Operations Management 13th Edition

Stevenson Solutions Manual

Go to download the full and correct content document:
https://testbankfan.com/product/operations-management-13th-edition-stevenson-solut
ions-manual/
More products digital (pdf, epub, mobi) instant
download maybe you interests ...

Operations Management 13th Edition Stevenson Test Bank

https://testbankfan.com/product/operations-management-13th-
edition-stevenson-test-bank/

Operations Management 11th Edition Stevenson Solutions

Manual

https://testbankfan.com/product/operations-management-11th-
edition-stevenson-solutions-manual/

Operations Management 12th Edition Stevenson Solutions

Manual

https://testbankfan.com/product/operations-management-12th-
edition-stevenson-solutions-manual/

Operations Management Canadian 6th Edition Stevenson

Solutions Manual

https://testbankfan.com/product/operations-management-
canadian-6th-edition-stevenson-solutions-manual/
Operations Management Canadian 5th Edition Stevenson
Solutions Manual

https://testbankfan.com/product/operations-management-
canadian-5th-edition-stevenson-solutions-manual/

Operations Management 11th Edition Stevenson Test Bank

https://testbankfan.com/product/operations-management-11th-
edition-stevenson-test-bank-2/

Operations Management 12th Edition Stevenson Test Bank

https://testbankfan.com/product/operations-management-12th-
edition-stevenson-test-bank/

Operations Management Canadian 6th Edition Stevenson

Test Bank

https://testbankfan.com/product/operations-management-
canadian-6th-edition-stevenson-test-bank/

Operations Management Canadian 5th Edition Stevenson

Test Bank

https://testbankfan.com/product/operations-management-
canadian-5th-edition-stevenson-test-bank/
 CHAPTER 09
MANAGEMENT OF QUALITY

Teaching Notes
This chapter is devoted to quality management. It presents a definition of quality, discusses the
importance of quality and the determinations of quality, highlights the views of leading experts on
modern quality management, and describes the total quality management approach. A later chapter is
devoted to quality control procedures and quality improvement.
Total Quality Management (TQM) is a popular approach that:
1. Promotes understanding and fulfilling the needs of customers.
2. Defines quality in terms of customer requirements.
3. Views quality improvement as a never-ending quest to improve the process.
4. Uses statistical reasoning with data to solve problems and to improve the process.
5. Emphasizes the role of leadership systems in improving quality.
6. Utilizes appropriate education and training for everyone in the organization in a continuous
fashion.
7. Views quality as not only a technical operational issue but also views it from a strategic
orientation that leads to enhanced long-term planning.
8. Encourages empowerment of the employees in the workplace to improve job design, job
performance, and continuous improvement in all aspects of the organization.
TQM is an approach that views quality improvement as a never-ending quest to improve the
conversion process so that the level of customer satisfaction continually rises. Because the Japanese
have been so successful in continuously improving the quality of their products and services, Kaizen,
or continuous improvement, has become an extremely popular and widely accepted managerial
approach to improve quality on a daily basis. The old adage, “if it ain’t broke, don’t fix it,” has a rather
hollow ring to it these days. A more appropriate message today would be “just because it ain’t broke
doesn’t mean it can’t be improved.”
The material in this chapter is divided into the following major topics:
1. Overview of TQM
2. Problem Solving
3. Continuous Process Improvement
a. Process Mapping
b. Process Analysis
c. Process Redesign
4. Seven Quality Tools
a. Check Sheets
b. Flowcharts
c. Scatter Diagrams
d. Histograms
e. Pareto Charts
f. Control Charts
g. Cause-and-Effect Diagrams
5. Strategic Issues in Implementing TQM
6. Plan-Do-Study-Act Cycle
7. Methods for Generating Ideas
a. Run Charts
b. Brainstorming
c. Quality Circles
d. Benchmarking

Reading: Benchmarking Corporate Web Sites of Fortune 500 Companies

Reason for the importance of each factor:

Factor Importance

1 Use of meta tags Conveys information to web crawlers about the

2 Home page title
3 Unique domain name
4 Search engine site registration
5 Server reliability
6 Speed of loading
7 Number of bad links
8 Number of spelling errors
9 Visibility of contact information
10 Indication of last update date
11 A privacy policy
12 Presence of a search engine
13 Translation to multiple languages
site.
Communicates the content of the site.
Lessens the chance that other domains will show
up in a search.
Increases visibility on the web.
Affects the percentage of time a site is “up.”
Some potential viewers will not be willing to wait
if loading is slow.
Frustrates visitors and does not give impression of
a site that is “current.”
Does not make a good impression.
Eases ability to contact.
Reveals how current the site information is.
A privacy policy is one of the most important
documents on any web site. It details how
information collected from visitors will be treated.
Allows visitors to find what they are looking for
on the site easily.
Broadens the potential audience.

Answers to Discussion and Review Questions

1. a. Convenience: the availability and accessibility of the service
Reliability: the ability to perform a service dependably, consistently, and accurately
Responsiveness: the willingness of service providers to help customers in unusual
situations and to deal with problems
Time: the speed with which service is delivered
Assurance: the knowledge exhibited by personnel who come into contact with a customer
and their ability to convey trust and confidence
Courtesy: the way customers are treated by employees who come into contact with them
Tangibles: the physical appearance of equipment, facilities, personnel, and communication
materials
Consistency: the ability to provide the same level of good quality repeatedly
Expectations: meet or exceed customer expectations
 b. The primary determinants of quality are design, conformance to design, ease of use (partly
related to design, but also a function of user instructions and sometimes training), and
service after delivery.
2. Qualityof design refers to the intention of designers to include or exclude certain features in a
product or service. Quality of conformance refers to how well a product or service matches
design specifications.
3. a. The reputation and image of an organization will suffer from poor quality products or
services.
b. Organizations must pay special attention to their potential liability due to damages or
injuries resulting from either faulty design or poor workmanship.
c. Poor quality can affect productivity adversely if rework is necessary or if the process has
to slow down to accommodate an assembler trying to find a part that fits properly or by
having defects and scrap that reduce output.
d. Poor quality increases costs because of rework, scrap, repair and replacement, warranty
claims, discounts, customer field work such as travel and inspection, lost time, and legal
expenses.
4.
Dimension Television Set
Performance On/off, sound, color, and picture
Aesthetics Shiny black cabinet
Special features Remote control, inset picture, and stereo sound
Conformance Conforms to design specifications for size, pixels, etc.
Reliability Infrequency of breakdowns and repair work
Durability Useful life in terms of time and use
Perceived quality UL approved and high Consumer Reports rating
Serviceability Handling of complaints, requests for information, and repair
work (cost, time, reliability, courtesy, and trust)
Consistency Quality of each set does not vary

Dimension Restaurant Meal (Product)

