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 To Kay Heizer, always at my side
J.H.

To Richard Salzburg and Michael Cipollaro

B.R.

To Kim, Christopher, and Mark Munson for their unwavering support,

and to Bentonville High School teachers Velma Reed and Cheryl Gregory,
who instilled in me the importance of detail and a love of learning
C.M.
 TABLE OF CONT E NT S xiii

OM in Action: Mass Customization for Straight Teeth 285 OM in Action: Matching Airline Capacity to Demand 312
Process Comparison 286 Service-Sector Demand and Capacity
Selection of Equipment 288 Management 313
Process Analysis and Design 289 Bottleneck Analysis and the Theory of Constraints 314
Flowchart 289 Theory of Constraints 316
Bottleneck Management 317
Time-Function Mapping 289
Break-Even Analysis 317
Process Charts 290
Single-Product Case 318
Value-Stream Mapping 290
Multiproduct Case 319
Service Blueprinting 292
Reducing Risk with Incremental Changes 321
Special Considerations for Service Process
Strategies 293 Applying Expected Monetary Value (EMV)
to Capacity Decisions 322
Production Technology 294
Applying Investment Analysis to Strategy-Driven
Machine Technology 294 Investments 323
Automatic Identification Systems (AISs) and RFID 295 Investment, Variable Cost, and Cash Flow 323
Process Control 295 Net Present Value 323
OM in Action: 500,000 Tons of Steel; 14 Jobs 296 Summary 325
Vision Systems 296 Key Terms 326
Robots 296 Discussion Questions 326
Automated Storage and Retrieval Systems Using Software for Break-Even Analysis 326
(ASRSs) 296 Solved Problems 327
Automated Guided Vehicles (AGVs) 296 Problems 329
Flexible Manufacturing Systems (FMSs) 297 VIDEO CASE STUDY 333
Computer-Integrated Manufacturing (CIM) 297 Capacity Planning at Arnold Palmer Hospital 333
OM in Action: Technology Changes the Hotel Industry 298 Bibliography 334
Technology in Services 298 Supplement 7 Rapid Review 335
Process Redesign 298 Self Test 336
Summary 299
Key Terms 299 Chapter 8 Location Strategies   337
Ethical Dilemma 300 GLOBAL COMPANY PROFILE: FedEx: Location Provides
Discussion Questions 300 Competitive Advantage for FedEx 338
Solved Problem 300 The Strategic Importance of Location 340
Problems 301 Factors That Affect Location Decisions 341
CASE STUDY 302 Labor Productivity 342
Rochester Manufacturing’s Process Decision 302 Exchange Rates and Currency Risk 342
VIDEO CASE STUDIES 302 Costs 342
Process Strategy at Wheeled Coach 302 OM in Action: Iowa—Home of Corn and Facebook 343
Alaska Airlines: 20-Minute Baggage Process— Political Risk, Values, and Culture 343
Guaranteed! 303 Proximity to Markets 343
Process Analysis at Arnold Palmer Hospital 303 Proximity to Suppliers 344
Endnotes 304 Proximity to Competitors (Clustering) 344
Bibliography 304 Methods of Evaluating Location Alternatives 344
Chapter 7 Rapid Review 305 OM in Action: Denmark’s Meat Cluster 345
Self Test 306 The Factor-Rating Method 345
Locational Cost–Volume Analysis 346
Supplement 7 Capacity and Constraint Center-of-Gravity Method 348
Management  307
Transportation Model 349
Capacity 308 Service Location Strategy 350
Design and Effective Capacity 308 OM in Action: How La Quinta Selects Profitable Hotel
Capacity and Strategy 310 Sites 351
Capacity Considerations 311 Geographic Information Systems 351
Managing Demand 311 Summary 353
xiv TA B LE O F C O N T EN T S

Key Terms 353 Bibliography 404

Ethical Dilemma 354 Chapter 9 Rapid Review 405
Discussion Questions 354 Self Test 406
Using Software to Solve Location Problems 354
Chapter 10 Human Resources, Job Design, and Work
Solved Problems 355
Measurement  407
Problems 357
GLOBAL COMPANY PROFILE: NASCAR’s Racing Teams:
CASE STUDY 362 High-Performance Teamwork Makes the Difference
Southern Recreational Vehicle Company 362 between Winning and Losing 408
VIDEO CASE STUDIES 363 Human Resource Strategy for Competitive
Locating the Next Red Lobster Restaurant 363 Advantage 410
Where to Place the Hard Rock Cafe 363 Constraints on Human Resource Strategy 410
Endnote 364 Labor Planning 411
Bibliography 364 Employment-Stability Policies 411
Chapter 8 Rapid Review 365 Work Schedules 411
Self Test 366 Job Classifications and Work Rules 412
Job Design 412
Chapter 9 Layout Strategies   367 Labor Specialization 412
GLOBAL COMPANY PROFILE: McDonald’s: McDonald’s Looks Job Expansion 413
for Competitive Advantage through Layout 368
Psychological Components of Job Design 413
The Strategic Importance of Layout Decisions 370
Self-Directed Teams 414
Types of Layout 370
OM in Action: Using Incentives to Unsnarl Traffic Jams
Office Layout 371 in the OR 415
Retail Layout 372 Motivation and Incentive Systems 415
Servicescapes 375 Ergonomics and the Work Environment 415
Warehouse and Storage Layouts 375 OM in Action: The Missing Perfect Chair 416
OM in Action: Amazon Warehouses Are Full of Robots 376 Methods Analysis 417
Cross-Docking 376 The Visual Workplace 420
Random Stocking 377 Labor Standards 420
Customizing 377 Historical Experience 421
Fixed-Position Layout 377 Time Studies 421
Process-Oriented Layout 378 Predetermined Time Standards 425
Computer Software for Process-Oriented Layouts 382 OM in Action: UPS: The Tightest Ship in the Shipping
Focused Facilities 383 Business 426
Work Cells 383 Work Sampling 427
Focused Work Center 385 Ethics 430
Focused Factory 385 Summary 430
Repetitive and Product-Oriented Layout 385 Key Terms 430
Assembly-Line Balancing 386 Ethical Dilemma 431
Summary 391 Discussion Questions 431
Key Terms 391 Solved Problems 432
Ethical Dilemma 391 Problems 434
Discussion Questions 391 CASE STUDY 437
Using Software to Solve Layout Problems 392 Jackson Manufacturing Company 437
Solved Problems 393 VIDEO CASE STUDIES 437
Problems 395 The “People” Focus: Human Resources at Alaska
CASE STUDY 401 Airlines 437
State Automobile License Renewals 401 Hard Rock’s Human Resource Strategy 438
VIDEO CASE STUDIES 402 Bibliography 438
Laying Out Arnold Palmer Hospital’s New Facility 402 Chapter 10 Rapid Review 439
Facility Layout at Wheeled Coach 403 Self Test 440
 TABLE OF CONT E NT S xv

PART THREE Managing Operations 441

Chapter 11 Supply Chain Management   441 Key Terms 464
GLOBAL COMPANY PROFILE: Red Lobster: Red Lobster’s Ethical Dilemma 464
Supply Chain Yields a Competitive Advantage 442 Discussion Questions 464
The Supply Chain’s Strategic Importance 444 Solved Problem 465
OM in Action: A Rose Is a Rose, But Only If It Is Fresh 446 Problems 465
Sourcing Issues: Make-or-Buy and VIDEO CASE STUDIES 467
Outsourcing 446 Darden’s Global Supply Chains 467
Make-or-Buy Decisions 447 Supply Chain Management at Regal Marine 467
Outsourcing 447 Arnold Palmer Hospital’s Supply Chain 468
Six Sourcing Strategies 447 Bibliography 468
Many Suppliers 447 Chapter 11 Rapid Review 469
Few Suppliers 447 Self Test 470
OM in Action: The Complex Supply Chain for Apple
and Samsung 448 Supplement 11 Supply Chain Management
Vertical Integration 448 Analytics  471
Joint Ventures 449 Techniques for Evaluating Supply Chains 472
Keiretsu Networks 449 Evaluating Disaster Risk in the Supply Chain 472
Virtual Companies 449 Managing the Bullwhip Effect 473
Supply Chain Risk 449 A Bullwhip Effect Measure 474
Risks and Mitigation Tactics 450 OM in Action: RFID Helps Control the Bullwhip 475
Security and JIT 451 Supplier Selection Analysis 476
Managing the Integrated Supply Chain 451 Transportation Mode Analysis 477
Issues in Managing the Integrated Supply Chain 451 Warehouse Storage 477
Opportunities in Managing the Integrated Supply Summary 479
Chain 452
Discussion Questions 479
Building the Supply Base 453 Solved Problems 479
Supplier Evaluation 454
Problems 481
Supplier Development 454
Bibliography 484
Negotiations 454
Supplement 11 Rapid Review 485
Contracting 455
Self Test 486
Centralized Purchasing 455
E-Procurement 455 Chapter 12 Inventory Management   487
Logistics Management 456 GLOBAL COMPANY PROFILE: Amazon.com: Inventory
Shipping Systems 456 Management Provides Competitive Advantage at
Amazon.com 488
Warehousing 457
The Importance of Inventory 490
Third-Party Logistics (3PL) 457
Functions of Inventory 490
OM in Action: DHL’s Role in the Supply Chain 458
Types of Inventory 490
Distribution Management 458
Managing Inventory 491
Ethics and Sustainable Supply Chain
Management 459 ABC Analysis 491
Supply Chain Management Ethics 459 OM in Action: Inventory Accuracy at Milton Bradley 493
Establishing Sustainability in Supply Record Accuracy 493
Chains 460 Cycle Counting 493
Measuring Supply Chain Performance 460 Control of Service Inventories 494
Assets Committed to Inventory 460 OM in Action: Retail’s Last 10 Yards 495
Benchmarking the Supply Chain 462 Inventory Models 495
The SCOR Model 463 Independent vs. Dependent Demand 495
Summary 464 Holding, Ordering, and Setup Costs 495
xvi TA B LE O F C O N T EN T S

