week (7 days  24 hours/day) and divide the product by the regular time
capacity per week of one nurse. For the ICU ward, we get (6.5  168)/ 40 = 27.3
nurses. The equivalent of 27.3 nurses working 40 hours a week is required. Some
students might inflate this number to account for lost vacation time, which is
acceptable as long as they do not double count the vacations with their
spreadsheets. The final number would be pooled with like numbers for the other
wards in the workforce (or subgroup), and then rounded to an integer.
2. Another approach is to determine the total number of nurse hours needed each
month, and then dividing by the regular time capacity made available over a
month’s time. The result should be comparable, depending on how many weeks
(or days) are assumed in each month. For the ICU in January, the total demand in
ICU nursing hours in January would be (13/2)  24 hours/day  31 days, or 4836
nurse hours. There are 4.43 weeks in January, so the typical nurse provides a
month capacity of 177 hours. Dividing 4836 by this number gives 27.3 nurses
required as before.
Using such logic, students will develop a projection of nurse requirements over the
planning horizon, and then generate a number of feasible staffing plans using different
strategies. One such plan is given in Appendix A. This plan holds that the nurse
requirements in January for the whole workforce are 153 FTEs (with 40-hour weeks)
and provides a level workforce throughout the year. The requirements show that
Memorial Hospital has been understaffed, and proposes the workforce be increased to
148 full-time nurses. It uses no planned undertime and overtime, but depends instead
on the temps and vacation schedules to handle the peaks and valleys of demand.
D. Recommendations
Obviously, the recommendations from the students will vary widely depending on the
assumptions made and importance attributed to various qualitative factors. As the
assumptions are relaxed, the staffing plan becomes more complex and difficult to
develop.
E. Teaching Suggestions: As an Experiential Exercise
This case makes for an excellent team-based experiential exercise, spread over two
days. It might take 45 minutes in the first day, and 30 minutes in the second day.
Day 1
Before the first day, have the class read over the case and ask each team to bring at
least one laptop to class. When the session begins, get the teams to puzzle over the
requirements and costs, with the goal to get them into using OM Explorer’s Sales and
Operations Planning With Spreadsheets Solver. They can talk about likely strategies

and perhaps try out several ones before the end of the class. In getting agreement on
the requirements, make sure that they understand the need for 24-hour care (must
provide for round-the-clock staffing). They must also decide how much to aggregate
in dealing with the seven care areas (interchangeable or not), decide how to handle
noninteger requirements (round or leave fractional), what to make a full-time week,
how to handle paid vacations, whether to allow some unpaid undertime, and the like.
Day 2
For the second day, each team is to prepare a three-page report (maximum) describing
their basic approach, strategy selected, spreadsheet (maybe sent by e-mail), and
reasons why it is best (including qualitative factors). The instructor can make a
transparency of the team results and lead the discussion of their results, seeing who
(1) had low cost (open up their spreadsheet) and (2) had best for qualitative reasons
(open up their spreadsheets). Maybe also bring out some basic analysis of:
 Hire/layoff versus temps
 Overtime versus temps
 Hire/layoff versus overtime
F. Teaching Suggestions: Out-of-Class Exercise
A more traditional approach is to assign it as an out-of-class exercise. Tell the
students that they are to analyze the situation and can make some reasonable
simplifying assumptions, but their assignment is to bring to class a staffing plan that
they can share. They should be required to explain any assumptions made and to
defend how their plan meets the three objectives of the hospital.
In class it is best to start with a general discussion of the alternative approaches
that can be used to develop a staffing plan and how different approaches (level, chase,
and mixed) may impact the hospital’s objectives differently. Then have the students
present their plans and explain their analysis and rationale. You may have to be
prepared to show one of the plans provided to get the ball rolling.
After a few plans have been discussed, note that the differences are generally
accounted for by the differing assumptions that were made or the differing priorities
that were given the three objectives. Be sure that the students understand the impact
assumptions such as the following have on staffing plans:
 Using FTE nurses versus partial nurses—overtime would be more appropriate
when partial nurses are used.
 Interchangeability of nurses—the staffing plan would be more modularized by
department without this assumption.
 Use of vacation periods as needed—loss of flexibility here would probably
increase the requirements and costs.
The case can take as much time as you wish depending on the number of staffing
plans you have students present. You should allow at least 30 to 45 minutes to discuss
the issues and alternatives thoroughly.

APPENDIX A

ADDITIONAL CASE
CASE: FOOD KING *

A. Synopsis
The Food King case is set in the grocery supermarket industry where competition is
severe and profit margins are a very small percentage of revenues. The principal in the
case, Marty Moyer, has recently been promoted to the position of store manager at a
large, flagship store in Columbia, South Carolina. Competitive positioning of the
supermarket chain’s service package has just been revised, and the store has recently
adopted a 24-hour-a-day, 7-days-a-week open-door policy. The problem facing Marty
is to develop a work schedule for the stocking/bagging employees that will satisfy
competitive priorities and, at the same time, control costs.
B. Purpose
This case is designed to expose students to issues pertaining to scheduling workers in
a service environment where demand typically exhibits large fluctuations over very
short periods of time within a day or even within a shift.
Specific issues the case is meant to illustrate include:
 Adjusting capacity to meet demand, given workforce scheduling constraints
concerning:
—Organizational policies
—Legal restrictions
—Behavioral/psychological factors
—Minimizing cost
 Seeing how the scheduling of workers impacts the ability of organizations to meet
competitive priorities.
 Receiving enough information concerning demand, work policies, and costs to
enable students to develop a work schedule.
 Rotating versus fixed work schedules within the context of meeting behavioral
needs of the younger workers specifically.
 Appropriate measures for determining the effectiveness of the resulting schedule
with respect to meeting the competitive priorities of Food King.
C. Analysis
The analysis should begin with a discussion of the target market and the
accompanying shopper priorities. The issue here is translating customer requirements
into organizational competitive priorities. Customer requirements given in the case
were:
 Cleanliness
*
This case was prepared by Dr. Brooke Saladin, Wake Forest University, as a basis for classroom
discussion.