Performance Taste, smell, color, arrangement of food, cleanliness, and
tableware
Aesthetics Looks appetizing
Special features Specialties of the house: wines, cocktails, desserts, etc.
Conformance Meets or exceeds customer expectations
Reliability Meals are consistently delicious and cooked properly
Durability Meal ingredients maintain freshness and flavor
Perceived quality Appearance of meal leads customers to believe food is good
Serviceability Complaints handled quickly
Consistency Quality of each meal does not vary
Dimension Restaurant Meal (Service)
Convenience Easy entry into facility and available hours meet customer
needs
Reliability Servers take and serve orders dependably, consistently, and
accurately
Responsiveness Servers are able to handle special meal and drink requests
and to take care of problems quickly
Time Meals are cooked and served quickly
Assurance Servers are knowledgeable about all menu items
Courtesy Servers and managers treat customers with respect
Tangibles Facility is clean, equipment is in good working order, and
servers are dressed properly and have good hygiene
Consistency The restaurant consistently serves good food
Expectations The restaurant consistently meets or exceeds customer
expectations

Dimension Painting a House (Service)

Convenience Painters are able to work around homeowner’s schedule
Reliability Painters always finish jobs on time with good results
Responsiveness Painters and/or manager are willing and able to handle
special requests and to take care of problems (spills, runs,
etc.)
Time Painters are able to complete two coats of paint in a timely
manner
Assurance Painters are able to answer questions about paint coverage,
the ability of the paint to prevent mold, etc.
Courtesy Painters are respectful to homeowners
Tangibles Painters are dressed professionally, and equipment is in good
working order
Consistency Painters perform the same quality job each time
Expectations The painters meet or exceed customer expectations
 Dimension Surgery and Post-Surgery Care (Service)
Convenience Timing of surgery works with patient’s schedule
Reliability Surgeon makes the same type of incisions, follows the same
steps each surgery, and correctly diagnoses and fixes patient
ailments
Responsiveness Surgeon is willing to move up surgery for a patient with
excessive pain
Time Patient is scheduled for surgery quickly, and surgeon
completes the surgery quickly given the complexity of the
procedure
Assurance Surgeon is able to answer all patient questions regarding
surgery and recovery
Courtesy Surgeon is respectful to the patient and explains procedures
in a friendly, caring manner
Tangibles Hospital surgery room and equipment are sanitary
Consistency Surgeon provides the same quality each surgery
Expectations Surgeon meets or exceeds patients’ requirements for range of
motion, speed of recovery, etc.

5. a. Various student responses are possible regarding whether product reviews (negative or
positive) influence their purchasing decisions.
b. Among the possible reasons: Often these are the extremes - A customer is either very
satisfied or very dissatisfied or a customer receives something in return for a review, such
as discount coupons or a small monetary reward.
c. Student answers will vary regarding whether they provide feedback about the helpfulness
of a product review.

6. A major component of the quality-ethics interface involves firms knowingly allowing

substandard products to be manufactured and sold or organizations knowingly providing
substandard service to customers.
The substandard production can take place as a result of poor workmanship; improper or
inadequate training of employees; poor product or process design; low quality parts, raw
materials, or components; poor maintenance policies and systems;and equipment or machinery
problems. Each of these reasons for substandard quality may involve possible unethical
behavior.
The consequences of delivering substandard or poor quality products range from increased
warranty and liability costs for companies to inconvenience or injuries to customers.
When the firm learns about the quality problem, the way in which it deals with it may be
considered unethical if the response to the problem is unreasonably slow, and/or if the
remedies are either nonexistent or considered to be inadequate.
7. Quality Gurus:
W. Edwards Deming:Deming is known as the senior quality guru. He was a statistics
professor at New York University. He went to Japan to assist the Japanese in improving
quality and productivity. As a result of his successful accomplishments in Japan, the Japanese
established the prestigious Deming prize, which is awarded annually to firms that distinguish
themselves with successful quality management programs. His work in quality was not
recognized in the U.S. until the 1980s. Finally, U.S. companies embraced his work. He
assisted many American companies in designing quality programs until his death in 1993.
Deming compiled a famous list of 14 points that he believed was the prescription needed to
achieve quality in an organization. He strongly believed the cause of inefficiency and poor
quality was due to the system and not to the employees. He also believed it was
management’s responsibility to correct the system to achieve the desired improvements in
quality and productivity.
The key elements of Deming’s 14 points are: constancy of purpose, continual improvement,
and profound knowledge. Profound knowledge has four key components:
a. An appreciation for a system.
b. A theory of variation (develop a system to reduce the variation in output and distinguish
between special and common causes of variation).
c. A theory of knowledge (knowledge is derived from theory, and learning cannot take place
without a theory of knowledge).
d. Psychology (management must find a way to motivate workers).

8. a. ISO 9000 is a set of international standards on quality management. The International

Organization for Standardization (ISO) promotes worldwide standards that will improve
efficiency and productivity. The ISO 9000 standards are important for doing business
internationally, especially in Europe. Over 40,000 companies are certified by ISO. To
become certified, companies must go through a process documenting procedures
involving process control, inspection, purchasing, and training. After the documentation
is complete, there is an on-site visit to verify the procedures documented. After
certification, registered companies go through a series of audits. They must be recertified
every three years.
b. One is an award; the other certifies a level of competence. The Baldrige Award is
designed to stimulate quality improvement efforts and to recognize achievements in U.S.
companies. ISO certification implies a certain level of quality competence in products or
services that is recognized internationally. If a U.S. company wanted to pursue both, the
logical first choice would be the Baldrige Award, because it would help the company
focus on its processes, which is a key step for ISO certification.
9. Quality management emphasizes preventing mistakes or correcting them after they occur.
There is a direct trade-off between investment in quality programs and investment in failure
costs. If the quality is poor, the failure costs will be high. Productivity can be harmed
significantly due to having to rework defective parts. Injuries can occur also because of
neglected machinery and defective output (internal failure costs). Increases in warranty costs,
service costs, repair costs, discount costs, and payments to customers to offset the inferior
quality are examples of external failure costs. The emphasis on quality can lead to a
significant reduction of both internal and external failure costs, thereby reducing production
costs for the company.
10. TQM is a quest for quality that involves everyone in the organization. The key elements of the
TQM approach are: asking customers what they want, designing a product or service that will
meet (or exceed) customer expectations, designing processes that facilitate doing the job right
the first time, keeping track of results and using them to guide improvement, extending TQM
concepts throughout the supply chain, ensuring that top management is involved with the
TQM effort, driving continuous improvement, benchmarking other companies, empowering
employees, using a team approach, making decisions based on facts, acquiring knowledge of
quality tools, ensuring supplier quality, having a TQM champion, enforcing quality at the
source, and treating suppliers as partners in the TQM process.
The driving force behind TQM is that it is an attitude toward quality. The company culture
must be willing to change and to embrace TQM. Embracing TQM is necessary for a company
because quality is an important determinant of a company’s viability now and in the future.
11. Seven Quality tools are:
a. Check Sheet: A tool for organizing and collecting data. It is a tally of problems and other
events by category.
b. Flowchart: A diagram of the steps in a process.
c. Scatter Diagram: A graph that shows the degree of relationship (correlation) between two
variables.
d. Histogram: A chart that shows the empirical frequency distribution. Histogram expresses
the shape of the data set.
e. Pareto Chart: A chart or diagram that arranges categories from highest frequency of
occurrence to lowest frequency of occurrence. A Pareto chart distinguishes the few critical
factors from the many trivial factors.
f. Control Chart: A statistical chart of time ordered values of a sample statistic. It involves
setting upper and lower limits to determine potential causes of problems in a given
process.
g. Cause-and-Effect Diagram: A representation of the relationship between some measured
effect and the set of possible causes that produce the effect. It may be used to correct the
problems or to understand the process itself.
12. a. Brainstorming is a technique in which a people share ideas and thoughts on various
problems in a relaxed atmosphere to stimulate unrestrained collective thinking.
b. Benchmarking is a technique that measures a company’s performance against the best in
industry. This technique can help in determining how the best companies achieve high
performance and quality levels.
c. Run Chart is a plot of series of values in the order of their occurrence. It is used to track
the values of a variable over time to identify trends or patterns in the data set.
13. There are four basic steps in the plan-do-study-act cycle:
Plan. Begin by studying the current process. Document that process. Then, collect data to
identify problems. Next, analyze data and develop a plan for improvement. Specify measures
to be used for evaluating the plan.
Do. Implement the plan, on a small scale if possible. Document any changes that are made
during this phase. Collect data systematically for evaluation.
Study. Evaluate the data collection during the do phase. Check to see how closely the results
match the original goals of the plan phase.
Act. If the results are successful, standardize the new method and communicate the new
method to all people associated with the process. Implement training for the new method.
Consider opportunities for replicating the same changes in other similar processes. If the
results are not successful, either revise the plan and repeat the process, or cease the process.
14. Steps of Problem Solving:
a. Define the problem and establish an improvement goal
b. Collect data
c. Analyze the problem
d. Generate potential solutions
e. Choose a solution
f. Implement the solution
g. Monitor the solution to see if it accomplishes the goal