Inventory Models for Independent Demand 496 Summary 552

The Basic Economic Order Quantity (EOQ) Key Terms 552
Model 496 Ethical Dilemma 553
Minimizing Costs 497
Discussion Questions 553
Reorder Points 501
Using Software for Aggregate Planning 554
Production Order Quantity Model 502
Solved Problems 556
Quantity Discount Models 505
Problems 557
Probabilistic Models and Safety Stock 508
CASE STUDY 561
Other Probabilistic Models 511
Andrew-Carter, Inc. 561
Single-Period Model 513
Fixed-Period (P) Systems 514 VIDEO CASE STUDY 562
Summary 515 Using Revenue Management to Set Orlando Magic
Ticket Prices 562
Key Terms 515
Ethical Dilemma 515 Bibliography 562
Discussion Questions 515 Chapter 13 Rapid Review 563
Using Software to Solve Inventory Problems 516 Self Test 564
Solved Problems 517
Problems 520 Chapter 14 Material Requirements Planning (MRP)
CASE STUDY 525 and ERP  565
Zhou Bicycle Company 525 GLOBAL COMPANY PROFILE: Wheeled Coach: MRP
VIDEO CASE STUDIES 526 Provides a Competitive Advantage for Wheeled
Coach 566
Managing Inventory at Frito-Lay 526
Inventory Management at Celebrity Cruises 526 Dependent Demand 568
Inventory Control at Wheeled Coach 527 Dependent Inventory Model Requirements 568
Endnotes 528 Master Production Schedule 569
Bibliography 528 Bills of Material 570
Chapter 12 Rapid Review 529 Accurate Inventory Records 572
Self Test 530 Purchase Orders Outstanding 572
Lead Times for Components 572
Chapter 13 Aggregate Planning and S&OP   531
MRP Structure 573
GLOBAL COMPANY PROFILE: Frito-Lay: Aggregate Planning MRP Management 577
Provides a Competitive Advantage at Frito-Lay 532
MRP Dynamics 577
The Planning Process 534
MRP Limitations 577
Sales and Operations Planning 535
Lot-Sizing Techniques 578
The Nature of Aggregate Planning 536
Extensions of MRP 582
OM in Action: Building the Plan at Snapper 537
Material Requirements Planning II (MRP II) 582
Aggregate Planning Strategies 537
Closed-Loop MRP 583
Capacity Options 537
Capacity Planning 583
Demand Options 538
Mixing Options to Develop a Plan 539
MRP in Services 585
Distribution Resource Planning (DRP) 586
Methods for Aggregate Planning 540
Graphical Methods 540 Enterprise Resource Planning (ERP) 586
Mathematical Approaches 545 OM in Action: Managing Benetton with ERP
Software 587
Aggregate Planning in Services 547
ERP in the Service Sector 589
Restaurants 548
Summary 589
Hospitals 548
National Chains of Small Service Firms 548
Key Terms 589
Miscellaneous Services 548 Ethical Dilemma 589
Airline Industry 549 Discussion Questions 590
Revenue Management 549 Using Software to Solve MRP Problems 590
OM in Action: Revenue Management Makes Disney Solved Problems 591
the “King” of the Broadway Jungle 550 Problems 594
 TABLE OF CONT E NT S xvii

CASE STUDY 598 Endnotes 638

Hill’s Automotive, Inc. 598 Bibliography 638
VIDEO CASE STUDIES 598 Chapter 15 Rapid Review 639
When 18,500 Orlando Magic Fans Come to Dinner 598 Self Test 640
MRP at Wheeled Coach 599
Chapter 16 Lean Operations   641
Endnotes 599
Bibliography 600 GLOBAL COMPANY PROFILE: Toyota Motor Corporation:
Achieving Competitive Advantage with Lean Operations
Chapter 14 Rapid Review 601 at Toyota Motor Corporation 642
Self Test 602 Lean Operations 644
Eliminate Waste 644
Chapter 15 Short-Term Scheduling   603
OM in Action: Toyota’s New Challenge 645
GLOBAL COMPANY PROFILE: Alaska Airlines: Scheduling
Remove Variability 646
Flights When Weather Is the Enemy 604
Improve Throughput 646
The Importance of Short-Term Scheduling 606
Lean and Just-in-Time 646
Scheduling Issues 606
Supplier Partnerships 647
Forward and Backward Scheduling 607
Lean Layout 648
OM in Action: Prepping for the Orlando Magic
Basketball Game 608 Lean Inventory 649
Finite and Infinite Loading 608 Lean Scheduling 652
Scheduling Criteria 608 Lean Quality 655
Scheduling Process-Focused Facilities 609 Lean and the Toyota Production System 655
Loading Jobs 609 Continuous Improvement 655
Input–Output Control 610 Respect for People 655
Gantt Charts 611 OM in Action: Dr Pepper’s Move to Kaizen 655
Assignment Method 612 Processes and Standard Work Practice 656
Sequencing Jobs 615 Lean Organizations 656
Priority Rules for Sequencing Jobs 615 Building a Lean Organization 656
Critical Ratio 618 OM in Action: Lean Delivers the Medicine 657
Sequencing N Jobs on Two Machines: Johnson’s Lean Sustainability 657
Rule 619 Lean in Services 657
Limitations of Rule-Based Sequencing Summary 658
Systems 620 Key Terms 658
Finite Capacity Scheduling (FCS) 621 Ethical Dilemma 659
Scheduling Services 622 Discussion Questions 659
OM in Action: Starbucks’ Controversial Scheduling Solved Problem 659
Software 623
Problems 660
Scheduling Service Employees with Cyclical
Scheduling 623 VIDEO CASE STUDIES 661
Summary 625 Lean Operations at Alaska Airlines 661

Key Terms 625 JIT at Arnold Palmer Hospital 661

Ethical Dilemma 625 Endnote 662
Discussion Questions 625 Bibliography 662
Using Software for Short-Term Scheduling 626 Chapter 16 Rapid Review 663
Solved Problems 628 Self Test 664
Problems 630 Chapter 17 Maintenance and Reliability   665
CASE STUDY 634
GLOBAL COMPANY PROFILE: Orlando Utilities Commission:
Old Oregon Wood Store 634 Maintenance Provides a Competitive Advantage for the
VIDEO CASE STUDIES 635 Orlando Utilities Commission 666
From the Eagles to the Magic: Converting the Amway The Strategic Importance of Maintenance
Center 635 and Reliability 668
Scheduling at Hard Rock Cafe 637 Reliability 669
xviii TAB LE O F C O N T EN T S

System Reliability 669 Solved Problems 678

Providing Redundancy 671 Problems 678
Maintenance 673 VIDEO CASE STUDY 680
Implementing Preventive Maintenance 673 Maintenance Drives Profits at Frito-Lay 680
Increasing Repair Capabilities 676 Bibliography 680
Autonomous Maintenance 676 Chapter 17 Rapid Review 681
Total Productive Maintenance 677 Self Test 682
Summary 677 Appendix I Normal Curve Areas   A2
Key Terms 677 Appendix II Using Excel OM and POM for Windows   A4
Ethical Dilemma 677 Appendix III Solutions to Even-Numbered Problems   A8
Discussion Questions 677 Name Index  I1
Using Software to Solve Reliability Problems 678 General Index  I4

ONLINE TUTORIALS (located at MyLab Operations Management)

1. Statistical Tools for Managers   T1-1 Discussion Questions T3-8
Discrete Probability Distributions T1-2 Problems T3-9
Expected Value of a Discrete Probability Distribution T1-3 4. The MODI and VAM Methods of Solving
Variance of a Discrete Probability Distribution T1-3 Transportation Problems   T4-1
Continuous Probability Distributions T1-4 MODI Method T4-2
The Normal Distribution T1-4 How to Use the MODI Method T4-2
Summary T1-7 Solving the Arizona Plumbing Problem with
Key Terms T1-7 MODI T4-2
Discussion Questions T1-7 Vogel’s Approximation Method: Another Way to Find
Problems T1-7 an Initial Solution T4-4
Bibliography T1-7 Discussion Questions T4-8
Problems T4-8
2. Acceptance Sampling   T2-1
Sampling Plans T2-2 5. Vehicle Routing and Scheduling   T5-1
Single Sampling T2-2 Introduction T5-2
Double Sampling T2-2 Service Delivery Example: Meals-for-ME T5-2
Sequential Sampling T2-2 Objectives of Routing and Scheduling
Operating Characteristic (OC) Curves T2-2 Problems T5-2
Producer’s and Consumer’s Risk T2-3 Characteristics of Routing and Scheduling
Problems T5-3
Average Outgoing Quality T2-5
Classifying Routing and Scheduling Problems T5-3
Summary T2-6
Solving Routing and Scheduling Problems T5-4
Key Terms T2-6
Routing Service Vehicles T5-5
Solved Problem T2-7
The Traveling Salesman Problem T5-5
Discussion Questions T2-7
Multiple Traveling Salesman Problem T5-8
Problems T2-7
The Vehicle Routing Problem T5-9
3. The Simplex Method of Linear Programming   T3-1 Cluster First, Route Second Approach T5-10
Converting the Constraints to Equations T3-2 Scheduling Service Vehicles T5-11
Setting Up the First Simplex Tableau T3-2 The Concurrent Scheduler Approach T5-13
Simplex Solution Procedures T3-4 Other Routing and Scheduling Problems T5-13
Summary of Simplex Steps for Maximization Summary T5-14
Problems T3-6 Key Terms T5-15
Artificial and Surplus Variables T3-7 Discussion Questions T5-15
Solving Minimization Problems T3-7 Problems T5-15
Summary T3-8 CASE STUDY T5-17
Key Terms T3-8 Routing and Scheduling of Phlebotomists T5-17
Solved Problem T3-8 Bibliography T5-17
 Preface

New to This Edition

Operations is an exciting area of management that has a profound effect on productivity. The goal
of this text and MyLab Operations Management is to present students a broad introduction to the
field of operations in a realistic, practical, and applied manner. We want students to understand
how operations work within an organization by seeing first-hand what goes on behind the scenes
at a concert or major sports event; place an order through Amazon.com; board a flight on Alaska
Airlines; or take a cruse with Celebrity Cruises. This text and MyLab Operations Management offer
behind the scenes views that no other product on the market provides and one that students tell us
they value because they gain a true understanding of operations.
With each edition, we work to gather feedback from instructors and students to enhance our text
and MyLab. Based on that feedback, we have added the following new features and improvements.