 Availability
 Timely service
 Reasonable prices
These requirements can be associated with the following competitive priorities:

1. Quality: Food King must maintain the quality of the service delivery package,
which includes both high-performance design and service delivery process factors.
Facilities that are easy to keep clean, don’t look messy and cluttered, and are
flexible with respect to changing displays and stocking locations should be
designed. Stockers/baggers are the primary labor input in the housekeeping
service process.
2. Flexibility: The many aspects of flexibility will impact virtually all of the
customer requirements listed. The facilities must be designed to adapt to changing
customer grocery item mixes. The store must keep the shelves stocked with what
the customers want. Shelf space allocations, in-store displays, and the grocery
item mix will be constantly changing.
3. Fast and convenient delivery: Perhaps on par with flexibility, the ability to
provide fast, convenient service is important. The store recently established a 7-
day, 24-hour open policy in response to customer and competitive requirements.
Other aspects of fast delivery service include not having to wait at service
counters (i.e., meat, deli, or bakery) or at the checkout counters.
4. Low Cost: The grocery store industry traditionally operates on very low profit
margins. Customers may be willing to pay some premium for higher quality and
faster service, but the issue is how much? This is one of the key trade-offs facing
Food King. Stockers and baggers can be added to help meet each of the other
competitive priorities, but then overall costs would rise.
Following a discussion of the trade-offs present in establishing the competitive

priorities for Food King, students’ attention should be directed to the development of
a work schedule for stockers/baggers. This note contains one possible solution in
Exhibits TN.1 through TN.7. Also attached is Appendix A, a student solution that
contains two methods of approaching the schedule.
The solution in the teaching note is based on the following assumptions:
1. Full-time employees were assigned shifts of eight consecutive hours, each with
two consecutive days off.
2. Part-time workers were scheduled in four-hour blocks of time.
3. The number of part-time hours worked could not exceed 50 percent of that of the
full-time staff.
4. Standard full-time shifts began at 8 A.M., 4 P.M., and 12 A.M.
5. Maximize the use of full-time employees without creating a large amount of
excess capacity.
6. Utilize part-time employees to avoid excess capacity and to lower labor costs.

The solution presented in the exhibits was developed using a modified version of
the “minimize total slack capacity” approach outlined in Chapter 14, “Operations
Planning and Scheduling.” The differences are that two consecutive four-hour blocks
were used to identify the minimum requirement pairs. The work schedule for full-time
employees is provided in Exhibit TN.1 with the procedure for the traditional shift
schedules of 8:00 A.M., 4:00 P.M., and 12:00 A.M. given in Exhibits TN.2, TN.3, and
TN.4. Twenty-two full-time stockers/baggers are utilized in this schedule. Eight will
work from 8:00 A.M. to 4:00 P.M. with four having Sunday and Monday off and four
having Wednesday and Thursday off. Six employees will work from 4:00 P.M. to
12:00 A.M. Two will have Wednesday and Thursday off, two will have Sunday and
Monday off, and one will have Tuesday and Wednesday off.
Six employees will work the 12:00 A.M. to 8:00 A.M. shift with three having
Saturday and Sunday off. Two employees will have Tuesday and Wednesday off and
one will have Thursday and Friday off. The 21st and 22nd full-time employees were
determined by creating a special 12:00 P.M. to 8:00 P.M. shift, as seen in Exhibit TN.5.
Exhibit TN.6 represents the remaining requirements after the 22 full-time
employees had been scheduled. In order to cover these requirements, 12 part-time
employees were scheduled. These workers represent 9.4 20-hour per week part-time
employee equivalents. The part-time schedule is provided in Exhibit TN.7. The total
costs of this schedule in labor cost dollars is:
22 FT  40 hrs/wk  $5.25/hr = $4,620
9.4 PT  20 hrs/wk  $4.50hr = 846
$5,466
Of course there are many other combinations of part-time workers available. The
configuration of part-time workers will change depending on the rules of thumb used
to assign workers. However, if 22 full-time workers are employed, you need the
equivalent of 9.4 part-time workers, each working 20 hours per week. General rules
for the configuration in Exhibit TN.7 were to allocate 20 hours per worker when
possible; do not allocate more than 8 hours in any one day, and try to spread like time
slots across multiple days.
D. Recommendations
Once a schedule similar to the one provided in this note is developed, you can readily
test its ability to cover expected demand and calculate the labor costs involved. There
are no specified legal restrictions presented in this case. For example, most states
have restrictions against high school students working after certain evening hours. In
addition, there are organizational policies to consider with respect to limiting part-
time employees to 50 percent of the hours of full-time employees and keeping part-
time hours to 20 or fewer per employee. The solution presented has 22 full-time and
12 part-time employees scheduled, but some part-time employees work fewer than 20
hours per week. The effective full-time equivalent number of part-time employees is
actually 9.4, well below the 50 percent target.
When students are convinced that the schedule meets demand, costs, and organ-
izational guidelines, attention usually shifts toward the behavioral and psychological

factors associated with the schedule. Therefore, additional recommendations will

usually focus on the following issues:
 Should employees be rotated through the schedule in some manner to provide
more fairness in days off and shifts?
 Are there other ways to assign individual employees to work schedules?
Seniority? Performance ratings?
 Can employees swap days and shift times on a limited basis?

 What would be the impact of utilizing extended shift times, such as 10 hours?
 Having weekends off is usually a consideration brought up by the students. In the
schedule provided, only three full-time employees have the whole weekend off,
and they work the 12:00 A.M. to 8:00 A.M. shifts.
E. Teaching Suggestions
This is a pretty straightforward case that should be assigned as an overnight exercise.
The primary focus, of course, is to challenge the student to adapt scheduling
methodologies presented in the text in order to develop an acceptable schedule. The
discussion should be sectioned into three stages. First, discuss the requirements being
placed on the operating system, and make sure the students see how these customer
requirements translate into competitive priorities. Second, go right into the
development of a work schedule. Ask students to share their schedules and explain
the assumptions and rules of thumb they used to arrive at their schedule. It is helpful
if you can have at least two schedules presented so comparisons can be made and
students can discuss the trade-offs made.
Finally, focus the students’ attention on evaluating the schedule with respect to
organizational policies and the behavioral implications of the schedule. It is easy to
use an hour to discuss the case issues completely. I try to allocate 15 minutes to
discuss the requirements and competitive priorities; 30 minutes to go over at least two
different schedules; and 15 minutes to evaluate the schedules and discuss
recommendations beyond the specific worker configuration. It is usually a good idea
to have the solutions in this Teaching Note ready if students are reluctant to offer their
solutions. However, make sure that they understand that this is not necessarily “the
best” solution, just a feasible one. The best depends on the interpretation and
prioritization of the trade-offs that are present.