15. a. Pareto Analysis:Assume that a company has just been bought by another company. Based
on an initial study, it has been established that the organization is suffering from numerous
quality problems. A committee is formed to study the quality-related problems. One of the
first tasks of the committee is to enumerate the various problems experienced by this
company and to identify the more important problems so that they can take corrective
action.In this context, the company is considering to use Pareto analysis to differentiate
the fewimportant problems from many trivial problems.
b. Histogram: A company is having problems controlling the quality of the average diameter
of radial tires. The quality control manager of a tire manufacturing company wants to
determine the shape of the tire diameter distribution so that he can determine whether
excessively large diameters or excessively small diameters are occurring. A histogram
is drawn to shed light on this problem.
c. Flowchart:The company has moved one of its plants to a new location. In the process of
moving, the layout of the plant was altered. Because of the alteration, the company is
having difficulty locating material and controlling its operations. The plant manager thinks
there is a more effective way to determine the layout of the plant. He proceeds by
assigning the Production and Inventory Control Manager to determine where in the
process problems occur. The Production and Inventory Control Manager utilizes a
flowchart to diagram the steps of the manufacturing process in the plant. After analyzing
the results from the flowchart, the company will consider other options for the plant
layout.
 d. Scatter Diagram: A drug manufacturer wants to determine if there is a significant
relationship between the dosage of its new drug and a patient’s body temperature. It
collects information from 12 patients that were administered several different drug
dosages. Plotting the scatter diagram will show the degree and the direction of the
relationship between the two variables.
16. Steps of process improvement:
a. Map the process: Identify each step in the process along with its input and outputs, the
people involved, and the decisions that are made. Document measures such as time, cost,
space used, employee morale, turnover, accidents, working conditions, revenues, profits,
quality, and customer satisfaction. Prepare a flowchart of the process.
b. Analyze the process: Ask questions about the process: Is it logical? Are any steps
missing? Is there any duplication of steps? Ask questions about each step: Does the step
add value? Could the step be eliminated? Does any waste occur at the step? Could the
process time be shortened? Could the cost to perform the step be reduced? Could two (or
more) steps be combined?
c. Redesign the process: Using the results of the analyze step, redesign the process and
document improvements.
17. Flowchart: A manager trying to improve a process could start with a flowchart to determine
possible points in the process where problems occur.
Check Sheet: After determining where defects occur, the manager could use a check sheet to
record the different defects generated at the various points in the process.
Pareto Analysis: The manager could take the results from the check sheet and arrange the
defects in order of frequency.
Cause-and-Effect Diagram: The manager could take the most frequently occurring problem
and study that problem in greater detail using a cause-and-effect diagram.

Taking Stock
1. The tradeoff involved in deciding whether to offer a product or service guarantee is increased
revenue vs. increased cost. The guarantee should drive more business and revenue. However,
if the quality of the product or service does not meet customer expectations, external failure
costs could increase due to customers asking for refunds. Therefore, any company considering
offering such a guarantee will need to increase spending on prevention and appraisal costs to
ensure that external failure costs do not outweigh the benefits of increased revenue.
2. Setting priorities for quality improvement needs to transcend the entire organization.
Therefore, at the macro level, upper management needs to be involved heavily in determining
the desired level of quality. Obviously, the marketing department, due to its close contact with
the customers, can provide valuable information when defining quality. Upper-level manager
involved in strategic planning, due to their knowledge of competition, should be involved. Of
course, engineering, production, and the quality control department will not only be able to
answer technical questions about quality improvement but also will be in a position to
evaluate whether quality goal setting done at the macro level was reasonable. Finally,
accounting and financial personnel can provide valuable information about the cost of quality.
3. Technology has had a profound impact on quality. Improvement in measurement systems has
drastically improved the measurement of quality. Computer technology has enabled many
companies to perform on-line, real-time statistical process control, which has enabled them to
respond to quality problems faster. Due to technological improvements in computerized
design, products are designed better and thus have significantly fewer quality problems. The
 artificial intelligence systems forewarn potential problems before they occur. Due to
computerized equipment, processes are able to hold tighter tolerances also.

Critical Thinking Exercises

1. It may be possible that customers noticed the additional repair personnel in the shop and
assumed (wrongly) that the manager had raised prices to pay the wages of the additional repair
personnel. It may be possible that repair personnel have some idle time now given the
additional staffing, and customers may be observing this. The manager has two options:
promote the fact that repair times have decreased while repair costs have decreased at the
same time or ensure that the additional repair personnel are not visible to customers.
2. Customer retention is important because it typically costs much less to retain current
customers than it does to attract new customers. One possible reason that “satisfied
customers” leave is that “customer satisfaction” is not enough. Retention may require
exceeding customer expectations. Another possibility is that no matter what you do, you will
not be able to retain some customers.
In some businesses, developing a breakdown of profits generated by each type of customer
(e.g., loyal customers versus customers with a tendency to leave) can be a good starting point.
It may turn out that it is not worthwhile to try to retain some customers. If it is worthwhile, try
to find out why you cannot retain them (i.e., what it would take to retain them), and respond
accordingly.
3. Compared to decentralized processing facilities, a single processing facility would entail more
transportation to and from the facility, thus leading to more chances for contamination as well
as higher transportation costs. Longer shipping times from a centralized facility could increase
the risk of deterioration or spoilage. Any contamination at the processing facility would affect
a large amount of produce, and any quality problems that caused delays or shutdowns would
affect the entire output of the company. Conversely, any quality problems at a decentralized
facility would affect a small amount of produce only.
4. Student answers will vary. Some possible answers are listed below:
a. Knowingly producing and shipping defective products would violate the Utilitarian
principle (due to increased failure costs) and the Virtue Principle.
b. Allowing defective processes to spew hazardous substances into the surrounding
community would violate the Common Good Principle.
c. A production manager forcing a subordinate to lie on a quality report would violate the
Rights Principle.
d. If a CEO withheld information about defective products from the U.S. government, this
would violate the Virtue Principle.
Solutions
1. Check Sheet
Work Type Frequency
Lube and Oil 12
Brakes 7
Tires 6
Battery 4
Transmission 1
Total 30

