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INTRODUCTION TO
INDUSTRIAL
ENGINEERING
SECOND EDITION
 Industrial Innovation Series
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Social Responsibility: Failure Mode Effects and Analysis, Holly Alison Duckworth &
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INTRODUCTION TO
INDUSTRIAL
ENGINEERING
SECOND EDITION

Avraham Shtub • Yuval Cohen

Boca Raton London New York

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To my wife Ailona Shtub—Avi Shtub

To my family—Yuval Cohen
Contents

Preface.................................................................................................................... xix
Authors............................................................................................................... xxvii

1. Introduction......................................................................................................1
Educational Goals............................................................................................. 1
1.1 Definitions and Examples Related to Industrial Engineering........1
1.1.1 Engineering...............................................................................1
1.1.2 Industrial Engineering............................................................. 2
1.1.3 Industrial Engineers................................................................. 2
1.1.4 Production/Service Systems...................................................3
1.1.5 What Do Industrial Engineers Do?........................................ 3
1.1.6 Tools Used by the Industrial Engineer.................................. 3
1.1.6.1 Understanding “Engineering Language”:
Drawings, Specifications, etc...................................3
1.1.6.2 Understanding the Physical Processes,
Knowledge of the Basic Laws of Physics............... 3
1.1.6.3 Knowledge of Economics and Financial
Management.............................................................. 4
1.1.6.4 Understanding Mathematical and Statistical
Models.........................................................................4
1.1.6.5 Knowledge of Human Resources Management..... 5
1.1.6.6 Knowledge of Computerized Information
Systems....................................................................... 5
1.2 Models.....................................................................................................5
1.2.1 Use of Models............................................................................ 6
1.2.2 Dynamic Aspect: Simulation and Dynamics Systems........7
1.2.3 Simulation Models and Decision Making.............................8
1.3 Teaching Industrial Engineering......................................................... 9
1.3.1 Industrial Engineering Curricula......................................... 10
1.4 Historical Overview............................................................................ 10
1.4.1 Industrial Revolution: Eighteenth Century........................ 11
1.4.2 New Developments in the Early Twentieth Century........ 11
1.4.3 Historical Timeline................................................................. 16
1.5 Impact of Globalization on the Industrial
Engineering Profession....................................................................... 17
1.5.1 Cost........................................................................................... 17
1.5.2 Quality...................................................................................... 18
1.5.3 Time.......................................................................................... 18
1.5.4 Flexibility................................................................................. 19

ix
x Contents

1.6 Industrial Engineering and Systems................................................. 20

1.7 Industrial Engineering and Process Design.................................... 20
1.8 Need for Integrated and Dynamic Processes.................................. 21
1.9 Summary...............................................................................................22
References........................................................................................................22

2. Modeling the Organizational Structure and the Facility Layout........ 23

Educational Goals........................................................................................... 23
2.1 Introduction.......................................................................................... 23
2.1.1 What Is an Organization?...................................................... 24
2.1.2 Organizations as a Human Creation................................... 25
2.1.3 Organizations as Production Systems................................. 25
2.1.4 Organizations as Economic Entities.................................... 25
2.1.5 Organizations as Social Systems.......................................... 25
2.1.6 Organizations as Goal-Oriented Systems........................... 26
2.1.7 Organizations as Open Systems........................................... 26
2.2 Development of Organizations.......................................................... 26
2.3 Examples of Organizational Structures........................................... 28
2.3.1 Project-Oriented Organizational Structure........................ 29
2.3.2 Matrix Organization............................................................... 30
2.3.3 Functional Organization........................................................ 32
2.3.4 Process-Based and Concurrent Engineering
Organizations..........................................................................34
2.3.5 Product/Service-Based Organizations................................ 37
2.3.6 Humans and Organizations.................................................. 38
2.3.6.1 Human Factor Industrial Engineering
Courses..................................................................... 39
2.3.6.2 Learning................................................................... 40
2.3.6.3 Motivation................................................................43
2.4 Organizing Workplace Equipment and Machinery....................... 46
2.4.1 Workshop Layout.................................................................... 47
2.4.2 Functional Layout (for Job Shop and Batch
Processing) ............................................................................. 47
2.4.3 Group Technology: Cellular Manufacturing...................... 50
2.4.4 Flow Shop................................................................................. 52
2.4.5 Assembly Line.........................................................................54
2.4.6 Continuous Production Layout............................................54
2.5 Organization-Wide Processes............................................................ 55
2.5.1 Overcoming the Organizational Structure
and Walls for Better Competitiveness................................. 55
2.5.2 Automation.............................................................................. 57
2.6 Summary............................................................................................... 57
References........................................................................................................ 58
Contents xi