EXHIBIT TN.1 Full-Time Work Schedule
Shift Time Employee M T W Th F S Su

8A–4P 1 off X X X X X Off
8A–4P 2 X X off off X X X
4P–12A 9 X X off off X X X

4P–12A 10 off X X X X X Off
4P–12A 11 off off X X X X X
4P–12A 12 X X off off X X X
4P–12A 13 off X X X X X Off
4P–12A 14 X off off X X X X
12A–8A 15 X X X X X off Off

12A–8A 16 X off off X X X X
12A–8A 18 X off off X X X X
12A–8A 19 X X X off off X X
12P–8p 21 X off off X X X X

12P–8P 22 X X off off X X X

EXHIBIT TN.2 Full-Time 8:00 A.M.–4:00 P.M. Requirements
M T W TH F S Su
8A–12P 6 8 5 5 8 15 4
12P–4P 6 8 5 5 10 15 6
8A–12P 6 7 4 4 7 14 4
12P–4P 6 7 4 4 9 14 6
8A–12P 5 6 4 4 6 13 3
12P–4P 5 6 4 4 8 13 5
8A–12P 5 5 3 3 5 12 3
12P–4P 5 5 3 3 7 12 5
8A–12P 4 4 3 3 4 11 2
12P–4P 4 4 3 3 6 11 4
8A–12P 4 3 2 2 3 10 2
12P–4P 4 3 2 2 5 10 4
8A–12P 3 2 2 2 2 9 1
12P–4P 3 2 2 2 4 9 3
8A–12P 3 1 1 1 1 8 1
12P–4P 3 1 1 1 3 8 3
8A–12P 2 0 1 1 0 7 0
12P–4P 2 0 1 1 2 7 2
Note: Bold pairs indicate chosen minimum requirements for each allocation. Pairs represent 8-hour shifts
with consecutive days off.

EXHIBIT TN.3 Full-Time 4:00 P.M.–12:00 A.M. Requirements
M T W Th F S Su
4P– 5 6 5 5 15 15 6
8P
8P– 4 4 4 4 8 6 4
12A
4P– 4 5 5 5 14 14 5
8P
8P– 3 3 4 4 7 5 3
12A
4P– 4 4 4 4 13 13 5
8P
8P– 3 2 3 3 6 4 3
12A
4P– 4 4 3 3 12 12 4
8P
8P– 3 2 2 2 5 3 2
12A
4P– 3 3 3 3 11 11 3
8P
8P– 2 1 2 2 4 2 1
12A
4P– 3 2 2 2 10 10 3
8P
8P– 2 0 1 1 3 1 1
12A
4P– 2 2 2 1 9 9 2
8P
8P– 1 0 1 0 2 0 0
12A
Note: Bold pairs indicate chosen minimum requirements for each allocation. Pairs represent 8-hour shifts
with consecutive days off.

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who again assured the Emperor of his complete devotion. His
Majesty then left for the Forbidden City, intending to carry out his
plans against the Empress from there rather than from the Summer
Palace, where nearly every eunuch was a spy in her service.
It is evident that, so far, the Emperor by no means despaired of his
chances of success, as two Decrees were issued next morning, one
ordering the teaching of European languages in the public schools,
and the other requiring purer administration on the part of district
magistrates.
On the morning of the 5th, Yüan Shih-k’ai had a final audience,
before leaving for Tientsin. His Majesty received him in the Palace of
Heavenly Purity (Ch’ien Ch’ing Kung) of the Forbidden City. Every
precaution was taken to prevent the conversation being overheard.
Seated for the last time on the great lacquered Dragon Throne, so
soon to be reoccupied by the Empress Dowager, in the gloomy
throne room which the morning light could scarcely penetrate, His
Majesty told Yüan Shih-k’ai the details of the commission with which
he had decided to entrust him. He was to put Jung Lu to death and
then, returning immediately to the capital with the troops under his
command, to seize and imprison the Empress Dowager. The
Emperor gave him a small arrow, the symbol of his authority to carry
out the Imperial orders, and bade him proceed with all haste to
Tientsin, there to arrest Jung Lu in his Yamên and see to his instant
decapitation. Kuang Hsü also handed him a Decree whereby, upon
completion of his mission, he was appointed Viceroy of Chihli ad
interim, and ordered to Peking for further audience.
Yüan promised faithful obedience, and, without speaking to
anyone, left Peking by the first train. Meantime the Old Buddha was
due to come in from the I-ho Yüan to the Winter Palace that morning
at 8 o’clock, to perform sacrifice at the altar to the God of Silkworms,
and the Emperor dutifully repaired to the Ying Hsiu Gate of the
Western Park, where the Lake Palace is situated, to receive Her
Majesty as she entered the precincts.
Yüan reached Tientsin before noon, and proceeded at once to
Jung Lu’s Yamên. He asked Jung Lu whether he regarded him as a
faithful blood brother. (The two men had taken the oath of
brotherhood several years before.) “Of course I do,” replied the
Viceroy. “You well may, for the Emperor has sent me to kill you, and
instead, I now betray his scheme, because of my loyalty to the
Empress Dowager and of my affection for you.” Jung Lu, apparently
unaffected by the message, merely expressed surprise that the Old
Buddha could have been kept in ignorance of all these things, and
added that he would go at once to the capital and see the Empress
Dowager that same evening. Yüan handed him the Emperor’s
Decree, and Jung Lu, travelling by special train, reached Peking
soon after 5 p.m.
He went directly to the Lake Palace, and entered the Empress’s
residence, boldly disregarding the strict etiquette which forbids any
provincial official from visiting the capital without a special summons
by Edict, and the still stricter rules that guard the entrée, of the
Palace. Un-ushered he entered the Empress’s presence, and
kowtowing thrice, exclaimed, “Sanctuary, your Majesty!” “What
sanctuary do you require in the Forbidden precincts, where no harm
can come to you, and where you have no right to be?” replied the
Old Buddha. Jung Lu proceeded to lay before her all the details of
the plot. Grasping the situation and rising immediately to its
necessities with the courage and masculine intelligence that enabled
her to overcome all obstacles, she directed him to send word
secretly to the leaders of the Conservative party, summoning them to
immediate audience in the Palace by the Lake. (The Emperor was
still in the Forbidden City.) In less than two hours the whole of the
Grand Council, several of the Manchu princes and nobles (Prince
Ch’ing, with his usual fine “flair” for a crisis, had applied for sick leave
and was therefore absent) and the high officials of the Boards,
including the two Ministers whom the Emperor had cashiered (Hsü
Ying-ku’ei and Huai Ta Pu) were assembled in the presence of the
Empress. On their knees, the assembled officials besought her to
resume the reins of government and to save their ancient Empire
from the evils of a barbarian civilisation. It was speedily arranged
that the guards in the Forbidden City should be replaced by men
from Jung Lu’s own corps, and that, in the meantime, he should
return to his post in Tientsin and await further orders. The
conference broke up at about midnight. The Emperor was due to
enter the Chung Ho Hall of the Palace at 5.30 the next morning to
peruse the litany drawn up by the Board of Rites, which he was to
recite next day at the autumnal sacrifice to the Tutelary Deities. After
leaving that hall, he was seized by the guards and eunuchs,
conveyed to the Palace on the small island in the middle of the lake
(the “Ocean Terrace”) and informed that the Empress Dowager
would visit him later. The following Decree was thereupon issued by
the Empress Dowager in the Emperor’s name:—
“The nation is now passing through a crisis, and wise