Video Cases – Celebrity Cruise Line

With each edition, we offer in MyLab Operations Management integrated Video Cases as a valu-
able teaching tool for students. These short videos help readers see and understand operations
in action within a variety of industries. With this edition, we are pleased to take you behind the
scenes of Celebrity Cruises, one of the world’s premier cruise lines. This fascinating organization
opened its doors—and ships—for us to examine and share with you leading-edge OM in the cruise
line industry.

The videos provide an inside look at:
• the 10 operations decisions at ­Celebrity
Cruises (Chapter 1);
• how Celebrity Cruises designs a new
product (Chapter 5);
• Celebrity’s “Save-the-Waves” sustain-
ability program (Supplement 5);
• how Celebrity Cruises treats quality
as the heartbeat of the company
(Chapter 6); and
• inventory management at Celebrity
Cruises (Chapter 12).
Celebrity Cruises: Operations Management at Sea
On any given day, Celebrity Cruises, Inc. has tens of thousands
of passengers at sea on more than a dozen spectacular ships,
spanning 7 continents and 75 countries. With this level of capi-
tal investment along with the responsibility for the happiness and
safety of so many passengers, excellence in operations is required.
To make it all work, the 10 operations management decisions
must be executed flawlessly. From product design (which encom -
passes the ship’s layout, the food, and 300 destinations), to sched-
uling, supply chain, inventory, personnel, maintenance, and the
processes that hold them together, OM is critical.
Cruise lines require precise scheduling of ships, with down-
to-the-minute docking and departure times. In addition to ship
and port scheduling, some 2,000 plus crew members must be
scheduled. And there are many schedule variations. Entertainers
may arrive and leave at each port, while officers may have a
schedule of 10 weeks on and 10 weeks off. Other crew members
have onboard commitments varying from 4 to 9 months.
With $400 million invested in a ship and more than 5,000
lives involved in a cruise, detailed processes to ensure mainte-
nance and reliability are vital. The modern ship is a technologi-
cal marvel with hundreds of electronic monitors operating 24/7
to track everything from ship speed and location, to sea depth,
to shipboard power demand and cabin temperature.
Celebrity’s ship layout, destinations, and routing are adjusted
to meet seasonal demands and the expectations of its premium
market segment. With destinations from Alaska to Europe to
Asia, crews are recruited worldwide, with as many as 70 national-
ities represented. Instilling a quality culture requires an aggressive
quality service orientation and, of course, meticulous cleanliness
Video Case
and attention to detail. Processes for food preparation, laundry,
quality, and maintenance are complete and detailed.
A cruise ship, as a moving city, requires a comprehensive and
precise supply chain that replenishes everything from food to fuel
to soap and water. Land-based buyers support Celebrity’s annual
food and beverage purchases that exceed $110 million. Included
in these expenditures are weekly shipments of 6 to 10 contain-
ers from the Miami headquarters destined for ships in European
ports. An onboard staff organizes inventories to support this mas-
sive operation. The logistics effort includes hedging the weekly
use of 24,000 gallons of fuel per ship with purchases 6 years into
the future. Reliable global supply chains have been developed
that deliver the required inventory on a tight time frame.
These crucial shipboard systems typically represent the best of
operations management. Such is the case at Celebrity Cruises.
Discussion Questions*
1. Describe how the 10 OM decisions are implemented at
Celebrity Cruises, Inc.
2. Identify how the 10 OM decisions at Celebrity Cruises differ
from those decisions at a manufacturing firm.
3. Identify how the 10 OM decisions at Celebrity Cruises differ
from those decisions at a retail store.
4. How are hotel operations on a ship different from those at a
land-based hotel?
*You may wish to view the video that accompanies this case before
addressing these questions.

xix
xx PR E FAC E

In addition, we continue to offer our previous Video Cases that cover: Alaska Airlines, Orlando
Magic basketball team, Frito-Lay, Darden/Red Lobster Restaurants, Hard Rock Cafe, Arnold
Palmer Hospital, Wheeled Coach Ambulances, and Regal Marine.
We take the integration of our video case studies seriously, and for this reason, all of our videos
are created by the authors, with the outstanding coauthorship of Beverly Amer at Northern Ari-
zona University, to explicitly match text content and terminology.

45 Video Cases Listed by Chapter (new videos in bold)

◆◆ Frito-Lay: Operations Management in Manufacturing (Chapter 1)
◆◆ Celebrity Cruises: Operations Management at Sea (Chapter 1)
◆◆ Hard Rock Cafe: Operations Management in Services (Chapter 1)
◆◆ Strategy at Regal Marine (Chapter 2)
◆◆ Hard Rock Cafe’s Global Strategy (Chapter 2)
◆◆ Outsourcing Offshore at Darden (Chapter 2)
◆◆ Project Management at Arnold Palmer Hospital (Chapter 3)
◆◆ Managing Hard Rock’s Rockfest (Chapter 3)
◆◆ Forecasting Ticket Revenue for Orlando Magic Basketball Games (Chapter 4)
◆◆ Forecasting at Hard Rock Cafe (Chapter 4)
◆◆ Celebrity Cruises Designs a New Ship (Chapter 5)
◆◆ Product Design at Regal Marine (Chapter 5)
◆◆ Building Sustainability at the Orlando Magic’s Amway Center (Supplement 5)
◆◆ “Saving the Waves” at Celebrity Cruises (Supplement 5)
◆◆ Green Manufacturing and Sustainability at Frito-Lay (Supplement 5)
◆◆ Quality Counts at Alaska Airlines (Chapter 6)
◆◆ The Culture of Quality at Arnold Palmer Hospital (Chapter 6)
◆◆ Celebrity Cruises: A Premium Experience (Chapter 6)
◆◆ Quality at the Ritz-Carlton Hotel Company (Chapter 6)
◆◆ Frito-Lay’s Quality-Controlled Potato Chips (Supplement 6)
◆◆ Farm to Fork: Quality at Darden Restaurants (Supplement 6)
◆◆ Alaska Airlines: 20-Minute Baggage Process—Guaranteed! (Chapter 7)
◆◆ Process Strategy at Wheeled Coach (Chapter 7)
◆◆ Process Analysis at Arnold Palmer Hospital (Chapter 7)
◆◆ Capacity Planning at Arnold Palmer Hospital (Supplement 7)
◆◆ Locating the Next Red Lobster Restaurant (Chapter 8)
◆◆ Where to Place the Hard Rock Cafe (Chapter 8)
◆◆ Facility Layout at Wheeled Coach (Chapter 9)
◆◆ Laying Out Arnold Palmer Hospital’s New Facility (Chapter 9)
◆◆ The “People” Focus: Human Resources at Alaska Airlines (Chapter 10)
◆◆ Hard Rock’s Human Resource Strategy (Chapter 10)
◆◆ Darden’s Global Supply Chains (Chapter 11)
◆◆ Supply Chain Management at Regal Marine (Chapter 11)
◆◆ Arnold Palmer Hospital’s Supply Chain (Chapter 11)
◆◆ Inventory Management at Celebrity Cruises (Chapter 12)
◆◆ Managing Inventory at Frito-Lay (Chapter 12)
◆◆ Inventory Control at Wheeled Coach (Chapter 12)
◆◆ Using Revenue Management to Set Orlando Magic Ticket Prices (Chapter 13)
◆◆ When 18,500 Orlando Magic Fans Come to Dinner (Chapter 14)
◆◆ MRP at Wheeled Coach (Chapter 14)
◆◆ From the Eagles to the Magic: Converting the Amway Center (Chapter 15)
◆◆ Scheduling at Hard Rock Cafe (Chapter 15)
◆◆ Lean Operations at Alaska Airlines (Chapter 16)
◆◆ JIT at Arnold Palmer Hospital (Chapter 16)
◆◆ Maintenance Drives Profits at Frito-Lay (Chapter 17)
 PR E FACE xxi

Videos from Recent Graduates for Students

Located in MyLab Operations Management are brief videos of many recent grads who now
work in some aspect of operations management. These 2- to 4-minute video clips feature
young professionals talking about their jobs in the gamut of OM functions—each tied to a spe-
cific chapter and accompanied by multiple-choice quizzes that may be assigned. Each recent
grad also talks about tips for success in the job market. This is sure to be a popular feature to
engage students! Kimberly Gersh, Project
Manager, Little Green River
More Homework Problems—Quantity, Algorithmic, and Conceptual Software
We know that a vast selection of quality homework problems, ranging from easy to challenging
(denoted by one to four dots), is critical for both instructors and students. Instructors need a
broad selection of problems to choose from for homework, quizzes, and exams—without reus-
ing the same set from semester to semester. We take pride in having more problems—by far,
with 621—than any other OM text.
For this edition, we have added several HUNDRED new algorithmic problems and concept
questions in MyLab Operations Management!

Detailed Chapter-by-Chapter Changes

Chapter 1: Operations and Productivity
We introduced two new learning objectives for the chapter: “Identify the 10 strategic decisions
of operations management” and “Identify career opportunities in operations management.”
Our first new video case study is called “Celebrity Cruises: Operations Management at Sea.”
We updated several entries for the Globalization Era in Figure 1.4. We updated Table 1.4 to
reflect employment in various sectors. Finally, we added a new discussion question.

Chapter 2: Operations Strategy in a Global Environment

We updated Figure 2.1 on the growth of world trade and added several key historical events to
the graph. We added the new key term operational hedging. There are two new OM in Action
boxes in this chapter: “Amazon Updates Sears’ Strategy” and “China Outsources Too—to
Ethiopia.” Finally, we updated Figure 2.5 to reflect product life cycle changes.

Chapter 3: Project Management

The Bechtel Global Profile has been rewritten and we have added four new homework
problems.

Chapter 4: Forecasting
There are eight new homework problems in this chapter.

Chapter 5: Design of Goods and Services

We modified Figure 5.2 to present the cash flows more clearly. We introduced a discussion of
additive manufacturing as a new key term to subsume 3-D printing. We added a new discussion
of augmented reality. There are two new OM in Action boxes: “Product Design at McDonald’s”
and “Amazon Pushes Product Design.” Our second new video case study is called “Celebrity
Cruises Designs a New Ship.” We replaced the section on PCN Analysis with a new discussion
on service design. We added two discussion questions and have seven new homework problems
in this chapter.