3. Project Management..................................................................................... 61
Educational Goals........................................................................................... 61
3.1 Introduction.......................................................................................... 61
3.1.1 What Is a Project?....................................................................63
3.1.2 Uncertainty and Risks............................................................65
3.1.3 Project Life Cycle.................................................................... 68
3.2 Project Initiation................................................................................... 69
3.2.1 Gathering Information........................................................... 69
3.2.2 Selection of Alternatives within the
Project Scope............................................................................ 71
3.3 Project Scheduling............................................................................... 74
3.3.1 Project-Scheduling Models.................................................... 75
3.3.2 Gantt Chart.............................................................................. 76
3.3.3 Critical Path Method and Network Models........................77
3.3.3.1 CPM Analysis.......................................................... 78
3.3.4 Critical Path Network Analysis............................................80
3.3.5 Uncertainty and Project Duration........................................80
3.3.6 Resource Scheduling.............................................................. 81
3.4 Implementation Phase—Project Execution
Monitoring and Control......................................................................83
3.4.1 Monitoring and Control.........................................................83
3.4.2 Testing......................................................................................84
3.4.3 Project Ending.........................................................................84
3.5 Computerized Systems for Project Management............................ 85
3.6 Summary............................................................................................... 85
Further Reading.............................................................................................. 86

4. Information Systems..................................................................................... 87
Educational Goals........................................................................................... 87
4.1 Introduction.......................................................................................... 87
4.1.1 Use of Information to Support
Decision Making.....................................................................90
4.1.2 Data Handling......................................................................... 93
4.2 Components of the Information System........................................... 95
4.2.1 Database Systems.................................................................... 96
4.2.2 Queries and Structured Query Language (SQL)............... 97
4.2.3 Data Flow Diagrams............................................................... 97
4.2.4 Model Base............................................................................... 98
4.3 Quality of Information...................................................................... 102
4.4 Forecasting.......................................................................................... 102
4.4.1 Moving Average Model........................................................ 103
4.4.2 Estimating the Quality of Forecasts................................... 103
4.4.3 Exponential Smoothing Model........................................... 104
References...................................................................................................... 107
xii Contents

5. Supply Chain Management: The Interface with the Customer......... 109

Educational Goals......................................................................................... 109
5.1 Introduction to the Customer Interface and Its Design................ 110
5.2 The Impact of Inventory.................................................................... 113
5.2.1 Forecast-Based Orders.......................................................... 113
5.2.2 Production to Order............................................................. 114
5.2.3 Assemble to Order................................................................ 115
5.2.4 Customer Interface Policy Considerations........................ 115
5.3 Bill of Materials.................................................................................. 116
5.4 Master Production Schedule............................................................ 118
5.5 Delivery Time and Time-Based Competition................................ 120
5.6 Avoiding Unnecessary Activities.................................................... 121
5.7 Shortening the Duration of Value-Added
and Necessary Activities.................................................................. 122
5.7.1 Reducing Delays in the Process.......................................... 123
5.7.1.1 Several Reasons for Transportation Delays....... 123
5.7.1.2 Delays in Operations Are Created for
Several Reasons..................................................... 123
5.7.1.3 Delays in the Decision-Making
Process Are Created for Several Reasons.......... 124
5.8 Quality-Based Competition.............................................................. 125
5.8.1 What Is Quality?................................................................... 125
5.8.2 Quality Function Deployment Model................................ 127
5.9 Cost-Based Competition................................................................... 133
5.9.1 Effect of Cost on Profit......................................................... 133
5.10 Flexibility-Based Competition......................................................... 134
5.11 Summary............................................................................................. 136
References...................................................................................................... 136