guidance is needed in all branches of the public service. We
ourselves have laboured diligently, night and day, to perform
Our innumerable duties, but in spite of all Our anxious
energy and care We are in constant fear lest delay should be
the undoing of the country. We now respectfully recall the fact
that Her Imperial Majesty the Empress Dowager has on two
occasions since the beginning of the reign of H. M. T’ung-
Chih, performed the functions of Regent, and that in her
administrations of the Government she displayed complete
and admirable qualities of perfection which enabled her
successfully to cope with every difficulty that arose.
Recollecting the serious burden of the responsibility We owe
to Our ancestors and to the nation, We have repeatedly
besought Her Majesty to condescend once more to
administer the Government. Now she has graciously
honoured Us by granting Our prayer, a blessing indeed for all
Our subjects. From this day forth Her Majesty will transact
the business of Government in the side hall of the Palace,
and on the day after to-morrow We ourselves at the head of
Our Princes and Ministers shall perform obeisance before
Her in the Hall of Diligent Government. The Yamêns
concerned shall respectfully make the arrangements
necessary for this ceremonial. The words of the Emperor.”
Another Decree followed close upon the above, cashiering the
Censor Sung Po-lu, on the ground of his generally evil reputation
and recommendation of bad characters (i.e., the reformer Liang Ch’i-
ch’ao). The Empress had a special grudge against this Censor
because he had ventured to impeach her morals in a recent
memorial, but as he had taken no part in the conspiracy against her
person she spared his life.
Circular Throne Hall in the Grounds of the Lake Palace looted by Allied
Troops in 1900.
Photo, Betines, Peking.

Pavilion on Lake to the West of Forbidden City.
Photo, Betines, Peking.
Tzŭ Hsi in due course proceeded to the “Ocean Terrace,”