Supplement 5: Sustainability in the Supply Chain

There is a new video case study called “Saving the Waves at Celebrity Cruises.” We’ve also
added new material on the circular economy and on ISO 50001. There is also a new OM in
Action box called “Designing for the End of Life.”
xxii PR EFAC E

Chapter 6: Managing Quality

Our new video case study is called “Celebrity Cruises: A Premium Experience.” There is also a new
OM in Action box called “Inspecting the Boeing 787,” new material on testing Samsung smart
phones, and four new homework problems.

Supplement 6: Statistical Process Control

We have added 14 new homework problems and updated the OM in Action box called “Landing
a Seat with Frequent Flyer Miles.”

Chapter 7: Process Strategies

We updated Figure 7.8 to simplify the presentation of degree of customization and labor for ser-
vices. We added an OM in Action box called “500,000 Tons of Steel; 14 Jobs.” Finally, we updated
Table 7.4 to provide more examples of technology’s impact on services.

Supplement 7: Capacity and Constraint Management

We modified the numbers used to compute actual output in Table S7.1. We modified Figure S7.6
to improve the exposition for the four approaches to capacity expansion. We added 10 new home-
work problems for this supplement. Finally, we updated the birth rates in Table S7.4 for the Arnold
Palmer Hospital case.

Chapter 8: Location Strategies

We have added seven new homework problems to this chapter.

Chapter 9: Layout Strategies

There is a new OM in Action box called “Amazon Warehouses are Full of Robots,” and we have
made major revisions to our coverage of Work Cells, Focused Facilities, Focused Work Centers,
and Focused Factories. There are also four new homework problems.

Chapter 10: Human Resources, Job Design, and Work Measurement

We have added five new homework problems to this chapter.

Chapter 11: Supply Chain Management

We begin the chapter with a new Global Company Profile featuring Red Lobster. We’ve added a
new section on blockchain, a new OM in Action box called “Samsung and Apple’s Complex Supply
Chain,” and updated our treatment of SCOR. We also added three new homework problems.

Supplement 11: Supply Chain Management Analytics

There is a new discussion question and three new homework problems.

Chapter 12: Inventory Management

There is a new video case study called “Inventory Management at Celebrity Cruises.” We have also
revised the Amazon Global Company Profile and expanded coverage of the single period model.
In addition, there are 13 new homework problems.

Chapter 13: Aggregate Planning and S&OP

We’ve added three new homework problems to this chapter.

Chapter 14: Material Requirements Planning (MRP) and ERP

We deleted Figure 14.6 and moved the presentation of allocated items into Example 3. Under
MRP Management, we introduced a new section and key term for demand-driven MRP, along with
a new associated Figure 14.6. A discussion of blockchains is introduced in the Enterprise Resource
Planning (ERP) section. Finally, five new homework problems were added for this chapter.
 PRE FACE xxiii

Chapter 15: Short-Term Scheduling

There are six new homework problems to this chapter.

Chapter 16: Lean Operations

There is a new OM in Action box, “Dr. Pepper’s Move to Kaizen,” and two new homework
­problems.

Chapter 17: Maintenance and Reliability

There is new coverage of predictive maintenance, and there are three new homework problems.

Solving Teaching and Learning Challenges

Now in its 11th edition, the text and MyLab Operations Management provide an extremely com-
prehensive learning package. This robust program addresses teaching and learning ­challenges and
affords the student with opportunities to learn and practice employable skills. Here are just a few
of the key elements offered with this textbook and MyLab Operations Management.

MyLab Operations Management

MyLab Operations Management is the teaching and learning platform that empowers every student.
When combined with educational content written by the authors, MyLab Operations Management
helps deliver the learning outcomes to which students and instructors aspire.

Operations Management Simulations

Five operations management simulations give students
hands-on experience in real-world roles, helping them
make decisions, think critically, and link course concepts
to on-the-job application.
By receiving real-time, dynamic feedback from stake-
holders, students see the impact of their choices and can
gauge their performance against individual, peer, and
system metrics. Results of these simulations are recorded
in the MyLab Gradebook.
The five simulations are:
◆ Project Management (Chapter 3)
◆ Forecasting (Chapter 4)
◆ Quality Management (Chapter 6)
◆ Supply Chain Management (Chapter 11)
◆ Inventory Management (Chapter 12)

Students tell us that they enjoy learning OM through

these simulations!

A Powerful Homework and Test Manager

Problems from the textbook can be assigned to students via a robust platform. This allows in-
structors to manage, create, and import online homework assignments, quizzes, and tests that
are automatically graded. Instructors can choose from a wide range of assignment options,
including time limits, proctoring, and maximum number of attempts allowed. The bottom line:
MyLab Operations Management means more learning and less time grading.
xxiv PR EFAC E

Learning Aids
Right at the time of learning, students can access Learn-
ing Aids like Help Me Solve This, Videos from the a­ uthors
of similar problems being solved, Ask My Instructor, and
eText Pages. All of which provides the student feedback
and assistance when they need it most.

Working with Excel Software Using

g Software to Solve Outsourcing
g Problems
Excel, Excel OM, and POM for Windows may be used to solve many of the problems in this chapter.
Excel use in the Operations Management course is CREATING YOUR OWN EXCEL SPREADSHEETS

becoming more important, and instructors often ask Program 2.1 illustrates how to build an Excel spreadsheet for the data in Example 1. In this example the factor rating method is
used to compare National Architects’ three potential outsourcing providers.

their students to develop their own Excel spreadsheet This program provides the data inputs for seven important factors, including their weights (0.0–1.0) and ratings (1–5 scale where
5 is the highest rating) for each country. As we see, BIM is most highly rated, with a 3.9 score, versus 3.3 for S.P.C. and 3.8 for Telco.

models. For this reason, we provide “Creating Your Own Enter scores (that come from manager ratings)
Enter factor names and for BIM, S.P.C., and Telco on each factor in
Excel Spreadsheets,” examples toward the end of numer- weights in columns A and B. columns C, D, and E.

ous chapters.

Decision Support Software

We also provide two decision support software programs,
Excel OM for Windows and Mac, and POM for Windows,
to help solve homework problems and case studies. More
information on these packages can be found in MyLab Actions
Operations Management in the Download Center. Copy C14 to D14 and E14 =SUMPRODUCT($B$6:$B$12,C6:C12)

Compute the weighted scores as the sum of

the product of the weights and the scores for
each option using the SUMPRODUCT
function.

Program 2.1
Using Excel to Develop a Factor Rating Analysis, With Data from Example 1

X USING EXCEL OM
Excel OM (free with your text and also found in MyLab Operations Management) may be used to solve Example 1 (with the
Factor Rating module).

P USING POM FOR WINDOWS

POM for Windows also includes a factor rating module. For details, refer to Appendix II. POM for Windows is also found in
MyLab Operations Management and can solve all problems labeled with a P .

Jay, Barry, & Chuck’s OM Blog

As a complement to this text, we have created a com-
panion blog, with coordinated features to help teach
the OM course. There are teaching tips, highlights of
OM items in the news (along with class discussion ques-
tions and links), video tips, guest posts by instructors
using our text, and much more—all arranged by chap-
ter. To learn more about any chapter topics, visit www
.heizerrenderOM.wordpress.com. As instructors prepare
their lectures and syllabus, they can scan our blog for dis-
cussion ideas, teaching tips, and classroom exercises.
The Jesse H. Jones Professor Emeritus of Business Administration, Texas Lutheran
University, Seguin, Texas. He received his B.B.A. and M.B.A. from the University ABOUT THE
of North Texas and his Ph.D. in Management and Statistics from Arizona State
University. He was previously a member of the faculty at the University of AUTHORS
Memphis, the University of Oklahoma, Virginia Commonwealth University, where
he was department chair, and the University of Richmond. He has also held visiting JAY HEIZER
positions at Boston University, George Mason University, the Czech Management
Center, and the Otto-Von-Guericke University, Magdeburg.
Dr. Heizer’s industrial experience is extensive. He learned the practical side of
operations management as a machinist apprentice at Foringer and Company, as a
production planner for Westinghouse Airbrake, and at General Dynamics, where
he worked in engineering administration. In addition, he has been actively involved
in consulting in the OM and MIS areas for a variety of organizations, includ-
ing Philip Morris, Firestone, Dixie Container Corporation, Columbia Industries,
and Tenneco. He holds the CPIM certification from APICS—the Association for
Operations Management.
Professor Heizer has co-authored five books and has published more than
30 articles on a variety of management topics. His papers have appeared in the
Academy of Management Journal, Journal of Purchasing, Personnel Psychology,
Production & Inventory Control Management, APICS—The Performance Advantage,
Journal of Management History, IIE Solutions, and Engineering Management,
among others. He has taught operations management courses in undergraduate,
graduate, and executive programs.