6. Interface with Suppliers and Subcontractors........................................ 139

6.1 Procurement and Outsourcing for Gaining Competitive
Advantage........................................................................................... 139
6.2 Purchasing from an External Source: The “Make or
Buy” Decisions................................................................................... 141
6.2.1 Capacity Considerations...................................................... 142
6.2.2 Know-How Considerations................................................. 142
6.2.3 Core Technology Considerations........................................ 142
6.2.4 Economies of Scale Considerations.................................... 142
6.2.5 Quality Considerations........................................................ 143
6.2.6 Control Considerations........................................................ 143
6.2.7 Accessibility Considerations............................................... 143
6.3 Introduction to Suppliers Management.......................................... 144
6.3.1 Finding Potential Suppliers by Requests for
Information, Quotations, Bids, or Proposals.................... 144
Contents xiii

6.3.2 Developing the Specifications............................................. 146

6.3.3 Delivery Issues...................................................................... 147
6.3.4 Quality Issues........................................................................ 147
6.3.5 Contractual Issues................................................................ 148
6.4 Selecting the Right Suppliers........................................................... 149
6.5 Managing the Process: Contract Management.............................. 150
6.6 E-commerce and Supplier Management........................................ 152
6.6.1 Inventory Management: Cost/Benefit Considerations...... 154
6.7 Benefits of Inventories....................................................................... 155
6.7.1 Time-Based Competition..................................................... 155
6.7.2 Cost-Based Competition...................................................... 156
6.7.3 Technological Considerations............................................. 157
6.8 Costs Related to Inventory................................................................ 157
6.8.1 Pareto Analysis (or ABC Analysis)..................................... 159
6.9 Inventory Management Models and the Assumptions
on Which They Are Based................................................................ 160
6.9.1 Economic Order Quantity Model....................................... 161
6.10 Summary............................................................................................. 164
References...................................................................................................... 164

7. Scheduling.................................................................................................... 167
7.1 Introduction to Operational Scheduling........................................ 167
7.1.1 Simple Gantt Chart............................................................... 168
7.1.2 Flow Time.............................................................................. 168
7.1.3 Due Dates............................................................................... 168
7.1.4 Delays..................................................................................... 168
7.2 Single-Machine Scheduling.............................................................. 170
7.2.1 Simple Priority Rules............................................................ 170
7.2.2 Complex Priority Rules........................................................ 172
7.3 Scheduling the Job Shop................................................................... 173
7.3.1 Single-Machine Scheduling in a Job Shop........................ 175
7.3.2 Use of the Gantt Chart as a Job Shop
Scheduling Aid...................................................................... 175
7.4 Schedule Control................................................................................ 182
7.5 Flow Shop Scheduling....................................................................... 183
7.5.1 Johnson Algorithm............................................................... 184
7.5.2 Scheduling the Example Problem...................................... 185
7.6 Applying the JIT Philosophy in Scheduling.................................. 186
7.6.1 Illustrating the Kanban Card System................................ 189
7.7 Theory of Constraints and the Drum Buffer Rope
Approach to Scheduling................................................................... 190
7.7.1 Illustrating the Drum Buffer Rope System....................... 191
7.8 Summary............................................................................................. 194
References...................................................................................................... 195
xiv Contents