accompanied only by Li Lien-ying, who had been ordered to replace
the Emperor’s eunuchs by creatures of his own. (Kuang Hsü’s
former attendants were either put to death or banished to the post
roads.) A Manchu who heard an account of the interview from Duke
Kuei Hsiang, Tz’u Hsi’s younger brother, is our authority for what
occurred at this dramatic meeting. The Empress Dowager bluntly
informed Kuang Hsü that she had decided to spare his life and, for
the present at any rate, to allow him to retain the throne. He would,
however, be kept henceforward under strict surveillance, and every
word of his would be reported to her. As to his schemes of reform,
which at first she had encouraged, little dreaming to what depths of
folly his infatuate presumption would lead him, they would all be
repealed. How dared he forget what great benefits he owed her, his
elevation to the throne and her generosity in allowing him to
administer the government, he a poor puppet, who had no right to be
Emperor at all, and whom she could unmake at will? There was not,
she said, a single Manchu in high place but wished his removal, and
urged her to resume the Regency. True, he had sympathisers among
the Chinese, traitors all; with them she would deal in due course.
Kuang Hsü’s secondary consort (the Chen Fei or Pearl Concubine,
the only one of his wives with whom he seems to have been on
affectionate terms) knelt then before Tzŭ Hsi, imploring her to spare
the Emperor further reproaches. She actually dared to suggest that
he was, after all, the lawful Sovereign and that not even the Empress
Dowager could set aside the mandate of Heaven. Tzŭ Hsi angrily
dismissed her from the Presence, ordering her to be confined in
another part of the Palace, where she remained until, in 1900, there
came an opportunity in which the vindictive Empress took summary
revenge on the presumptuous concubine.[56]
The Empress Consort, with whom Kuang Hsü was hardly on
speaking terms, was commanded to remain with him. She, as Tzŭ
Hsi’s niece, could be trusted to spy upon the Emperor and report all
his doings. He was allowed to see no one but her and the eunuchs in
attendance, except in the presence of the Empress Dowager.
To the end of his life Kuang Hsü blamed Yüan Shih-k’ai, and him
alone, for having betrayed him. To Yüan he owed his humiliation, the
end of all his cherished plans of government and the twenty-three
months of solitary confinement which he had to endure on the
“Ocean Terrace.” Almost his last words, as he lay dying, were to bid
his brothers remember his long agony and promise to be revenged
upon the author of his undoing. Of Jung Lu he said that it was but
natural that he should consider first his duty to the Empress
Dowager and seek to warn her; and, after all, as he had planned
Jung Lu’s death, he could hardly expect from him either devotion or
loyalty. The Old Buddha’s resentment was also natural; he had
plotted against her and failed. But Yüan Shih-k’ai had solemnly
sworn loyalty and obedience. The Emperor never willingly spoke to
him again, even when, as Viceroy of Chihli, Yüan came to the height
of his power.
To-day Yüan lives in retirement, and under the constant shadow of
fear; for the Emperor’s brother, the Regent, has kept his promise.
Such are the intricate humanities of the inner circle around and
about the Dragon Throne, the never-ending problem of the human
equation as a factor in the destinies of peoples.
XV
TZŬ HSI RESUMES THE REGENCY (1898)
Kuang Hsü’s reign was over; there remained to him only the
Imperial title. He had had his chance; in the enthusiasm of youth and
new ideas he had played a desperate game against the powers of
darkness in high places, and he had lost. Once more, as after the
death of T’ung-Chih, Tzŭ Hsi could make a virtue of her satisfied
ambitions. She had given her nephew a free hand, she had retired
from the field, leaving him to steer the ship of State: if he had now
steered it into troublous and dangerous seas, if, by common
consent, she were again called to take the helm, this was the doing
of Heaven and no fault of hers. She could no more be blamed for
Kuang Hsü’s folly than for the vicious habits and premature death of
her son, which had brought her back to power 23 years before. It
was clear (and there were many voices to reassure her of the fact)
that the stars in their courses were working for the continuance of
her unfettered authority, and that any trifling assistance which she
might have given them would not be too closely scrutinised.
Kuang Hsü’s reign was over; but his person (frail, melancholy
tenement) remained, and Tzŭ Hsi was never enamoured of half
measures or ambiguous positions. From the day when the pitiful
monarch entered his pavilion prison on the “Ocean Terrace,” she
began to make arrangements for his “mounting the Dragon” and
“visiting the Nine Springs” in the orthodox classical manner, and for
providing the Throne with another occupant whose youth,
connections and docility would enable her to hold the Regency
indefinitely. Nevertheless, because of the turbulent temper of the
southern provinces and possible manifestations of Europe’s curious
sympathy with the Emperor’s Utopian dreams, she realised the
necessity for proceeding with caution and decorum. It was commonly
reported throughout the city in the beginning of October that the
Emperor would die with the end of the Chinese year.
Kuang Hsü was a prisoner in his Palace, doomed, as he well
knew; yet must he play the puppet Son of Heaven and perform each
season’s appointed posturings. On the 8th day of the 8th Moon he
appeared therefore, as ordered by his attendants, and in the
presence of his whole Court performed the nine prostrations and
other proper acts of obeisance before Her Majesty Tzŭ Hsi, in
recognition of his own nonentity and her supreme authority. In the
afternoon, escorted by a strong detachment of Jung Lu’s troops, he
went from the Lake Palace to sacrifice at the Altar of the Moon.
Thus, pending the coup-de-grâce, the wretched Emperor went
through the empty ceremonies of State ritual; high priest, that was
himself to be the next victim, how bitter must have been his thoughts
as he was borne back with Imperial pomp and circumstance to his
lonely place of humiliation!
Tzŭ Hsi then settled down to her work of government, returning to
it with a zest by no means diminished by the years spent in retreat.
And first she must justify the policy of reaction to herself, to her high
officials, and the world at large. She must get rid of offenders and
surround herself with men after her own heart.
A few days after the Autumn festival and the Emperor’s
melancholy excursion, Her Majesty proceeded to remind the Imperial
Clansmen that their position would not protect them against the
consequences of disloyalty; she was always much exercised
(remembering the Tsai Yüan conspiracy) at any sign of intriguing
amongst her Manchu kinsmen. In this case her warning took the
form of a Decree in which she sentenced the “Beileh” Tsai Ch’u[57] to
perpetual confinement in the “Empty Chamber” of the Clan Court.
Tsai Ch’u had had the audacity to sympathise with the Emperor’s
reform schemes; he had also had the bad luck to marry one of Tzŭ
Hsi’s nieces and to be upon the worst of terms with her. When
therefore he advised the Emperor, in the beginning of the Hundred
Days, to put a stop, once and for all, to the Old Buddha’s
interference in State affairs, the “mean one of his inner chamber” did
not fail to report the fact to Her Majesty, and thus to enlist her
sympathies and activities, from the outset, on the side of the
reactionaries.
At the time immediately following the coup d’état, public opinion at
the Capital was divided as to the merits of the Emperor’s proposed
reforms and the wisdom of their suppression, but the political
instincts of the tribute-fed metropolis are, generally speaking,
dormant, and what it chiefly respects is the energetic display of
power. So that, on the whole, sympathy was with the Old Buddha.
She had, moreover, a Bismarckian way of guiding public opinion, of
directing undercurrents of information through the eunuchs and tea-
house gossip, in a manner calculated to appeal to the instincts of the
literati and the bourgeois; in the present instance stress was laid on
the Emperor’s lack of filial piety, as proved by his plotting against his
aged and august aunt (a thing unpardonable in the eyes of the
orthodox Confucianist), and on the fact that he enjoyed the sympathy
and support of foreigners—an argument sufficient to damn him in the
eyes of even the most progressive Chinese. It came, therefore, to be
the generally accepted opinion that His Majesty had shown
deplorable want of judgment and self-control, and that the Empress
Dowager was fully justified in resuming control of the government.
This opinion even came to be accepted and expressed by those
Legations which had originally professed to see in the Emperor’s
reforms the dawn of a new era for China. So elastic is diplomacy in
following the line of the least resistance, so adroit (in the absence of
a policy of its own) in accepting and condoning any fait accompli,
that it was not long before the official attitude of the Legations—
including the British—had come to deprecate the Emperor’s
unfortunate haste in introducing reforms, reforms which every
foreigner in China had urged for years, and which, accepted in
principle by the Empress since 1900, have again been welcomed as
proof of China’s impending regeneration. In June 1898, the British
Minister had seen in the Emperor’s Reform Edicts proof that “the
Court had at last thoroughly recognised a real need for radical
reform.”[58] In October, when the Chief Reformer (K’ang Yu-wei) had
been saved from Tzŭ Hsi’s vengeance by the British Consul-General
at Shanghai and conveyed by a British warship to the protection of a
British Colony (under the mistaken impression that England would
actively intervene in the cause of progress and on grounds of self-
interest if not of humanity), we find the tide of expediency turned to
recognition of the fact that “the Empress Dowager and the Manchu
party were seriously alarmed for their own safety, and looked upon
the Reform movement as inimical to Manchu rule”![58] And two
months later, influenced no doubt by the impending season of peace
and good will, the Marquess of Salisbury is seriously informed by Sir
Claude Macdonald that the wives of the foreign Representatives,
seven in all, had been received in audience by the Empress
Dowager on the anniversary of her sixty-fourth birthday, and that Her
Majesty “made a most favourable impression, both by the personal
interest she took in all her guests and by her courteous
amiability.”[58] On which occasion the puppet Emperor was exhibited,
to comply with the formalities, and was made to shake hands with all
the ladies. And so the curtain was rung down, and the Reform play
ended, to the satisfaction of all (or nearly all) concerned.
Nevertheless, the British Minister and others, disturbed at the
persistent rumours that “the Empress Dowager was about to
proceed to extreme steps in regard to the Emperor,”[58] went so far
as to warn the Chinese Government against anything so disturbing
to the European sense of fitness and decency. Foreign countries, the
Yamên was told, would view with displeasure and alarm his sudden
demise. When the news of the British Minister’s intervention became
known in the tea-houses and recorded in the Press, much
indignation was expressed: this was a purely domestic question, for
which precedents existed in plenty and in which foreigners’ advice
was inadmissible. The Emperor’s acceptance of new-fangled foreign
ideas was a crime in the eyes of the Manchus, but his enlistment of
foreign sympathy and support was hateful to Manchus and Chinese
alike.
Matters soon settled down, however, into the old well-worn
grooves, the people satisfied and even glad in the knowledge that
the Old Buddha was once more at the helm. In the capital the news
had been sedulously spread—in order to prepare the way for the
impending drama of expiation—that Kuang Hsü had planned to
murder Her Majesty, and his present punishment was therefore
regarded as mild beyond his deserts.[59] Scholars, composing
essays appropriate to the occasion, freely compared His Majesty to
that Emperor of the Tang Dynasty (a.d. 762) who had instigated the
murdering of the Empress Dowager of his day. Kuang Hsü’s death
was therefore freely predicted and its effects discounted; there is no
doubt that it would have caused little or no comment in the north of
China, however serious its consequences might have been in the
south. The public mind having been duly prepared, the Empress
Dowager, in the name of the prospective victim, issued a Decree
stating that the Son of Heaven was seriously ill; no surprise or
apprehension was expressed, and the sending of competent
physicians from the provinces to attend His Majesty was recognised
as a necessary concession to formalities. “Ever since the 4th Moon,”
said this Decree (i.e., since the beginning of the hundred days of
reform), “I have been grievously ill; nor can I find any alleviation of
my sickness.” It was the pro formâ announcement of his impending
despatch, and as such it was received by the Chinese people.
Amongst the doctors summoned to attend His Majesty was Ch’en
Lien-fang, for many years the most celebrated physician in China.
The following account of his experiences at the capital and the
nature of his duties, was supplied by himself at the time, to one of
the writers, for publication in The Times.
“When the Edict was issued calling upon the provincial