Pareto Diagram
12

7
6

1
Check Sheet
Lube & Oil Brakes Tires Battery Trans.

2.
Problem Check Sheet
Customer Type Noisy Failed Odor Warm Totals
Residential 10 7 5 3 25
Commercial 3 2 7 4 16
Totals 13 9 12 7 41
 Pareto Diagrams

Residential customers Commercial customers

10

7 7

5
4
3 3
2

Noisy Failed Odor Warm Odor Warm Noisy Failed

Run Chart for Occurrences of Defective Computer Monitors

3 • • • •
3. 2 • • •

1• • • • • • • • • • •

0 • • • • • • • • • • • •

break lunch break

The run charts seems to show a pattern of errors possibly linked to break times or the end of the shift.
Perhaps workers are becoming fatigued. If so, perhaps three 10-minute breaks spread out over the shift
instead of two 15-minute breaks (one in the in the morning and one in the afternoon) could reduce
fatigue and some errors. In addition, errors are occurring during the last few minutes before noon and
at the end of the shift, and those periods should be given management’s attention.
4. Time Count Time Count
1:00–1:04 1 1:40–1:44 3
1:05–1:09 2 1:45–1:49 2
1:10–1:14 2 1:50–1:54 3
1:15–1:19 1 1:55–1:59 2
1:20–1:24 1 2:00–2:04 7
1:25–1:29 3 2:05–2:09 4
1:30–1:34 1 2:10–2:14 6
1:35–1:39 2 2:15–2:20 2
Run Chart
7
6
5
4
3
2
1
0
Time

Emergency calls appear to fluctuate around an average until 2:00 AM, and then appear to
increase until about 215 AM, and then decrease again. The manager may want to try to find
out why 2 AM – 215 AM is busier.
5.
Person Lamp
Bulb
missing
Did not turn
completely on
Burned Bulb
out bulb loose
Lamp fails
to light
Power off Not
plugged in
Outlet
defective Defective

Other Cord

6. Supplier

Insufficient
capacity
Inadequate
recordkeeping
Poor
scheduling
Late
deliveries
Weather
Traffic Wrong
information
Breakdown Missing
information
Scheduling Late to
Capacity supplier

Delivery Orders
system
 7.

Methods Materials
Procedures Handling
Controls Suppliers
Tolerances Specifications

Sequences Tolerances

Timing Controls
Consistency Environment

Poka-Yoke Quality
Consistency
Defective
Machine
Quality at Adjustment Parts
Organization
the Source
Culture Operation

Working Expertise Specifications

Conditions Controls
Motivation Vibration
Qualifications Maintenance
Selection Wear
Training Set-up
Morale

Personnel Machine
8. a.

Scatter Diagram
8
D
7
a
y 6
s 5
4
A
3 Days Absent
b
s 2
e 1
n
0
t
0 20 40 60 80
Age

b.

Scatter Diagram
6

5
E
r 4
r
3
o
r 2 Errors
s
1

0
0 20 40 60 80 100
Temperature

In the first scatter diagram, days absent appear to decrease as the age of the worker increases.
In the second scatter diagram, the error rate (number of errors) decreases as temperature
increases to about 70 degrees, and then increases as temperature increases beyond 70 degrees.
 Start
9.
Gather and pack
the materials in
the book bag

Are
all items No
packed?

Yes

Travel to
the library

Find an adequate
place to study

Is
the
Yes
location too
crowded?

No

Study

Gather and pack

all items in the
book bag

Are
all items No
packed?

Yes

Leave the library

and travel home

Stop
 Cause-and-Effect Diagram 10.

Classroom Instructor Course

Reputation of Subject matter

Number of seats the instructor
Number of available in the
seats available closed section
in other Reputation (difficulty)
sections Reputation of instructors
of the course
teaching other sections
of the same course
Type of Course format
Reputation of
classroom (discussion/lecture/online)
Location of instructors
classroom teaching other
courses at the Closed
same time Section
of a College
Number and type Course
of other courses
# of sections Time and days
Total capacity offered at the
scheduled of the week for
same time
other sections of
the course
Estimated # of
eligible students
Estimated # of that need the course Time of
students taking as a requirement the day
it as an elective Estimated # of Days of the week
students taking it as
a required course
Enrollment Forecasting Time of Offering
 11.

Cause-and-Effect Diagram

Weather Vision Vehicle Characteristics

Night Type of
Ice vehicles
Sun light
Rain
Oncoming headlights Age of vehicle
Slippery roads
Hills or curves
Condition of
Wind vehicle

Accidents

Intersections Age of driver

Speed limit involved in
accidents
Distractions Condition of
the driver
Road signs

Curvature of Profile of drivers

the road

Road Characteristics Driver Characteristics

12.
Dimension Pharmacy Filling a Prescription (Service)
Convenience Location of the pharmacy and the hours of operation
Reliability Is the prescription filled correctly?
Responsiveness Willingness to answer questions about the medication
Time How long did you have to wait?
Assurance Knowledge of the pharmacist when answering your questions
Courtesy Friendliness of the pharmacist and the cashier
Tangibles Appearance of the pharmacy and the staff
Consistency Pharmacist delivers same quality during each customer visit
Expectations Pharmacy meets or exceeds customer expectations

Case: Chick-N-Gravy Dinner Line

This case provides the opportunity for students to acquire some insight into analyzing quality
problems. You may prefer to give them some initial guidance, or you may want to let them grapple
with it on their own.
On their own, they may attempt to set up control charts. However, the essence of the case is to
examine the data and draw conclusions about where problems may be.
Data can be organized in a number of ways. One useful way is the following:

Underfilled Missing Spilled/Mixed Unacceptable Improper Seal

Label Taste
#1 #2 #1 #2 #1 #2 #1 #2 #1 #2
Morning 0 1 1 11 0 11 2 2 4 14 7 21 0 5 5
Afternoon 3 1 4 0 6 6 4 6 10 0 1 1 1 5 6
3 2 5 11 6 17 6 8 14 14 8 22 1 10 11
This gives a breakdown by morning/afternoon as well as by Line #1/Line #2. Histograms (totals,
morning/afternoon, and Line #1/Line #2) could be constructed to highlight problem areas.
Overall, 69 defects were found, 22 of which were classified as unacceptable taste, making this the
most frequent problem. The next most frequent was missing label with 17 occurrences, and then
spill/mixed with 14 occurrences.
Looking more closely at these three categories, we can see that 14 of the 22 unacceptable tastes for
Line #1 occurred in the morning, and 7 of 8 for Line #2 occurred in the morning also. Line #1
exhibited a similar morning problem for missing labels: all 11 occurrences were in the morning. Line
#2 had all 6 of its occurrences of missing labelsin the afternoon. 10 of 14 occurrences of spill/mixed
occurred in the afternoon (across both lines). In the improper seal category, 10 out of 11 occurrences
were for Line #2.
In terms of recommendations, Ann should focus on investigating what might be causing unacceptable
taste problems in the morning on both lines, morning problems on Line #1 for missing labels, and
afternoon problems for Line #2 for missing labels. Spill/mixed has afternoon problems on both lines,
and there are seal problems on Line #2 throughout the day.
Case: Tip Top Markets
Based on the analysis of the check sheet given on the following page, the number of complaints
associated with out-of-stock increased over time. On the other hand, the number of complaints
associated with quality of products decreased over time. The number of complaints associated with
checkout line/pricing problems varied over time until July 27, which exhibited a significant decrease.
Analyzing the Pareto diagram, we see that out-of-stock had the most complaints, followed by checkout
line/pricing problems complaints, store/parking lot conditions complaints, quality of products
complaints, and other complaints.
The runs charts show the following:
1. A general increase over time and an increase in the number of out-of-stock complaints for the
Weeks of 7/20 and 7/27.
2. Decreases in the number of checkout line/pricing complaints for the Weeks of 7/20 and 7/27.
3. A decrease in the number of store/parking lot conditions complaints for the Week of 7/20 and
an increase in the Week of 7/27 to the highest level over the time of the study.
4. A general decrease over time and a decrease in the number of quality of products complaints
for the Weeks of 7/20 and 7/27.
5. A decrease in the number of customer unable to find product complaints for the Weeks of 7/20
and 7/27.
6. An increase in the number of other complaints for the Weeks of 7/20 and 7/27.

We identified four possible major reasons for out-of-stock complaints on the cause-and-effect diagram
shown below:
1. Forecasting
2. Supplier Deliveries
3. Spoilage
4. Inventory Inaccuracies
Further analysis of these four areas is necessary before taking any corrective action.

In addition to the main goal of reducing the out-of-stock problem, Tip Top needs to investigate the
store/parking lot conditions and the checkout line/pricing problems. However, these problems do not
occur nearly as often, and the consequences of these problems are not as serious as the out-of-stock
problem.
 Customer Checkout
Unable to Find Store/Parking Line/Pricing Quality of
Date Out-of-Stock Product Lot Conditions Problems Products Other*
June √√ √√ √√√ √√√√√ √√√√√
1
√√ √√
June √√√√ √√√√√ √√√√ √√√√√
8
√√
June √√√ √ √√ √√√√√ √√√√√ √√
15
√√√√√
June √√√√√ √√√ √√√ √√ √√√√
22

June √√√√√ √ √√√√√ √√√√ √√

29
√
July √√√√√ √√√√√ √√√√√ √ √√
6
√√√√
July √√√√√ √ √√√√ √√√√√
13
√√ √√
July √√√√√ √√ √√√√√ √√
20
√√√√√
√√√
July √√√√√ √√√√√ √ √√
27
√√√√√ √√
√√
Notes:
*Other Category: June 15 (wanted smaller size & lost wallet); July 6 (stockboy was not helpful & lost
child); July 20 (found keys in parking lot & lost keys); July 27 (reported accident in parking lot &
wanted to know who won the lottery)
 Pareto Diagram

70
60
50
40
30
20
10
0

Run Charts

Out-of-Stock Complaints
14

12

10

6 Complaints

0
6/1 6/8 6/15 6/22 6/29 7/6 7/13 7/20 7/27
 Checkout Line/Pricing Complaints
12

10

6
Complaints
4

0
6/1 6/8 6/15 6/22 6/29 7/6 7/13 7/20 7/27

Store/Parking Lot Conditions

Complaints
8
7
6
5
4
Complaints
3
2
1
0
6/1 6/8 6/15 6/22 6/29 7/6 7/13 7/20 7/27
 Quality of Products Complaints
8
7
6
5
4
Complaints
3
2
1
0
6/1 6/8 6/15 6/22 6/29 7/6 7/13 7/20 7/27

Customer Unable to Find Product

Complaints
3.5
3
2.5
2
1.5 Complaints

1
0.5
0
6/1 6/8 6/15 6/22 6/29 7/6 7/13 7/20 7/27
 Case: Tip Top Markets

Cause-and-Effect Diagram

Forecasting Supplier Deliveries

0.5
1.5
2.5

0
1
2
Advertisements

6/1
coupons Lateness
Weather

6/8
Weather

Supplier capacity
Demand
variability
Business
cycle Backorders 6/15 6/22 6/29
7/6

Out of Stock)
Other Complaints

Machine errors
7/13 7/20 7/27

(bar code)
Poor
Human error
refrigeration

Contamination
Theft
Lost
Poor quality
Complaints

merchandise
products
Cause-and-Effect Diagram for Out-of-Stock Complaints

Inventory Inaccuracies
Spoilage
Enrichment Module: TQM Exercise
Suppose that you have just been hired by the Bloor Company as a consultant to assist it in its quality
improvement efforts.
Bloor is a supplier to a wide range of companies, including several in the auto industry. The
company’s desire to institute a total quality approach has come from a number of directions. Senior
management has become aware of successes in other companies’ quality efforts, including those of
several competitors. Apart from that, the company is also being pressured by many of its customers to
adopt a more formal approach to quality. For these and other reasons, Bloor senior management has
decided to develop a TQM approach.
Towards that end, in a series of brainstorming sessions, senior management has put together a list of
possible strategies and tactics that would form the foundation of the company’s effort to achieve a
TQM operation. Your immediate task is to review the list, and to identify those items that are
reflective of a TQM approach.
The list of questions is below. Indicate by placing either a “Yes” or a “No” beside each question
whether or not you feel that the item reflects a TQM approach.
TQM (?) Strategy or Tactic
[YES or NO]
Agree?
_____ 1. Emphasize a company-wide program for finding defectives before they are sent out.
_____ 2. Use a systematic process analysis effort to improve processes throughout the company.
_____ 3. Strive to maintain high-quality ethical standards by not engaging in practices such as
obtaining information about competitors’ quality efforts.
_____ 4. Have senior management carefully design the TQM process, but then turn it over to the
employees with the authority they need to operate it.
_____ 5. Set up a method for achieving customer satisfaction of both internal and external
customers.
_____ 6. Put every member of the organization through the same quality training program to prepare
them to operate in a TQM environment.
_____ 7. Benchmark other companies’ operations, even those that are not in the same industry.
_____ 8. Set a reasonable time limit for the completion of the TQM effort so that it doesnot become
a never-ending program.
_____ 9. Ensure that all decisions are approved by senior management to keep them actively
involved.
_____ 10. Train employees to work effectively in teams, and give the teams some degree of
autonomy.
Answers TQM—Strategy or Tactic
1. No. Prevention of defects should be the emphasis—not detection of errors.
2. Yes.
3. No. It is not unethical to obtain information about the competitor’s quality practices as long as
it is done in a legal and ethical fashion.
4. No. The senior management should work with the rest of the company to design the TQM
process.
5. Yes. Many companies forget about internal customers and only consider external customers.
6. No. Different employees have different quality training needs.
7. Yes. Because certain industries have excelled in certain areas, a company may learn a great
deal about a specific function by benchmarking that function from a company outside the
industry.
8. No. Quality improvement programs should be a never-ending, continuous improvement effort.
9. No. Senior managers need not be involved actively in decision-making at the lower levels of
the organization and on the shop floor. (Too much detail for senior management.)
10. Yes. Teamwork and training are very important in successfully implementing a TQM system.
Another random document with
no related content on Scribd:
 *The humble enjoy continual peace; but in the heart of the proud
is envy and frequent indignation.