8. Streamlining the Transformation Process: Material

Requirements Planning Systems............................................................. 197
8.1 Need for Material Requirements Planning.................................... 197
8.2 Basic MRP Record.............................................................................. 201
8.3 Input Data and Data Quality Issues................................................ 203
8.4 Capacity Considerations: The Evolution of MRP2 Systems......... 206
8.4.1 Rough-Cut Capacity Planning............................................ 207
8.4.1.1 Example of RCCP.................................................. 207
8.4.2 Capacity Requirement Planning........................................ 208
8.5 Using the MPS for Available to Promise Analysis........................ 209
8.6 Lot Sizing Considerations................................................................. 211
8.6.1 Example of Mixed LFL and POQ Lot Sizing.................... 212
8.7 Uncertainty and Buffering Considerations.................................... 214
8.8 MRP2 as a Predecessor of the ERP.................................................. 215
8.8.1 Enterprise Resource Planning........................................... 216
8.9 Summary............................................................................................. 216
References...................................................................................................... 217

9. Enterprise Resource Planning.................................................................. 219

Educational Goals......................................................................................... 219
9.1 Introduction........................................................................................ 220
9.2 Functionalities and Components of ERP Systems........................223
9.2.1 Production Management.....................................................223
9.2.2 Project Management............................................................. 224
9.2.3 Human Resources................................................................. 224
9.2.4 Materials Management........................................................ 224
9.2.5 Financial Module..................................................................225
9.2.6 Asset Management Module................................................225
9.2.7 Plant Maintenance................................................................ 226
9.2.8 Quality Management........................................................... 226
9.2.9 Sales and Distribution.......................................................... 226
9.3 The Database and the Model Base................................................... 226
9.3.1 Workflow Management....................................................... 227
9.4 Business Intelligence......................................................................... 231
9.4.1 Data Mining........................................................................... 231
9.5 Process Design and Reengineering................................................. 232
9.6 ERP Implementation Projects........................................................... 233
9.6.1 Critical Success Factors in ERP
Implementation Projects...................................................... 235
9.6.1.1 Listening to the Stakeholders (Do the
Right Project).......................................................... 235
9.6.1.2 Developing a Good and Agreed on Plan
(Do the Project Right)........................................... 235
9.6.1.3 Selecting the Project Manager............................. 235
9.6.1.4 Risk Management.................................................. 235
Contents xv

9.6.1.5 Process Reengineering......................................... 236

9.6.1.6 Customization........................................................ 236
9.6.1.7 User Training......................................................... 236
9.6.1.8 Testing..................................................................... 237
9.6.1.9 The Role of Industrial Engineers in
ERP Projects........................................................... 237
9.7 Summary............................................................................................. 237
References...................................................................................................... 238

10. Human Factor............................................................................................... 239

Educational Objectives................................................................................. 239
10.1 Introduction........................................................................................ 239
10.1.1 Employee’s Work Environment.......................................... 240
10.1.1.1 Physical Aspect...................................................... 240
10.1.1.2 Functional Aspect................................................. 240
10.1.1.3 Organizational Aspect......................................... 240
10.1.1.4 Compensation Aspects......................................... 240
10.2 History................................................................................................. 241
10.3 Ergonomics......................................................................................... 246
10.3.1 Motoric Tasks (Primarily Manual Labor).......................... 248
10.3.2 Cognitive Tasks (Primarily Office Work).......................... 249
10.4 Motoric Tasks...................................................................................... 249
10.5 Body Posture....................................................................................... 250
10.6 Access and Space Design.................................................................. 252
10.7 Anthropometry.................................................................................. 252
10.8 Workload Lifting and Exertion in the Workplace......................... 255
10.9 Workplace Environmental Factors.................................................. 256
10.9.1 Noise....................................................................................... 257
10.9.1.1 Noise Exposure Limits......................................... 257
10.9.2 Lighting.................................................................................. 258
10.9.3 Temperatures and Humidity.............................................. 259
10.9.4 Ventilation.............................................................................. 259
10.10 Specialization and the Development of Workers’
Medical Problems............................................................................... 260
10.11 Design Flexibility............................................................................... 262
10.12 Cognitive Tasks.................................................................................. 263
10.12.1 Complex Cognitive Systems: Diagnosis
and Decision Making........................................................... 267
10.13 Key Elements in Work Environment Design................................. 269
10.13.1 Types of Users....................................................................... 271
10.13.2 Nielsen’s Ten Principles for Designing
a Convenient System............................................................ 272
10.14 Human Resources Management...................................................... 273
10.14.1 Job Design.............................................................................. 274
10.14.2 Basic Terms............................................................................ 274
xvi Contents