Viceroys and Governors to send native doctors of distinction
to Peking to advise in regard to the Emperor’s illness, Chen
Lien-fang received orders from the Governor at Soochow to
leave for the north without delay. This in itself, apart from the
uncongenial and unremunerative nature of the duty (of which
Ch’en was well aware), was no light undertaking for a man of
delicate physique whose age was over three score years and
ten; but there was no possibility of evading the task. He
according left his large practice in the charge of two
confidential assistants, or pupils, and, having received from
the Governor a sum of 6,000 taels for travelling expenses and
remuneration in advance, made his way to Peking and
reported for duty to the Grand Council. When he arrived
there, he found three other native physicians of considerable
repute already in attendance, summoned in obedience to the
Imperial commands. Dr. Déthève, of the French Legation, had
already paid his historical visit to the Emperor, and his
remarkable diagnosis of the Son of Heaven’s symptoms was
still affording amusement to the Legations. The aged native
physician spoke in undisguised contempt both of the French
doctor’s comments on the case and of his suggestions for its
treatment. His own description of the Emperor’s malady was
couched in language not unlike that which writers of historical
novels attribute to the physicians of Europe in the Middle
Ages; he spoke reverently of influence and vapours at work in
the august person of his Sovereign, learnedly of heat-
flushings and their occult causes, and plainly of things which
are more suited to Chinese than to British readers.
Nevertheless, his description pointed clearly to disease of the
respiratory organs—which he said had existed for over twelve
years—to general debility, and to a feverish condition which
he ascribed to mental anxiety combined with physical
weakness. Before he left Peking (about the middle of
November) the fever had abated and the patient’s symptoms
had decidedly improved; the case was, however, in his
opinion, of so serious a nature that he decided to leave it, if
possible, in the hands of his younger confrères—an object
which by dint of bribing certain Court officials he eventually
achieved. Asked if he considered the Emperor’s condition
critical, he replied oracularly that if he lived to see the Chinese
New Year his strength would thereafter return gradually with
the spring, and the complete restoration of his health might be
expected.
“Some few days after his arrival in Peking, Ch’en was
summoned to audience by orders conveyed through a
member of the Grand Council; the Emperor and the Dowager
Empress were awaiting his visit in a hall on the south side of
the Palace. The consultation was curiously indicative of the
divinity which hedges about the ruler of the Middle Kingdom;
suggestive, too, of the solidity of that conservatism which
dictates the inner policy of China. Ch’en entered the presence
of his Sovereign on his knees, crossing the apartment in that
position, after the customary kowtows. The Emperor and the
Dowager Empress were seated at opposite sides of a low
table on the daïs, and faced each other in that position during
the greater part of the interview. The Emperor appeared pale
and listless, had a troublesome irritation of the throat, and
was evidently feverish; the thin oval of his face, clearly
defined features, and aquiline nose gave him, in the
physician’s eyes (to use his own words), the appearance of a
foreigner. The Empress, who struck him as an extremely well-
preserved and intelligent-looking woman, seemed to be
extremely solicitous as to the patient’s health and careful for
his comfort. As it would have been a serious breach of
etiquette for the physician to ask any questions of His
Majesty, the Empress proceeded to describe his symptoms,
the invalid occasionally signifying confirmation of what was
said by a word or a nod. During this monologue, the
physician, following the customary procedure at Imperial
audiences, kept his gaze concentrated upon the floor until, at
the command of the Empress, and still kneeling, he was
permitted to place one hand upon the Emperor’s wrist. There
was no feeling of the pulse; simply contact with the flat of the
hand, first on one side of the wrist and then on the other. This
done, the Empress continued her narrative of the patient’s
sufferings; she described the state of his tongue and the
symptoms of ulceration in the mouth and throat, but as it was
not permissible for the doctor to examine these, he was
obliged to make the best of a somewhat unprofessional
description. As he wisely observed, it is difficult to look at a
patient’s tongue when his exalted rank compels you to keep
your eyes fixed rigidly on the floor. The Empress having
concluded her remarks on the case, Ch’en was permitted to
withdraw and to present to the Grand Council his diagnosis,
together with advice as to future treatment, which was
subsequently communicated officially to the Throne. The gist
of his advice was to prescribe certain tonics of the orthodox
native type and to suggest the greatest possible amount of
mental and physical rest.”[60]
The aged physician’s oracular forecast was justified. The Emperor