The Charles Harwood Professor Emeritus of Operations Management, Crummer BARRY RENDER
Graduate School of Business, Rollins College, Winter Park, Florida. He received his
B.S. in Mathematics and Physics at Roosevelt University, and his M.S. in Operations
Research and Ph.D. in Quantitative Analysis at the University of Cincinnati. He
previously taught at George Washington University, University of New Orleans,
Boston University, and George Mason University, where he held the Mason
Foundation Professorship in Decision Sciences and was Chair of the Decision
Sciences Department. Dr. Render has also worked in the aerospace industry for
General Electric, McDonnell Douglas, and NASA.
Professor Render has co-authored 10 textbooks for Pearson, including Managerial
Decision Modeling with Spreadsheets, Quantitative Analysis for Management, Service
Management, Introduction to Management Science, and Cases and Readings in
Management Science. Quantitative Analysis for Management, now in its 14th edi-
tion, is a leading text in that discipline in the United States and globally. Dr.
Render’s more than 100 articles on a variety of management topics have appeared
in Decision Sciences, Production and Operations Management, Interfaces, Information
and Management, Journal of Management Information Systems, Socio-Economic
Planning Sciences, IIE Solutions, and Operations Management Review, among others.
Dr. Render has been honored as an AACSB Fellow and was twice named a Senior
Fulbright Scholar. He was Vice President of the Decision Science Institute Southeast
Region and served as Software Review Editor for Decision Line for six years and
as Editor of the New York Times Operations Management special issues for five
years. For nine years, Dr. Render was President of Management Service Associates
of Virginia, Inc., whose technology clients included the FBI, NASA, the U.S. Navy,
Fairfax County, Virginia, and C&P Telephone. Dr. Render has received Rollins
College’s Welsh Award as leading Professor and was selected by Roosevelt University
as the recipient of the St. Claire Drake Award for Outstanding Scholarship. Dr.
Render also received the Rollins College MBA Student Award for Best Overall
Course and was named Professor of the Year by full-time MBA students.

xxv
xxvi A BO UT T HE AUT H O R S

CHUCK MUNSON Professor of Operations Management and Carson College of Business Ph.D.
Program Director, Washington State University, Pullman, Washington. He received
his BSBA summa cum laude in finance, along with his MSBA and Ph.D. in opera-
tions management, from Washington University in St. Louis. For three years, he
worked as a financial analyst for Contel Telephone Corporation.
Professor Munson serves as a senior editor for Production and Operations
Management, and he serves on the editorial review board of four other jour-
nals. He has published more than 25 articles in such journals as Production and
Operations Management, IIE Transactions, Decision Sciences, Naval Research
Logistics, European Journal of Operational Research, Journal of the Operational
Research Society, and Annals of Operations Research. He is editor of the book The
Supply Chain Management Casebook: Comprehensive Coverage and Best Practices
in SCM, and he has co-authored the research monograph Quantity Discounts:
An Overview and Practical Guide for Buyers and Sellers. He is also coauthor of
Managerial Decision Modeling: Business Analytics with Spreadsheets (4th edition),
published by deGruyter.
Dr. Munson has taught operations management core and elective courses at the
undergraduate, MBA, and Ph.D. levels at Washington State University. He has also
conducted several teaching workshops at international conferences and for Ph.D.
students at Washington State University. His major awards include winning the
Sahlin Faculty Excellence Award for Instruction (Washington State University’s
top teaching award, 2016); being a Founding Board Member of the Washington
State University President’s Teaching Academy (2004); winning the WSU College
of Business Outstanding Teaching Award (2001 and 2015), Research Award (2004),
and Service Award (2009 and 2013); and being named the WSU MBA Professor of
the Year (2000 and 2008).

Instructor Teaching Resources
This teaching package comes with the following teaching resources.
Supplements available to instructors at
www.pearsonhighered.com
Instructor’s Resource Manual
authored by Chuck Munson
Instructor’s Solutions Manual
Test Bank
authored by Jianli Hu, Cerritos ­College
Computerized TestGen
PowerPoints
authored by Jeff Heyl, Lincoln University
Excel Data Files, Excel OM, POM for
Windows, and Active Models
developed by Howard Weiss, Temple
University
PRE FACE xxvii
Features of the Supplement
• Chapter summary
• Class Discussion Ideas
• Active Classroom Learning Exercises
• Company Videos discussion
• Cinematic Ticklers
• Jay, Barry, and Chuck’s OM Blog
• Presentation Slides discussion
• Additional Assignment Ideas
• Internet Resources and Other Supplementary Materials
The Instructor’s Solutions Manual, written by the authors, contains the answers to all of the
­discussion questions, Ethical Dilemmas, Active Models, and cases in the text, as well as worked-
out solutions to all the end-of-chapter problems, additional homework problems, and additional
case studies.
• More than 1,500 multiple-choice, true-or-false, and essay questions
• Keyed by learning objective
• Classified according to difficulty level
• AACSB learning standard identified (Ethical Understanding and Reasoning; Analytical Thinking
Skills; Information Technology; Diverse and Multicultural Work; Reflective Thinking; Application
of Knowledge)
TestGen allows instructors to
• customize, save, and generate classroom tests.
• edit, add, or delete questions from the Test Item Files.
• analyze test results.
• organize a database of tests and student results.
An extensive set of PowerPoint presentations is available for each chapter. With well over 2,000 slides,
this set has excellent color and clarity.
A set of PowerPoints is also available as an ADA-compliant version that meet accessibility standards
for students with disabilities.
Features include:
• Keyboard and screen reader access
• Alternative text for images
• High contrast between background and foreground colors
• The data files are prepared for specific examples and allow users to solve all the marked text exam-
ples without reentering any data.
• POM for Windows is a powerful tool for easily solving OM problems.
• Excel OM is our exclusive user-friendly Excel add-in. Excel OM automatically creates worksheets
to model and solve problems. This software is great for student homework, what-if analysis, and
classroom demonstrations.
• Active Models are Excel-based OM simulations, designed to help students understand the quan-
titative methods shown in the textbook examples. Students may change the data to see how the
changes affect the answers.
xxviii PR EFAC E

Acknowledgments
We thank the many individuals who were kind enough to assist us in this endeavor. The following
professors provided insights that guided us in this edition (their names are in bold) and in prior
editions:

ALABAMA Ozgur Ozluk GEORGIA

John Mittenthal San Francisco State University John H. Blackstone
University of Alabama Zinovy Radovilsky University of Georgia
Philip F. Musa California State University–Hayward Johnny Ho
University of Alabama at Birmingham Robert Saltzman Columbus State University
William Petty San Francisco State University John Hoft
University of Alabama Robert J. Schlesinger Columbus State University
Doug Turner San Diego State University John Miller
Auburn University V. Udayabhanu Mercer University
San Francisco State University Nikolay Osadchiy
ALASKA Emory University
Rick Wing
Paul Jordan San Francisco State University Spyros Reveliotis
University of Alaska Georgia Institute of Technology
ARIZONA COLORADO
Peter Billington ILLINOIS
Susan K. Norman
Colorado State University–Pueblo Suad Alwan
Northern Arizona University
Gregory Stock Chicago State University
Scott Roberts
University of Colorado at Colorado Lori Cook
Northern Arizona University
Springs DePaul University
Vicki L. Smith-Daniels
Arizona State University CONNECTICUT Matt Liontine
David Cadden University of Illinois–Chicago
Susan K. Williams
Northern Arizona University Quinnipiac University Zafar Malik
Larry A. Flick Governors State University
CALIFORNIA
Norwalk Community Technical
Jean-Pierre Amor College INDIANA
University of San Diego Barbara Flynn
Moshen Attaran FLORIDA Indiana University
California State University–Bakersfield Joseph P. Geunes B.P. Lingeraj
Ali Behnezhad University of Florida Indiana University
California State University–Northridge Rita Gibson Frank Pianki
Joe Biggs Embry-Riddle Aeronautical University Anderson University
California Polytechnic State University Donald Hammond Stan Stockton
Lesley Buehler University of South Florida Indiana University
Ohlone College Wende Huehn–Brown Jerry Wei
Manny Fernandez St. Petersburg College University of Notre Dame
Bakersfield College Andrew Johnson Jianghua Wu
Rick Hesse University of Central Florida Purdue University
Pepperdine Adam Munson Xin Zhai
Jianli Hu University of Florida Purdue University
Cerritos College Ronald K. Satterfield
Ravi Kathuria University of South Florida IOWA
Chapman University Theresa A. Shotwell Debra Bishop
Richard Martin Florida A&M University Drake University
California State University–Long Jeff Smith Kevin Watson
Beach Florida State University Iowa State University
 PRE FACE xxix

Lifang Wu MICHIGAN NEW JERSEY

University of Iowa Darlene Burk Daniel Ball
Western Michigan University Monmouth University
KANSAS
Sima Fortsch Leon Bazil
William Barnes
University of Michigan–Flint Stevens Institute of
Emporia State University
Damodar Golhar Technology
George Heinrich
Western Michigan University Mark Berenson
Wichita State University
Dana Johnson Montclair State University
Sue Helms
Michigan Technological University Grace Greenberg
Wichita State University
Doug Moodie Rider University
Hugh Leach
Michigan Technological University Joao Neves
Washburn University
MINNESOTA The College of New Jersey
M.J. Riley
Kansas State University Rick Carlson Leonard Presby
Metropolitan State University William Paterson University
Teresita S. Salinas
Washburn University John Nicolay Faye Zhu
University of Minnesota Rowan University
Avanti P. Sethi
Wichita State University Michael Pesch
NEW MEXICO
St. Cloud State University
KENTUCKY William Kime
Manus Rungtusanatham
Wade Ferguson University of New Mexico
University of Minnesota
Western Kentucky University
Kingshuk Sinha NEW YORK
Kambiz Tabibzadeh University of Minnesota Michael Adams
Eastern Kentucky University
Peter Southard SUNY Old Westbury
LOUISIANA University of St. Thomas Theodore Boreki
Roy Clinton MISSOURI Hofstra University
University of Louisiana at Shahid Ali John Drabouski
Monroe Rockhurst University DeVry University
L. Wayne Shell (retired) Stephen Allen Richard E. Dulski
Nicholls State University Truman State University Daemen College
MARYLAND Sema Alptekin Jonatan Jelen
University of Missouri–Rolla Baruch College
Eugene Hahn
Salisbury University Gregory L. Bier Beate Klingenberg
University of Missouri–Columbia Marist College
Samuel Y. Smith, Jr.
University of Baltimore James Campbell Purushottam Meena
University of Missouri–St. Louis New York Institute of
MASSACHUSETTS Wooseung Jang Technology
Peter Ittig University of Missouri–Columbia Donna Mosier
University of Massachusetts Mary Marrs SUNY Potsdam
Jean Pierre Kuilboer University of Missouri–Columbia Elizabeth Perry
University of Massachusetts– A. Lawrence Summers SUNY Binghamton
∏Boston University of Missouri William Reisel
Dave Lewis St. John’s University
University of Massachusetts–Lowell NEBRASKA
Zialu Hug Abraham Seidmann
Mike Maggard (retired) University of Nebraska–Omaha University of Rochester
Northeastern University Kaushik Sengupta
Peter Rourke NEVADA Hofstra University
Wentworth Institute of Technology Joel D. Wisner
Girish Shambu
University of Nevada, Las Vegas
Daniel Shimshak Canisius College
University of Massachusetts–Boston NEW HAMPSHIRE Rajendra Tibrewala
Ernest Silver Dan Bouchard New York Institute of
Curry College Granite State College Technology
xxx PREFAC E