C H A P T E R VII.
That too much familiarity is to be shunned.

L AY not thy heart open to every one; but treat of thy affairs with
the wise and such as fear God.

Converse not much with young people and strangers.

Flatter not the rich; neither do thou appear willingly before great
persons.

Keep company with the humble and simple, with the devout and
virtuous; and confer with them of those things that may edify.

Be not familiar with any woman; but in general commend all good
women to God.

Desire to be familiar with God alone, and his angels, and fly the
knowledge of men.

We must have charity towards all; but familiarity with all is not
expedient.
 C H A P T E R VIII.
Of avoiding superfluity of words.

F LY the tumult of the world as much as thou canst:

For we are quickly defiled and enthralled with vanity.

I could wish that I had oftentimes held my peace, and that I had
not been in company.

*Why are we so fond of conversation, when notwithstanding we

seldom return to silence without hurt of conscience?

*We willingly talk of those things which we most love or desire, or

of those which we feel most contrary and troublesome to us.

But alas! often times in vain, and to no end; for this outward
comfort doth obstruct the inward consolation.

Therefore we must watch and pray, lest our time pass away idly.

2. If it be lawful and expedient for thee to speak, speak those

things that may edify.

However, devout conversation upon spiritual subjects, doth

greatly further our spiritual growth, especially where persons of one
mind and spirit are joined together in God.

C H A P T E R IX.
 The obtaining of peace, and zeal for improvement.

* E might enjoy much peace, if we would not busy ourselves with

W the words and deeds of others, in which we have no
concern.

How can he live long in peace, that meddles with the cares of
others, and little or seldom recollecteth himself within his own
breast?

Blessed are the single-hearted, for they shall enjoy much peace.

2. We are too much taken up with our own passions, and too
♦solicitous for transitory things.

♦ “sollicitous” replaced with “solicitous”

We are not inflamed with a fervent desire to grow better every

day; and therefore we remain cold and indifferent.

3. If we were dead unto ourselves, and disengaged from low

affections, then we should relish divine things:

But when any adversity befalleth us, we turn ourselves to human

comforts.

4. If we would endeavour, like men of courage, to stand in the

battle, we should surely feel the assistance of God from heaven:

*For he furnishes us with occasions of striving, that we may

conquer.

If we place our progress in religion, only in outward observances,

our devotion will quickly be at an end.

But let us lay the axe to the root, that being freed from passions,
we may find rest to our souls.
 C H A P T E R X.
Of the usefulness of adversity.

I T is good that we have sometimes troubles and crosses; for they

often make a man enter into himself, and consider that he ought
not to place his trust in any worldly thing.

It is good that we be sometimes contradicted; and that men think

ill of us: and this, although we do, and intend well.

For then we more diligently seek God for our inward witness,
when outwardly we are contemned by men.

*2. Wherefore a man should settle himself so fully in God, that he

need not seek comforts of men.

When a man is afflicted, tempted, or troubled with evil thoughts;

then he understandeth better the great need he hath of God.

3. So long as we live in this world, we cannot be without

temptation.

Hence it is written in Job, The life of man is a warfare upon earth.

Every one therefore ought to take care as to his own temptations,

and to watch, in prayer, lest he be deceived by the devil; who never
sleepeth, but goeth about seeking whom he may devour.

4. Temptations are often very profitable to men, though they be

troublesome and grievous: for in them a man is humbled, purified,
and instructed.
 All the saints have passed through, and profited by many
tribulations and temptations:

And they that could not bear temptations, became reprobates

and fell away.

*There is no place so secret, where there are no temptations.

5. There is no man that is altogether secure from temptations

whilst he liveth.

*When one temptation goeth away, another cometh; and we shall

ever have something to suffer.

Many seek to fly temptations, and fall more ♦grievously into them.

♦ “grivously” replaced with “grievously”

By flight alone, we cannot overcome, but by patience and humility

we conquer all our enemies.

6. He that only avoideth them outwardly, and doth not pluck them
up by the roots, shall profit little; yea, temptations will soon return
unto him, and he shall feel them worse than before.

*By patience (through God’s help) thou shalt more easily

overcome, than by harsh and disquieting efforts in thy own strength.

Often take counsel in temptations; and deal not roughly with him
that is tempted.

*7. The beginning of temptation is inconstancy of mind, and little

confidence in God.

*For as a ship without a rudder is tossed to and fro with the

waves; so the man that is negligent is many ways tempted.
 Fire trieth iron, and temptation a just man.

*We know not often what we are able to do; but temptations shew
us what we are.

*We must be watchful, especially in the beginning of the

temptation; for the enemy is then more easily overcome, if he be not
suffered to enter the door of your hearts, but be resisted without the
gate at his first knock.

Wherefore one said, “Withstand the beginning; for an after-

remedy comes too late.”

*First there occurreth to the mind a simple evil thought; then a

strong imagination; afterwards delight; and lastly consent:

And so by little and little our malicious enemy getteth entrance,

whilst he is not resisted in the beginning.

And the longer one is slack in resisting, the weaker he becomes

daily, and the enemy stronger against him.

*8. Some suffer the greatest temptation in the beginning of their

conversion; others in the latter end.

*Others again are much troubled almost throughout their life.

Some are but slightly tempted according to the wisdom which

weigheth the states of men, and ordereth all things for the good of
his elect.

9. We ought therefore, when we are tempted, so much the more

fervently to pray unto God, who surely will give with the temptation a
way to escape, that we may be able to bear it.

Let us therefore humble ourselves under the hand of God in all

temptations and tribulations; for he will exalt the humble in spirit.
 10. In temptations and afflictions man is proved how much he
hath profited.

Neither is it any such great thing if a man be devout and fervent,

when he feeleth no affliction; but if in time of adversity he bear
himself patiently, there is hope then of great proficiency.

Some are kept from great temptations, and are overcame in

small ones; that being humbled, they may never trust themselves in
great matters, who are baffled in so small things.