lived to see the New Year and thereafter to regain his strength, a
result due in some degree to the Empress Dowager’s genuine fear
of foreign intervention, but chiefly to her recognition of the strength of
public opinion against her in the south of China and of the
expediency of conciliating it. In the Kuang provinces there was no
doubt of the bitterly anti-Manchu feeling aroused by the execution of
the Cantonese reformers: these turbulent southerners were fierce
and loud in their denunciations of the Manchus and all their works,
and it would not have required much to fan the flames of a new and
serious rebellion. The south was well aware, for news travels swiftly
in China, that the Emperor’s life was in danger and that the close of
the year was the time fixed for his death, and from all sides protests
and words of warning came pouring from the provinces to the
capital, addressed not only to the metropolitan boards but to the
Throne itself. Amongst these was a telegram signed by a certain
Prefect of Shanghai named Ching Yüan-shan, who, in the name of
“all the gentry, scholars, merchants and public of Shanghai,” referred
to the Edict which announced the Emperor’s illness and implored the
Empress, the Clansmen and the Grand Council to permit his sacred
Majesty to resume the government “notwithstanding his
indisposition,” and to abandon all thoughts of his abdication. He
described the province of Kiangsu as being in a state of suppressed
ferment and frankly alluded to the probability of foreigners
intervening in the event of the Emperor’s death. Tzŭ Hsi was much
incensed with this courageous official, not because he actually
accused her of premeditating murder, but because he dared threaten
her with its consequences. She gave orders that he be summarily
cashiered, whereupon, fearing further manifestations of her wrath,
he fled to Macao. But his bold words undoubtedly contributed to
saving the Emperor’s life.
Of all the high provincial authorities, one only was found brave and
disinterested enough to speak on behalf of the Emperor; this was Liu
K’un-yi, the Viceroy of Nanking. He was too big a man to be publicly
rebuked at a time like this and Tzŭ Hsi professed to admire his
disinterested courage; but she was highly incensed at his action,
which contrasted strongly with the astute opportunism of his
colleague, the scholarly magnate Chang Chih-tung, Viceroy of
Wuch’ang, who had been an ardent advocate of the reformers so
long as the wind blew fair in that quarter. Only six months before he
had recommended several progressives (amongst them his own
secretary, Yang Jui) to the Emperor’s notice, and just before the
storm burst he had been summoned to Peking by Kuang Hsü to
support His Majesty’s policy as a member of the Grand Council. No
sooner had the Empress Dowager declared herself on the side of the
reactionaries, however, and the Emperor had failed in his attempt to
win over Yüan Shih-k’ai and his troops, than Chang telegraphed to
the Old Buddha warmly approving her policy, and urging strong
measures against the reformers. The advice was superfluous; Tzŭ
Hsi, having put her hand to the plough, was not the woman to
remove it before her work was well done.
On the 11th day of the 8th Moon, she summoned Jung Lu to the
capital to assist her in stamping out the reform movement. The
Board of Punishments had just sent in a memorial urging the
appointment of an Imperial Commission for the trial of K’ang Yu-
wei’s colleagues. Tzŭ Hsi, in reply, directed them to act in
consultation with the Grand Council and to cross-examine the
prisoners “with the utmost severity.” At the same time she ordered
the imprisonment in the Board’s gaol of Chang Yin-huan,[61] the
Emperor’s trusted adviser and friend who, she observed, “bears an
abominable reputation.” This Edict took occasion to state that the
Throne, anxious to temper justice with mercy, would refrain from any
general proscription or campaign of revenge, “although fully aware
that many prominent scholars and officials had allowed themselves
to be corrupted by the reformers.”
The Empress’s next step, advised by Jung Lu, was to issue a
Decree, in the name of the Emperor, in which she justified the policy
of reaction and reassured the Conservative party. The document is
an excellent example of her methods. While the Emperor is made to
appear as convinced of the error of his ways, all blame for the
“feelings of apprehension” created by the reform movement is
relegated to “our officials’ failure to give effect to our orders in the
proper way,” so that everybody’s “face” is saved. The following
abridged translation is of permanent interest, for the same
arguments are in use to-day and will undoubtedly be required
hereafter, when the Manchus come to deal with the impending
problems of Constitutional Government:—
“The original object of the Throne in introducing reforms in

the administration of the government was to increase the
strength of our Empire and to ameliorate the condition of our
subjects. It was no sudden whim for change, nor any
contempt for tradition that actuated us; surely our subjects
must recognise that our action was fully justifiable and indeed
inevitable. Nevertheless, we cannot shut our eyes to the fact
that feelings of apprehension have been aroused, entirely due
to the failure of our officials to give effect to our orders in the
proper way, and that this again has led to the dissemination of
wild rumours and wrong ideas amongst the ignorant masses
of the people. For instance, when we abolished six
superfluous government boards, we did so in the public
interest, but the immediate result has been that we have been
plagued with Memorials suggesting that we should destroy
and reconstruct the whole system of administration. It is
evident that, unless we explain our policy as a whole, great
danger may arise from the spread of such ideas, and to
prevent any such result we now command that the six
metropolitan departments which we previously abolished be
re-established exactly as before. Again, our original intention
in authorising the establishment of official newspapers, and
allowing all and sundry of our subjects to address us, was to
encourage the spread of knowledge and to improve our own
sources of intelligence. Unfortunately, however, the right of
addressing the Throne has been greatly abused, and the
suggestions which have reached us in this way have not only
been trivial and useless on many occasions, but have recently
shown a tendency towards revolutionary propaganda. For this
reason the right to memorialise the Throne will in future be
strictly reserved in accordance with the established and
ancient custom. As for official newspapers, we have come to
the conclusion that they are quite useless for any purposes of
the government, and that they only lead to popular discontent;
they are therefore abolished from this day forth. The proper
training grounds for national industry and talent are Colleges,
and these are to go on as before, it being the business of the
local officials, acting upon public opinion in their respective
districts, to continue the improvement of education on the
lines laid down; but there is to be no conversion of temples
and shrines into schools, as was previously ordered, because
this might lead to strong objection on the part of the people.
Generally speaking, there shall be no measures taken
contrary to the established order of things throughout the
Empire. The times are critical, and it behoves us, therefore, to
follow in government matters the happy mean and to avoid all
extreme measures and abuses. It is our duty, without
prejudice, to steer a middle course, and it is for you, our
officials, to aim at permanence and stability of administration
in every branch of the government.”
Jung Lu was now raised to membership of the Grand Council, and