NORTH CAROLINA Luis Borges Yu (Amy) Xia

Coleman R. Rich
Elon University
Ray Walters
Fayetteville Technical
Community College
OHIO
Victor Berardi
Kent State University
Lance Chen
University of Dayton
Andrew R. Thomas
University of Akron
OKLAHOMA
Wen-Chyuan Chiang
University of Tulsa
OREGON
Anne Deidrich
Warner Pacific College
Gordon Miller
Portland State University
John Sloan
Oregon State University
PENNSYLVANIA
Jeffrey D. Heim
Pennsylvania State University
James F. Kimpel
University of Pittsburgh
Ian M. Langella
Shippensburg University
Prafulla Oglekar
LaSalle University
Stanford Rosenberg
LaRoche College
Edward Rosenthal
Temple University
Susan Sherer
Lehigh University
Howard Weiss
Temple University
RHODE ISLAND
Laurie E. Macdonald
Bryant College
Susan Sweeney
Providence College
SOUTH CAROLINA
Jerry K. Bilbrey
Anderson University
College of Charleston College of William and Mary
Larry LaForge
WASHINGTON
Clemson University
Mark McKay
Emma Jane Riddle
University of Washington
Winthrop University
Chris Sandvig
TENNESSEE Western Washington University
Hugh Daniel John Stec
Lipscomb University Oregon Institute of Technology
Cliff Welborn Scott Swenson
Middle Tennessee State University Washington State University
TEXAS WASHINGTON, DC
Phillip Flamm Narendrea K. Rustagi
Howard University
Texas Tech University
Gregg Lattier WEST VIRGINIA
Lee College
Charles Englehardt
Arunachalam Narayanan Salem International University
Texas A&M University
Daesung Ha
Ranga V. Ramasesh Marshall University
Texas Christian University
James S. Hawkes
Mohan Rao University of Charleston
Texas A&M University–
Corpus Christi WISCONSIN
Cecelia Temponi James R. Gross
Texas State University University of Wisconsin–Oshkosh
John Visich-Disc Marilyn K. Hart (retired)
University of Houston University of Wisconsin–Oshkosh
Dwayne Whitten Niranjan Pati
Texas A&M University University of Wisconsin–La Crosse
Bruce M. Woodworth X. M. Safford
University of Texas–El Paso Milwaukee Area Technical College
Rao J. Taikonda
UTAH
University of Wisconsin–Oshkosh
William Christensen
Dixie State College of Utah WYOMING
Shane J. Schvaneveldt Cliff Asay
Weber State University University of Wyoming
Madeline Thimmes (retired) INTERNATIONAL
Utah State University
Steven Harrod
VIRGINIA Technical University of Denmark
Sidhartha Das Wolfgang Kersten
George Mason University Hamburg University of Technology
Cheryl Druehl (TUHH)
George Mason University Robert D. Klassen
Andy Litteral University of Western Ontario
University of Richmond Ronald Lau
Arthur C. Meiners, Jr. Hong Kong University of Science and
Marymount University Technology
Michael Plumb Brent Snider
Tidewater Community College University of Calgary
Another random document with
no related content on Scribd:
It is fortunate that two men with swags upon their backs are passing at the
time, who carry the unfortunate youth into the sunlight, and rub his body
vigorously with their hands until the vitality that was almost extinct begins to
revive again within him.

When Tom had partly recovered and could speak, he told his uncle, the
captain, that when he dived he struck his head against a snag, which
rendered him insensible, and no doubt in that state he was being carried
away by the current when the dog found him.

And poor Tom was grateful for the service, for [227]when he was quite well he
bought the Newfoundland a grand collar, and had the following inscription
engraven on it:—

“Sailor,

“Rescued Tom Anson Blake from drowning on the 18th January, 187-, at
Anchordale, River Murray.”

[228]

[Contents]
 NELLIE.

[Contents]

CHAPTER I.

R
ain, rain—nothing but rain on this Christmas Eve, in the New South
Wales metropolis. Although it was in the heat of summer the wind
from the coast blew keenly through the almost deserted streets, and
caused the fine mist-like wet to penetrate the stoutest overcoat. It was such
weather that no one who had a roof over his head would care to be out in.
But there was one wearily toiling from street to street, beneath the protection
of the verandahs—a delicate-looking girl. With one hand she was trying to
wrap her scanty rags round her wasted body, and in the other she held a half-
dozen boxes of wax matches. Her face was worn, and pinched, and dirty, but
it was a very beautiful, patient, little face; her hair, too, would have been a
bright golden in natural hue, save that it was shaggy and dirty also. It was to
little purpose that she offered her matches [229]to the passers-by, who were
few and far between on this wet evening—they were all too anxious to get
home out of the rain. From the brightly lighted streets the little wanderer
crossed Hyde Park, and wended her way slowly up Oxford Street, and from
thence to the left, along the Bay Road, where dwell the wealthy and the great.
Why she had left the shops and all the busy part of the city for the wide, bleak
road, dotted with high, massive houses standing out dark and cold in the
falling rain, the poor child could not tell. Impelled by some strange fascination,
she had quitted her usual haunts, and taken the opposite direction leading
from her wretched home. Although it was getting late, and past the time when
she should have returned, she had no thought of going home. Her memory
was full of faint, indistinct thoughts, whether dreams or faraway realities, who
shall say? She wondered why she had rambled so far from the city; but she
also felt she must go on. Her ragged dress was soaked with rain and the
keen wind was cruel and cutting, yet the poor little thing did not feel the rain
or the wind; on the contrary, she felt as if she was on fire, save now and then
there would pass a cold feeling all over her, which caused a shivering fit. The
match girl was well aware that she would be [230]beaten when she returned to
her wretched dwelling, yet, strange to say, she felt perfectly happy as she
wandered farther away from it.

Half way up the Bay Road there came over the little waif a feeling of
dizziness, accompanied by a feeling of thirst, and again that burning
sensation which again changed into a cold shiver, as she stood there. Close
at hand there was a friendly porch belonging to a grand mansion, so the child
crept into it, out of the wind and rain, and crouched down. No sooner had she
done so than all her light-heartedness appeared to leave her, and she burst
into tears. It was very strange that directly the little match vendor began to cry
she heard a confusion of sounds around her—wild, mocking laughter, and
shouts, and stamping of feet, and strange lights were dancing before her
eyes. The stones on which she was lying seemed to be heaving and tossing,
and she felt very frightened just for a moment, and then she fell fast asleep.

These sounds still went on in her slumber, but they gradually got softer and
softer, and sweeter and more subdued, until they changed into the most
lovely music. And the little outcast thought she was standing in the midst of a
very beautiful garden, and somehow it appeared to her that she [231]had
known it all a long time ago. The rain and wind and the murky clouds had
passed away, and it was glorious, sunny day; the flowers were in full bloom.
Voices of birds and insects filled the balmy air, and gay coloured butterflies
flitted here and there. While she was standing, wondering that all these
strange things should seem so familiar to her, a handsome boy, with golden
curls, approached, and exclaimed,—

“Oh, dear sister Nellie, come and play. Why did you go away and stay away
so long?”

The dreamer looked up; she appeared to know the happy face quite well, and
she assured him in a voice, that was not like her old thin, weak voice, but soft
and clear, which seemed like a voice that had belonged to her a long, long
time ago,—

“Indeed, I don’t know where I have been, Frank; nor why I went away. Is it a
long time since?” she asked timidly.
“Such a long time, sister.”

“I am here at last, Frank; and I will never go away again. Come, let us play in
the garden.” And then she took his hand, and they walked on together
amongst the flowers, while the thousand voices round about gave gladsome
welcome. All the old miserable life of the beggar child seemed to fade quickly
away here, leaving nothing save the [232]feeling that she had always been
accustomed to the grand objects by which she found herself surrounded.

“Suppose we have a game of hide and seek?” suggested Frank.

“That will be very nice; but who shall hide first?”

They had a little consultation about that very important matter, when it was
decided that Nellie should hide first. It was most peculiar that the name Nellie
came quite natural to the dreamer, though she had been called Maggie, Meg,
and sometimes Peggy as long as she could remember.

So Nellie went to hide, and she hid behind a rosebush, and there she found a
great hole in the ground big enough for her to creep into. Ere she had settled
herself, Nellie found that the hole led to a dark passage, with a soft light
glimmering at the end of it. Still wondering, she went towards the light.
Passing along through several archways, the child emerged into a splendid
cavern, lit up with many coloured, sparkling lights from thousands of precious
stones, with which the sides and roof of the place were studded. While she
was standing awe-struck with amazement at this magnificent place, she
heard by her side a flutter of light wings, and turning, saw hovering [233]over
her a beautiful little creature with long hair, which glittered like woven
sunbeams. The form was rose-hued in colour, and from its shoulders sprang
green wings, sheeny and lustrous as the throat of a humming-bird.
 “THE LOVELY BEING TOOK NELLIE BY THE HAND.”

“Come!” warbled the being, and the voice was dreamy and sweet, like the
“coo” of a stock dove. “Come, and I will show you something wonderful.”

And the lovely being took Nellie by the hand, and led the child through a cleft
in the rock to [234]another room which was lined, roof, walls, and floor, with
soft green moss. All round the room were hung beautiful garlands adorned
with diamonds. Some fairly blazed again with gems, others contained only a
few, fixed here and there, while fairy-like forms flitted to and fro continually,
bearing in their hands more gems, which they fixed into the garlands. The
dreamer was very much surprised at what she beheld.

“Where do they get all those diamonds to put into the garlands?” she inquired
of her companion.
“The diamonds,” answered her conductor, “are the tears of sorrow shed by
the unhappy people in the world; for always while they are weeping there are
unseen watchers ready waiting to receive their tears and convey them here.”

“And what are those very large gems, that shine so brightly in the middle of
the finished garlands?”

“Those are tears of joy; no garland can be finished without them.”

The child wandered round the chamber, and saw that almost all the wreaths
had some tears of joy and some of sorrow; but she came at last to one that
was quite full of tears of sorrow and in it no tears of joy at all, while on it was
a name, “Peggy the Beggar.” [235]

Scarcely had her eyes fallen upon the name than she awoke; awoke, and
beheld bending over her a lady with a lovely face; but she looked proud and
stern, and the little wanderer instinctively shrank away from her and crouched
closer to the wall.