C H A P T E R XI.
Of avoiding rash Judgment.

T URN thine eyes unto thyself, and beware thou judge not the
deeds of other men.

In judging of others a man laboureth in vain, often erreth, and

easily sinneth: but in judging and examining himself he always
laboureth fruitfully.

We often judge of things according as we fancy them: for

affection bereaves us easily of a right judgment.

If God were always our desire, we should not be so much

troubled when our inclinations are opposed.

2. But oftentimes something lurks within, which draweth us after

it.

Many secretly seek themselves in their actions, but know it not.

 They live in peace of mind, when things are done according to
their will; but if things succeed otherwise than they desire, they are
straightway troubled.

Diversity of inclinations and opinions often cause dissentions

between religious persons, between friends and countrymen.

3. An old custom is hardly broken, and no man is willing to be led

farther than himself can see.

If thou dost more rely upon thine own reason, than upon Jesus
Christ, late, if ever, shalt thou become illuminated.

C H A P T E R XII.
Of works done out of charity.

T HE outward work, without charity, profiteth nothing; but

whatsoever is done out of charity, be it never so little and
contemptible in the sight of the world, is wholly fruitful.

*For God weigheth more with how much love one worketh, than
how much he doth.

*He doth much that loveth much.

2. He doth much, that doth a thing well.

He doth well, that serveth his neighbour, and not his own will.
 Often it seemeth to be charity, and it is rather carnality; because
natural inclination, self-will, hope of reward, and desire of their own
interest, are motives that men are rarely free from.

3. He that hath true and perfect charity, seeketh himself in

nothing; but only desireth in all things that God should be exalted.

He envieth none, because he seeketh not his own satisfaction;

neither rejoiceth in himself, but chuses God only for his portion.

He attributeth nothing that is good to any man, but wholly refereth

it unto God, from whom, as from the fountain, all things proceed; in
whom finally all the saints rest.

O that we had but one spark of true charity, we would certainly

discern that all earthly things are full of vanity!

C H A P T E R XIII.
Of bearing with the defects of others.

T HOSE things that a man cannot amend in himself, or in others,

he ought to suffer patiently, until God orders things otherwise.

*Think, that perhaps it is better so for thy trial and patience.

*2. If one that is once or twice warned will not give over, contend
not with him; but commit all to God, that his will may be done, and
his name honoured in all his servants, who well knoweth how to turn
evil into good.
 Study to be patient in bearing with the defects and infirmities of
others, of what sort soever they be; for that thou thyself also hast
many, which must be suffered by others.

*If thou canst not make thyself such a one as thou wouldst, how
canst thou expect to have another in all things to thy liking?

We would willingly have others perfect, and yet we amend not

our own faults.

We would have others exactly corrected, and will not be

corrected ourselves.

The liberty of others displeaseth us, and yet we will not have our
desires denied.

Thus it appears, how seldom we weigh our neighbour in the

same balance with ourselves.

3. If all men were perfect, what should we have to suffer of our

neighbour for God?

*But now God hath thus ordered it, that we may learn to bear one
another’s burdens: for no man is without fault: no man but hath his
burden; no man is self-sufficient; no man has wisdom enough for
himself: but we ought to bear with one another, comfort, help,
instruct, and admonish one another.

*Occasions of adversity best discover how great virtue each one

hath:

*For occasions make not a man frail, but shew what he is.
 C H A P T E R XIV.
Of the examples of the holy Fathers.

C ONSIDER the lively examples of the holy fathers, in whom true

religion shone, and thou shalt see how little it is and almost
nothing, which we do now.

Alas! what is our life, if it be compared to theirs?

These saints and friends of Christ, served the Lord in hunger and
thirst, in cold and nakedness, in labour and weariness, in watchings
and fastings, in persecutions, and many reproaches.

2. O how many and grievous tribulations suffered the apostles,

martyrs, confessors, virgins, and all the rest that would follow the
steps of Christ!

They hated their lives in this world, that they might possess their
souls in everlasting life!

O how strict and self-renouncing a life led those holy fathers in

the wilderness! How long and grievous temptations suffered they!
How often were they assaulted by the enemy! What frequent and
fervent prayers offered they to God! How rigorous an abstinence did
they dally use! How great zeal and care had they of their spiritual
proficiency! How strong a combat had they for the overcoming of
their lusts! How pure and upright an intention did they preserve unto
God!

All the day they laboured, and spent part of the night in prayer;
although, even while they laboured, they did not cease from mental
prayer.

3. They spent all their time usefully: all their hours of devotion
seemed short: and, by reason of the great sweetness they felt in
contemplation, they forgot the necessity of corporal refreshments.
 They renounced all riches, dignities, honours, friends and
kinsfolk; they desired to have nothing of the world: they took no more
of any thing than was necessary for the sustenance of life.

They were poor in earthly things, but rich in grace.

Outwardly they wanted, but inwardly were refreshed with divine

consolation.

4. They were strangers to the world, but friends to God.

They seemed to themselves as nothing, and were despised by

the world: but they were precious in the eyes of God.

They were grounded in humility, walked in love and patience, and

therefore profited daily in spirit.

*Help me, O Lord God, in thy holy service, and grant that I may
now this day begin perfectly; for that which I have done hitherto is
nothing.

Much diligence is necessary to him that will profit much.

If he that firmly purposeth often faileth, what shall he do that

seldom, or feebly purposeth any thing?

It may fall out sundry ways that we break our resolution, and a
little omission of spiritual exercises seldom passes without some
loss.

The purpose of just men depends, not so much upon their own
wisdom, as upon the grace of God, on whom they always rely in
whatsoever they take in hand.

*For man doth propose, but God doth dispose; neither is the way
of man in himself.
 5. If any accustomed exercise be sometimes omitted, either for
some act of piety, or profit to thy brother, it may easily afterwards be
recovered again.

But to omit it out of sloth, or carelessness, is very blameable, and

will be found pernicious.

We must diligently search into, and regulate both the outward

and inward man; because both contribute to our advancement.

Gird thy loins like a man against the assaults of the devil; bridle
thy appetite, and thou shalt the more easily bridle all the motions of
the flesh.

*Be thou at no time idle altogether; but either reading, or writing,

or praying, or meditating, or endeavouring something for the public
good.

Blessed is that servant whom, when his Lord cometh, he shall

find watching: verily, I say unto you, He shall make him ruler over all
his goods

C H A P T E R XV.
Of the love of solitude and silence.

S EEK a convenient time to retire into thyself. Meddle not with

curiosities.

Read such things as may rather yield compunction of heart, than

busy thy head.
 If thou wilt withdraw thyself from superfluous talk and useless
visits, as also from hearkening after news and rumours, thou shalt
find sufficient leisure to meditate on good things.

*2. One said, “As often as I have been among men, I returned
less a man;” and this we often find true, when we have been long in
company.

It is easier not to speak at all, than not to speak more than we

should.

It is easier to keep at home, than to be sufficiently upon our guard

when we are abroad.

He therefore, that intends to attain to inward and spiritual things,

must with Jesus retire from the multitude.