given supreme command of the northern forces and control of the
Board of War; he thus became the most powerful official in the
Empire, holding a position for which no precedent existed in the
annals of the Manchu Dynasty. He had once more proved loyal to
the Empress and faithful to the woman whom he had served since
the days of the flight to Jehol; and he had his reward. It was natural,
if not inevitable, that the part played by Jung Lu in the crisis of the
coup d’état should expose him to severe criticism, especially abroad;
but, from the Chinese official’s point of view, his action in supporting
the Empress Dowager against her nephew, the Emperor, was
nothing more than his duty, and as a statesman he showed himself
consistently moderate, sensible, and reliable. The denunciations
subsequently poured upon him by the native and foreign Press at the
time of the Boxer rising were the result, partly of the unrefuted
falsehoods disseminated by K’ang Yu-wei and his followers, and
partly of the Legations’ prejudice (thence arising) and lack of
accurate information. As will hereafter be shown, all his efforts were
directed towards stemming the tide of that fanatical outbreak and
restraining his Imperial mistress from acts of folly. Amidst the
cowardice, ignorance and cruelty of the Manchu Clansmen his
foresight and courage stand out steadily in welcome relief; the only
servant of the Throne during Tzŭ Hsi’s long rule who approaches
him in administrative ability and disinterested patriotism is Tseng
Kuo-fan (of whose career a brief account has already been given).
From this time forward until his death (1903) we find him ever at Tzŭ
Hsi’s right hand, her most trusted and efficient adviser; and her
choice was well made. As will be seen in a later chapter, there was a
time in 1900, when the Old Buddha, distraught by the tumult and the
shouting, misled by her own hopes, her superstitious beliefs and the
clamorous advice of her kinsfolk, allowed Prince Tuan and his fellow
fanatics to undermine for a little while Jung Lu’s influence.
Nevertheless (as will be seen by the diary of Ching Shan) it was to
him that she always turned, in the last resort, for counsel and
comfort; it was on him that she leaned in the dark hour of final
defeat,—and he never failed her. She lived to realise that the advice
which he gave, and which she sometimes neglected, was invariably
sound. Amidst all the uncertainties of recent Chinese history this
much is certain, that the memory of Jung Lu deserves a far higher
place in the esteem of his countrymen and of foreigners than it has
hitherto received. Unaware himself of many of the calumnies that
had been circulated about him at the time of the Court’s flight, he
was greatly hurt, and his sense of justice outraged, by the cold
reception given him by the Legations after the Court’s return to
Peking. Thereafter, until his death, he was wont to say to his intimate
friends that while he would never regret the stand he had taken
against the Boxers, he could not understand or forgive the hostility
and ingratitude shown him by foreigners. “It was not for love towards
them,” he observed, on one occasion recorded, “that he had acted
as he did, but only because of his devotion to the Empress Dowager
and the Manchu Dynasty; nevertheless, since his action had
coincided with the interests of the foreigner, he was entitled to some
credit for it.”
The Empress Dowager consulted long and earnestly with Jung Lu
as to the punishment to be inflicted upon the reformers. He
advocated strong measures of repression, holding that the prestige
of the Manchu Dynasty was involved. The six prisoners were
examined by the Board of Punishments, and Jung Lu closely
questioned them as to K’ang Yu-wei’s intentions in regard to the
Empress Dowager. Documents found in K’ang’s house had revealed
every detail of the plot, and upon the Grand Council recommended
the execution of all the prisoners. There being no doubt that they had
been guilty of high treason against Her Majesty, it seemed clearly
inadvisable to prolong the trial, especially as there was undoubtedly
a risk of widening the breach between Manchus and Chinese by any
delay in the proceedings, at a time when party spirit was running
high on both sides. The Old Buddha concurred in the decision of the
Grand Council, desiring to terminate the crisis as soon as possible;
accordingly, on the 13th day of the Moon, the reformers were
executed. They met their death bravely, their execution outside the
city being witnessed by an immense crowd. It was reported that
amongst the papers of Yang Jui were found certain highly
compromising letters addressed to him by the Emperor himself, in
which the Empress Dowager was bitterly denounced. There was
also a Memorial by Yang impeaching Her Majesty for gross
immorality and illicit relations with several persons in high positions,
one of whom was Jung Lu; this document had been annotated in red
ink by the Emperor himself. It quoted songs and ballads current in
the city of Canton, referring to Her Majesty’s alleged vicious
practices, and warned the Emperor that, if the Manchu dynasty
should come now to its end, the fault would lie as much with Tzŭ Hsi
and her evil deeds as was the case when the Shang dynasty (of the
12th Century b.c.) fell by reason of the Emperor Chou Hsin’s
infatuation for his concubine Ta Chi, whose orgies are recorded in
history. Yang Jui had compared the Empress Dowager’s life at the
Summer Palace with the enormities committed by this infamous
concubine in her palace by the “Lake of Wine”; small wonder then,
said Tzŭ Hsi’s advocates in defence of drastic measures, that,
having seen for herself, in the Emperor’s own handwriting, that these
treasonable utterances met with his favour and support, Her Majesty
was vindictively inclined and determined to put an end, once and for
all, to his relations with the Reform party.
The edict which ordered the execution of the Reform leaders was
drafted by the Empress Dowager herself with the aid of Jung Lu, but
with cynical irony it was issued in the name of the Emperor. It was
written in red ink as an indication of its special importance, a
formality usually reserved for decrees given by the Sovereign under
his own hand. After laying stress upon the necessity for introducing
reforms in the country’s administration, and on the anxiety felt by the
Throne in regard to the increasing difficulties of government, this
Decree proceeded to state that K’ang Yu-wei and his followers,
taking advantage of the necessities of the moment, had entered into
a rebellious conspiracy, aiming at the overthrow of the Throne itself;
fortunately, their treacherous intentions had been disclosed, and the
whole plot revealed. The Decree continued as followed:—
“We are further informed that, greatly daring, these traitors

have organised a secret Society, the objects of which are to
overthrow the Manchu dynasty for the benefit of the Chinese.
Following the precepts of the Sages, We, the Emperor, are in
duty bound to propagate filial piety as the foremost of all
virtues, and have always done so, as our subjects must be
fully aware. But the writings of K’ang Yu-wei were, in their
tendency, depraved and immoral; they contain nothing but
abominable doctrines intended to flout and destroy the
doctrines of the Sages. Originally impressed by his
knowledge of contemporary politics, we appointed him to be a
Secretary of the Tsungli Yamên, and subsequently gave him
charge of the establishment of the proposed official
newspaper at Shanghai; but instead of going to his post, he
remained for the purposes of his evil conspiracies at Peking.
Had it not been that, by the protecting influences of our

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10 Operations Planning and Scheduling

4. Priority systems affect operations performance and aid management in making

1. Barberton Municipal Division of Road Maintenance

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Cost Calculation Amount

2. Bob Carlton’s Golf Camp

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Overtime wages* (1,120 hr in quarter 2)($20 per hr) 22,400

b. The chase strategy:

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Regular wages ($7,200 per quarter)(76) $547,200

3. Bob Carlton’s Golf Camp with part-time instructors

4. Donald Fertilizer Company

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10 1,500 163 1,630 370 500 - -

Level Strategy Wages $2,000/month/employee $3,912,000

b. Chase Strategy Production Plan – using Excel Spreadsheet

Chase Strategy Wages $2,000/month/employee $3,800,000

c. Mixed Strategy Production Plan – using Excel Spreadsheet

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Sum 1,901 12,090 83 103

Mixed Strategy Wages $2,000/month/employee $3,802,000

d. Cost Comparisons – Total cost is minimized by the Level Strategy

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Modified chase strategy with a base workforce of 10:

Total cost = Wages + Hire costs + Layoff costs

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Spreadsheets for Sales and Operations Planning

8. Tax Prep Advisers Inc.

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Output from OM Explorer confirms these calculations:

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d. Cost comparisons for the staffing plans

9. Climate Control Inc.

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10. King Kool Company

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b. Chase strategy with vacations:

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c. Mixed strategy with inventory, overtime, backorders and vacations:

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11. Classico Inc.

Starting Workforce 20 Cost to Hire One Worker $ 10,000.00

Period January February March April May Total

Total cost $ 81,000.00 $ 80,000.00 $ 142,500.00 $ 200,000.00 $ 80,000.00 $ 583,500.00

12. Gemini Inc.

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Starting Workforce 20 Cost to Hire One Worker $ 2,000.00

Period January February March April May Total

Total cost $ 50,000.00 $ 51,000.00 $ 152,750.00 $ 114,000.00 $ 115,000.00 $ 482,750.00

13. Michaels Distribution Center

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14. Cara Ryder’s ski school needs 11 instructors.

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15. The environmentally progressive mayor of Cambridge, Colorado.

The minimum number of employees is 12. However, many schedules (particular