“How very tiresome that this wretched child should choose my porch, of all
places, to creep into for shelter,” cried the lady, in a cold, unfeeling tone. “Yet I
cannot turn the unfortunate thing away on such a night as this. It’s a poor
Christmas indeed for the poor child,” she added, in a more tender way. “Here,
Smith, take up this little beggar and carry her to the kitchen, give her
something to eat, and tell Jane to put some dry things on her.”

A tall servant came forward and lifted the ragged bundle of humanity in his
arms as tenderly as a mother would have done. The man had just such
another little girl at home, and his heart yearned with sympathy for the
outcast as he bore her along the great hall of the house. Certainly the place
was strange to the child; but as in her dream she seemed to remember
everything, so now it appeared to her that the objects upon which she gazed
had been familiar to her a long, long time ago, and her dream came back
[236]to her so vividly that she cried out aloud, “Oh, Frank! Frank! Dear brother,
where are you hiding? Do come to me. Come to sister Nellie. I am not playing
now.”
The stern lady had followed her servant with his living burden; but when that
cry reached her she stopped short, and grasped at the wall for support. What
sudden spasm caused the beautiful, haughty face to grow instantly pale, and
the tall form to bend trembling down as if struck with palsy?

“Oh, Frank, come to sister Nellie. Dear brother, come.”

With a wild, hysterical sob the stately figure bowed lower yet, and pressed
her arms upon her throbbing bosom as if each of the little outcast’s words
had been cruel dagger-thrusts that were piercing her through and through.

Coldness, pride, the vigorous will, that moulds martyrs and devils alike, was
strong within the woman, yet the combination of all three had no power
against that weak out-cry—“Come to sister Nellie, Frank!”

Ere the low, faint wail had died out, the proud lady had snatched the poor
child to her bosom, and covering the hot, unwashed face with passionate
kisses, cried aloud,—

“I—I had a darling Nellie once, and a golden-haired [237]boy also, whom we
called Frank, but they were buds that faded here to bloom in heaven. And
now their dear voices will never fall upon my ears again. Alas! Alas!”

Then like all else she had seen in this place, it seemed to the child that the
face of the beautiful lady was not altogether strange to her. The very caress
was like the endearing embrace of a mother, whose heart had longed and
yearned for her lost ones, and the poor little outcast wondered how it all could
be, until she lost all consciousness and began to dream again.

[Contents]

CHAPTER II.

It was a long and troubled dream. Days and weeks appeared to pass away in
which the little sleeper could remember nothing clearly. At one time the
beautiful lady would appear to be bending fondly over her, and then the face
would change suddenly to that of a wretched hag, whom she had known and
called mother, in the miserable home she had within the slums of the city.
From this place came terrible voices in her ears, and terrible things struggling
round the bed. Flames of fire darted and danced in her poor, weary eyes; but
through all this she beheld the fairy of the [238]cavern appear again, holding in
his hand the wreath whereon was written her name. He held it towards her
gleaming with diamond tear-drops. How she struggled to reach it! The more
she tried the weaker she became, but it seemed to her that there was an
invisible arm round her for her to rest upon, and though faint and weary, her
failing footsteps ever got nearer and nearer the precious circlet. Then
followed an interval of soft, soothing quiet, and the eyes of our heroine
opened drowsily upon the waking world again. She felt very weak, but
somehow very happy. She was lying on a clean, white bed in a comfortable
room, which appeared as if she had seen it before somewhere in her dreams.
As the child raised her weary eyelids her gaze rested upon the prostrate form
of the lady kneeling by her bedside, with her face hidden in the bedclothes,
sobbing. The poor wanderer felt sorry that one who had been so kind to her
should weep in trouble, and raising her little warm hand, she laid it on the
beautiful head of the kneeler, and uttered the familiar word, “Mamma.”

The little sufferer knew not why that tender word rose to her lips before any
other; she only knew that the affectionate term was in her heart and mind—
that was all. [239]

At the sound the grand lady raised her head, and kissed the child again and
again with maternal fondness, her lips murmuring the while, “My own darling
child. My Nellie, whom I thought had departed from me for ever. Heaven has
been good to me.”

Then for the first time the little match vendor shed tears of joy. Sleep came to
her again, from which she was aroused by the sound of voices talking in
whispers close to the bed.

“I am so sorry to have disobeyed you, ma’am, but you must forgive me, and
let me stay and nurse my own little pet,” cried a girl’s voice in pleading
accents. “When they told me at home that the stolen child had come home
again to you, I couldn’t keep away. I know it’s all along of my carelessness
that she was took away. Yet I loved the deary and was compelled to come,
although you must hate the very sight of me.”

“Hush, nurse, hush!” replied the lady’s voice sadly. “I am so glad you have
come. Since I lost my Nellie, and Frank died, and my dear husband perished
at sea, I have been a friendless, lonely, and unhappy woman. Now my lost
darling has been restored to me again the world will not seem so bleak and
weary. You shall stay and help me nurse my stolen baby into health again.”
[240]

It seemed very strange to the child, as she lay back in the bed, to learn the
early history of her own life; how she had been stolen away when she was
only a wee toddler; how her brother, just one year older than herself, had
pined and died for his sister; how the poor mother, with all her grand and
fashionable friends, had felt herself deserted, and had hardened her heart
against all good influences, until the cry of the frightened little outcast had
reached and softened it.

There were long, weary watchings by the couch of the sufferer, filled with
anxiety and suspense. For the mother who had found her lost one had a
vague dread haunting her that her darling might be snatched ruthlessly from
her a second time, and by a foe more terrible than a kidnapper. The child’s
sleep was filled with dreams of angels. They carried her again and again to
that rocky chamber where hung the garlands; and each time she found her
own all ablaze with tears of joy, and nearly finished.

On one occasion she stretched forth her hand to take it, but the fairy came up
to her and said,—

“Not yet, my dear; you shall wear it very soon.”

The child related these dreams to her mother, who answered nothing, but fell
down upon her [241]knees and prayed that the garland should not be
completed yet awhile.

Nellie could not understand all this, but one night she felt very weak and cold.
Her mother was seated by the bedside gazing with greedy eyes at the poor,
worn, pinched-up little face. There were others in the room, but the patient
now saw only her mother.

“Dear mamma!”

“What is it, my darling?”

“I have seen the garlands again. Mine is finished at last.”

The face of the lady grew very pale. She hid her weeping eyes and muttered,
—

“A little while longer, only a little while.”

“I know what the garland means now, mamma; I am going to die,”

“Oh no! my dear, long lost pet, not yet, not yet. I cannot spare you, now you
have come back to me. Stay with me a little while—just a little while. You are
so very dear to me.”

Who shall say what agony of supplication in that low wail of entreaty? Who
shall fathom its intensity?

“But you will come too, mamma?” said the weak voice, now grown very weak
and feeble. “You have cried so much, your garland must be nearly ready.”
[242]

A great sob, which shook the tall, shapely figure like a reed, was the only
answer. She raised her head at length, and the eyes of mother and child met.

“Oh, when I get there, I’ll prepare your garland, mamma,” came the faint
voice, almost in a whisper now.

For a moment there was a wild light in the poor mother’s eyes. The words
appeared to stir some old memory in her heart. She looked into the peaceful
face of her dying child, and the voice became more calm and steady.

“It is very hard to part, my darling, very hard; but I will try to bear it all, so that
tears of joy may mingle with tears of sorrow in my wreath of immortality.”
The words fell on an ear that heard them not. There was a look on the child’s
face that caused the mother to rush forward and throw her arms about the
poor weak clay, as if to stay the departing spirit in its flight.

“Oh, mamma! there is little brother Frank with my garland. See! he is

beckoning to me.”

And then the weary little head fell forward on the mother’s shoulder, and the
tired spirit entered into rest. [243]
[Contents]
 IN THE CLOUDS.

T hey came to the boy one night when he was abed, and said they would
take him with them in their fairy balloon.

Willie Fenton told his father and mother that he had seen the elfins, and what
they had promised him, but they only laughed at him and told him he had
been dreaming.

Our hero wasn’t to be convinced that it was only a dream. Hadn’t he seen
them—three fairy creatures no higher than his top—enter his bedroom
through the keyhole, and seat themselves on his pillow, and begin talking
about the glorious sights to be seen in the clouds?

If Willie Fenton had been born up in a balloon his youthful fancy could not
have been imbued with a greater passion for the sport. Indeed, since he was
a child of four or five years old our youthful aeronaut had blown soap bubbles,
and had watched them soar away in the sun, glistening with all the hues of the
rainbow, and his dreams [244]at night and aspirations by day had been to
emulate those daring spirits who surpassed the mighty eagle in his flight into
the bright blue sky above the clouds.

Willie’s home, situated on Mount Pleasant, was in the vicinity of many a

romantic spot calculated to favour the elves in their adventure, and one fine
morning, as the lad was returning from a neighbouring farm, he espied his
three nocturnal visitors seated under a large gum-tree awaiting him. Willie
recognised them in a moment, and doffing his cap said, “Good-morning,
gentlemen.”

The fairies rose and saluted him, and answered that they were quite ready to
fulfil their promises. Our hero thanked them for their kindness, and at the
same time expressed himself quite ready to accompany them. Whereupon the
three elves conducted him in silence along a narrow ravine which opened out
on a still, quiet glen on the banks of the river. Fastened securely between two
huge trees, Willie beheld a great, pear-shaped thing, swaying to and fro with
the motion of the breeze, and at which the elves pointed and said, “Behold,
our cloud car.”

“IT WAS A GRAND BALLOON.”

Yes, it was a grand balloon, already inflated and with a cage attached,
bordered with wild roses and creepers, that reached from the apex of the
[245]monster down to the car beneath, which hung suspended, like a flower-pot
in a balcony. How it surged and struggled desperately with the wind, as if it
were endowed with life, and wished to escape from fastenings that held it, and
soar upward! And how frail it appeared, as Willie approached and examined it!
Was it made of cloth? No, too fine for cloth. Cotton? Nay, it was too soft for
cotton, or silk either. Yet the whole fabric seemed no weightier than a
gossamer. The fairies smiled at the boy’s curiosity, and invited [246]him to enter
the car. Our little hero had no sooner complied than the elfins seated
themselves at his side. And one of them, who had a bright diadem glittering
upon his breast, stood up and waved his hand as a signal, when instantly the
balloon shot aloft with inconceivable velocity.