No man safely goes abroad, but he who is willing to stay at

home.

No man can speak safely, but he who is willing to hold his peace.

No man ruleth safely, but he that is willing to be ruled.

*No man safely commands, but he that hath learned readily to

obey.

No man safely rejoiceth, unless he hath within him the testimony

of a good conscience:

*And yet the security of the saints was always full of the fear of
God.

Neither were they less careful and humble in themselves,

because they shone outwardly with grace and great virtues.

Those have often through confidence in themselves fallen into

the greatest dangers, who have been in the greatest esteem among
men.
 *Wherefore it is more profitable to many, not to be altogether free
from temptations, lest they should be too secure, lest they should be
puffed up with pride, or too freely incline to worldly comforts.

*O how good a conscience would he keep, that would never seek

after transitory joy, nor entangle himself with the things of this world!

O how great peace and quietness would he possess, that would

cut off all vain solicitude, and think only upon divine things, and such
as are profitable for his soul!

If thou desirest compunction of heart enter into thy closet, and

shut out the tumults of the world, according to the advice of the
Psalmist, (iv. 4.) Commune with your own heart, and in your own
chamber, and be still.

In thy closet thou shalt find what abroad thou often losest.

The more thou frequented thy closet, the more thou wilt like it; the
less thou comest thereunto, the more thou wilt loath it.

If, in the beginning of thy conversion, thou passest much time in

it, it will afterward be to thee a dear friend and pleasant comfort.

4. In silence and in stillness a religious soul profiteth, and

learneth the hidden truths of holy scriptures.

There she findeth rivers of tears, and may be so much the more
familiar with her Creator, by how much the farther off she liveth from
all worldly tumult.

5. Why art thou desirous to see that which is unlawful for thee to
enjoy? For the world passeth away, and the desire thereof.

Our sinful desires draw us to rove abroad: but when the time is
passed, what carriest thou home with thee, but a burdened
conscience, and a dissipated heart!
 A merry going out often bringeth a mournful return, and a joyful
evening a sad morning.

So all carnal joys enter pleasantly, but in the end bite and sting to
death.

What canst thou see elsewhere, which thou canst not see here?
Behold the heaven and the earth, and all the elements; for of these
are all things created.

6. What canst thou see any where, that can long continue under
the sun?

Thou thinkest perhaps to satisfy thyself, but thou canst never

attain it.

Shouldst thou see all the things of this world, what were it but a
vain sight?

Lift up thine eyes to God in the highest, and pray to him to pardon
all thy sins.

*Leave vain things to the vain, but be thou intent upon those
things which God commandeth thee.

Shut thy door upon thee, and call unto thee Jesus thy beloved.

Stay with him in thy closet; for thou shalt not find so great peace
any where else.

Hadst thou not gone abroad, and harkened to idle rumours, thou
mightest the better have remained in peace: but so long as thou
delightest to hear novelties, thou must endure trouble of heart.
 C H A P T E R XVI.
Of compunction of heart.

I F thou wilt make any progress, keep thyself in the fear of God,
and use not too much liberty.

Keep all thy senses under discipline, and give not thyself over to
trifling mirth.

2. The levity of our minds, and want of concern for our faults,
make us lose the sense of our inward state, and often laugh when
we have cause to weep.

There is no true liberty, nor right gladness, but in the fear of God,
and a good conscience.

Happy is he, that can avoid all distracting impediments, and

recollect himself in holy compunction.

Happy is he, that can abandon all that may defile or burthen his
conscience.

Resist manfully: one custom overcometh another.

3. Busy not thyself in matters which appertain to others: neither

trouble thyself with the affairs of thy betters.

Still have an eye to thyself first, and be sure to admonish thyself

before any of thy friends.

If thou hast not the favour of men, be not grieved at it; but grieve
that thou dost not carry thyself so warily and circumspectly as
becometh the servant of God.
 *It is often better and safer that a man hath not many
consolations in this life, especially worldly ones. But that we have not
at all, or seldom, divine consolations, is our own fault, because we
do not altogether forsake vain comforts.

4. Didst thou oftner think of thy death, than of thy living long,
there is no question but thou wouldst be more zealous to amend.

I believe thou wouldst willingly undergo any labour, or sorrow, or

austerity, if thou didst consider within thyself the pains of a future
state.

But because these things enter not into the heart, and we still
love the things of the world, therefore we remain cold and slothful.

*Miserable thou art, wheresoever thou be, or whithersoever thou

turnest, unless thou turn thyself to God.

*Who is in the best case? He who can suffer something for God.

O brother, quit not thy hope of profiting in spiritual things: there is

yet time, the hour is not yet past.

5. Why wilt thou defer thy good purpose?

*Arise, begin this instant, and say, Now is the time to be doing,
now is the time to be striving, now is the time to amend.

But unless thou dost violence to thyself, thou shalt never get the
victory over sin.

C H A P T E R XVII.
 Of the meditation of death.

T HIS life will soon be at an end: consider therefore how thy affairs
stand as to the next.

Man is here to-day; to-morrow he is gone.

When he is out of sight, he is soon forgotten.

*Thou shouldest so order thyself in all thy thoughts and all thy
actions, as if thou wert to die to-day.

Hadst thou a clear conscience, thou wouldst not fear death.

It were better to avoid sin, than to fly death.

If thou art not prepared to-day, how wilt thou be to-morrow?

To-morrow is uncertain, and how knowest thou that thou shalt live
till to-morrow?

2. What availeth to live long, when we are so little the better?

Alas! long life doth not always mend us; but often increaseth guilt.

*O that we had spent but one day well in this world!

3. When it is morning, think thou mayst die before night.

When evening comes, dare not to promise thyself the next

morning.

Be therefore always in readiness; and so live, that death may

never take thee unprepared.

Many die suddenly, and when they look not for it; for in such an
hour as you think not the Son of man cometh, Matthew xxiv. 44.
 When that last hour shall come, thou wilt have a far different
opinion of thy whole life.

*4. How wise and happy is he, that laboureth to be such in his
life, as he would wish to be found at the hour of his death!

*Whilst thou art in health, thou mayst do much good; but when
thou art sick, I know not what thou wilt be able to do.

*Few by sickness grow better; and they who travel much are
seldom sanctified.

*5. Trust not in friends and kindred, neither put off the care of thy
soul till hereafter; for men will sooner forget thee, than thou art aware
of.

If thou art not careful for thyself now, who will be careful for thee
hereafter!

The time present is very precious; now is the day of salvation,

now is the acceptable time.

*But alas! that thou shouldst spend thy time no better here, where
thou mightest purchase life eternal! The time will come when thou
shalt desire one day or hour to amend in, and I cannot say it will be
granted thee.

6. Ah fool, why dost thou think to live long, when thou canst not
promise to thyself one day!

How many have been deceived, and suddenly snatched away?

How often dost thou hear, such a man is slain, another is

drowned, a third has broke his neck with a fall; this man died eating,
and that playing?

One perished by fire, another by sword, another of the plague,

another was slain by thieves: thus death is the end of all, and man’s
life suddenly passeth away, like a shadow.