The young mortal closed his eyes and held his breath for one brief moment;
but when he looked forth, the earth appeared to be miraculously vanishing
from his sight. Although the ascent was fearfully rapid, the motion of the
balloon was quite imperceptible. The morning was bright and sunny, the sky a
deep, Prussian blue, and as the boy craned his neck over the cage and gazed
below, what a glorious sight met his view. There stretched beneath him were
the golden valleys of his birthplace, with hundreds of farms dotting the
landscape, and no bigger than a child’s toy. From his elevated position the
houses were as so many dots, and the people in the fields as tiny ants. The
flowing Torrens, that had seemed so broad and deep, appeared as a silver
thread, and the high cliffs and hills were on a level with the dull round earth.
Willie Fenton felt not the least alarm; on the contrary, his courage rose with
the balloon, as it sped upward to the sky. The elfin with the diadem threw out
some pieces of paper, which [247]seemed to drop like stones. This, however,
was not so, but only the effect of the terrible rate at which they were travelling.
Higher, higher, still higher. Now they disappeared from view, in a thick vapour
forming the white clouds, which looked so light and fleecy from earth. The
balloon did not remain long in these, but quickly rose into a clear atmosphere
beyond. And here the scene changed to one splendid in the extreme. Above
them nothing but the big round sun, and the deep azure of the heavens.
Beneath no dingy earth, dim and gloomy, but a brilliant sea of sparkling cloud,
rose tinted, dancing and flashing in the sun’s rays. The cloud completely hid
everything below, and lay beneath like a huge, rolling billow, the top of which
flashed back the sunlight till our hero almost fancied it was a wave of driven
snow spangled with diamonds. How long Willie might have remained in his
rapt trance of wonder it is hard to say, but he was aroused by a feeling of cold,
and a difficulty in breathing.

“Our mortal friend will find it very chilly up here,” said Pippin, who wore the
diadem, answering the boy’s unspoken words.

“It has grown very cold indeed, gentlemen,” rejoined Willie, his teeth chattering
as he spoke.
“Ha, ha! Listen to him, Needle; hear him, [248]Bobbin; he’s beginning to cry out
already!” cried Pippin to his companions. “Cold, eh? Well, we have a cure for
cold, and for frost and snow—whole mountains of it. Eh, Needle?” As Pippin
spoke, he unrolled a parcel which had been lying unnoticed at the bottom of
the car, and produced a cloak made of the same material as the balloon.
Without more ado they enveloped Willie from head to heel in the garment, with
just sufficient space left clear about his eyes so that he could see, the rest of
him being completely covered. In a few moments he began to breathe more
freely, and the rarity of the air made no impression upon him at all.

“You feel all right now, Willie Fenton?” questioned Bobbin. Willie mumbled,
and nodded his head in the affirmative.

“Let us mount higher then, my brethren. Excelsior!” exclaimed Pippin of the

diadem. “Bold indeed the mortal who first conceived and carried out the idea
of making the unstable element water subservient to his genius, as witness
the ships that come and go on the bosom of the ocean; but it is left to us, the
elves of Australia, to curb the air and make it do our bidding. Higher and
higher go we, to show this mortal the wonders of the upper world.”

Upward still, beyond the cloud which breaks [249]for a moment and gives them
a glimpse of the sea, and the coast-line away to the westward seeming no
broader than a single thread. And now the cold became intense, but the fairies
and their companion felt it not, for their gaze was fixed upon a sight that no
emperor or king had ever seen—and perchance never would. If all the
diamonds in that rich valley visited by Sinbad the Sailor, also all the gems
which Aladdin’s lamp could have procured, and all that ever have been seen
in the world had been pressed into the service—they would have failed utterly
in producing one tithe of the strange sight Willie now saw. The whole dome of
the balloon was covered as it were in a diamond mantle. A shower of glittering
gems was falling in all directions, apparently coming from the blue void above,
and sprinkling down, with a fluttering motion like that of butterflies, and then
disappearing in the vast abyss below.

Lost in amazement at this marvellous vision, the boy frees one of his hands,
and reaches to catch one of the heavenly gems; but he discovers the diamond
shower is in reality only thin sheets of newly-formed ice.
The elves laugh at him and the look of wonder on his face. And Pippin
explains in a grave [250]tone, “Boy, we have entered a region where some
watery vapour hath been, which the cold hath turned into ice, and now being
heavier than the atmosphere falls fluttering to the earth. Towards the earth, I
say, since I know well it will never reach it, because before it can do so it will
encounter a warmer region, when the ice will again become water and the
water vapour. Do you understand?”

“Oh yes. It’s the vapour which makes the clouds, isn’t it?” answered Willie.

“Just so,” replied the elfin. “And now having fulfilled our promise, we will
descend again to old mother earth.”

Like a streak of light the fairy balloon shot downward through the glittering,
diamond shower, through the mist and cloud, until the bright landscape
appeared in view. The elfins, Pippin, Needle, and Bobbin, landed Willie safely
by the river-bank, and the boy reached home just in time for dinner.

* * *

The three elves still haunt that dell by the Torrens, so if any of my readers are
anxious for a trip in the fairy balloon, I have no doubt Messrs. Pippin & Co. will
be only too glad to oblige them—that is, if they are at home. [251]

[Contents]
 WONDERLAND.

M ount with me, my little friends, upon the wings of fancy. Don’t be
alarmed—the conveyance is perfectly safe, and warranted free from
accidents. Hi, Presto! Here we stand upon the famous Blue
Mountains of our neighbour, whose glens, dells, and deep ravines are
haunted by creatures beautiful beyond conception, and grotesque, and
stranger than any painter dreamed of. Yonder, on the mountain-side, the
western train is seen puffing its way along the gigantic “zigzag,” like a huge
serpent, and whose hot breath takes weird shapes before it is lost in the blue
haze above it. Beneath, on that natural terrace of rock, stands the humble hut
of the charcoal-burner, whose single window overlooks a deep valley of
monster trees—fallen and half-buried amongst great blocks of stone and rank
vegetation.

But who is that woman who is wringing her hands, and calling and weeping by
turns, as she runs to and fro among the chaos of undergrowth [252]and the
ledges around? It is the wife of the charcoal-burner, and she calls for her two
children, who have wandered away and become lost in this wild region. It was
early morn when they strolled forth to play—Edith and Winnie, both little
toddlers, and quite helpless—yet the sun is on the rim of the horizon and they
cannot be found.

“Coo-ee, coo-ee!—Winnie—Edie, my darlings, where are you? Oh, where are

you?” cries the poor mother; and her voice grows faint and weary as she calls
to the echoing cliffs about. She becomes aware that some one is answering
her as she is about to retrace her steps to the hut. The voice is far off at first,
but it becomes gradually nearer and nearer, until a rough mountain goat with
long horns presents itself before her.

“I am here. What do you want with me?” it said, bowing itself before her.

It was a beautiful animal, with a soft, white, silky fleece, and large, kind-
looking eyes, while its voice sounded so full of sympathy that the suffering
mother answered readily,—
“Oh, sir! I have lost my two children; pray tell me, have you seen them?”

“I have seen them,” answered the goat. “And if you have sufficient courage to
follow my advice [253]they shall soon be restored to you. I am the guardian
sprite of this glen, which my race have occupied since the Flood. Here on this
mountain are two kingdoms; the one on the surface called Love; the other,
beneath the surface, termed Hate. We are ever at war with each other;
therefore, I am here to serve you. Learn, O mortal, that Croak and Gloom, of
the lower world, have stolen your children, and they have hid them within the
bowels of the mountains.”

“Then they are dead, and I shall never see them more,” replied the woman,
falling on her knees and weeping bitterly.

“I have said they shall be restored to you again,” replied the goat quickly. “My
power is far mightier than the whole nation of Hate combined. Have you faith
that I can help you?”

“Yes,” she answered, “because Love is stronger than Hate.”

“Good. Extend your hand and pluck a tuft of hair from my right side, roll it in
your fingers, then twist it round your finger above your wedding-ring.”

The charcoal-burner’s wife did as the goat desired her, but she had scarcely
finished before the animal vanished from her sight, and she felt herself bodily
lifted up, and borne away over the deep ravine, [254]and across over-hanging
cliffs and the tops of tall trees, and away down into a yawning chasm, which
seemed like a deep and bottomless well. Down, down, she went swiftly, yet
with an easy, sliding motion that was not at all unpleasant, while she felt no
fear, save for the fate of her little ones. She had a feeling of a powerful
presence being near and about her—extending from the finger on which was
twisted the goat’s hair round and round her person, and beneath her feet, like
the strong net-work of a balloon. Even when the void grew dim and black, a
strange glow, emanating from the ring, lit up the darkness and revealed to her
wondering eyes many earth-bound treasures. Here gleamed thick seams of
coal, and there slabs of tin and copper ores, and beyond these shone white
masses of stone, like marble, with thick veins of gold therein, which sparkled
athwart the woman’s eyes, and made her almost forget her children, so great
became her desire to possess some of it While she cogitated she suddenly
became conscious that she was upon her feet, standing before a large cavern
gate, guarded by a tall griffin, who cried out the moment he espied her, “Who
dare enter into the realm of Hate?”

And the woman answered quickly, “Love. Love [255]dares everything, because,
being pure, it is fearless. I have come to demand my children.”

“THE MONSTER … ADVANCED WITH A LARGE STONE.”

The monster laughed at her, and advanced with a large stone to dash out her
brains; but the white goat, transformed now into a handsome youth, with a
sharp, gleaming sword in his hand, advanced boldly to the rescue, and soon
defeated the grim warder, took his keys without more ado, and opening
several doors, led his companion through a labyrinth of caves until they
reached a second gate guarded like the first, the warder having the [256]body
of an ass and the head of a wolf. “Who knocks at the gates of Hate?” he said
fiercely.