10.14.3
Approaches to Job Design................................................... 275
10.14.4
Job Design Strategies............................................................ 277
10.14.5
Job Evaluation........................................................................ 280
10.14.6
Introducing a Job Evaluation System into
the Organization................................................................... 285
10.15 Summary............................................................................................. 287
References...................................................................................................... 288

11. Introduction to Supply Chain Management.......................................... 291

Educational Goals......................................................................................... 291
11.1 Introduction........................................................................................ 291
11.2 Background: Terms, Definitions, and Historic Overview............ 293
11.2.1 What Is a Supply Chain?...................................................... 293
11.2.1.1 Intuitive Description of the Term Supply
Chain........................................................................ 293
11.2.2 Terms and Definitions.......................................................... 295
11.2.2.1 Supply Chain......................................................... 295
11.2.2.2 Supply Chain Management................................. 296
11.2.3 Historical Development of the Term Supply Chain
Management............................................................................ 298
11.2.3.1 Vertical Integration............................................... 298
11.2.3.2 Creation of the Area of Supply Chains.............. 299
11.2.3.3 Information Integration Era (Present Era)......... 299
11.2.3.4 Supply Chain Maturity........................................300
11.2.3.5 Globalization Era (Continuing to the
Present Day)........................................................... 301
11.2.3.6 Specialization in Core Fields and SCM
Outsourcing........................................................... 301
11.2.3.7 SCM in Shared Platforms and Portals............... 302
11.3 Supply Chain Characteristics........................................................... 303
11.3.1 Major Roles of Supply Chain Organizations.................... 303
11.3.2 Bullwhip Effect...................................................................... 307
11.3.3 Advantage of Integrated Chain Management: Cost
Reduction and Bullwhip Effect Eradication..................... 311
11.4 Major Characteristics and Considerations in Supply
Chain Planning.................................................................................. 313
11.5 Types of Contracts and Engagements............................................. 314
11.5.1 Short-Term Engagements..................................................... 315
11.5.2 Long-Term Engagements..................................................... 316
11.5.3 Management of Supply Contracts...................................... 317
11.6 Information and Its Importance...................................................... 318
11.6.1 Value of Information in Supply Chains............................. 318
11.6.2 Information Technology in Supply Chains....................... 319
11.6.3 Use of Information................................................................ 320
11.7 Designing the Supply Chain............................................................ 323
Contents xvii

11.7.1 Choosing the Participants................................................... 323

11.7.2 Selection of Information System......................................... 325
11.7.3 Design Considerations and Tools....................................... 327
11.8 Supply Chain Monitoring and Control........................................... 328
11.8.1 Objectives and Constraints................................................. 328
11.8.2 Long-Term and Short-Term Decisions............................... 332
11.8.3 Supply Chain Performance Control and Monitoring...... 333
11.9 Summary.............................................................................................334
References...................................................................................................... 335

12. Introduction to Service Engineering....................................................... 337

Educational Goals......................................................................................... 337
12.1 Introduction........................................................................................ 337
12.2 Service Processes................................................................................ 341
12.2.1 General Characteristics of Service Processes.................... 341
12.2.1.1 Extent of Customer Contact.................................344
12.2.1.2 Service Pack............................................................345
12.2.1.3 Customer Experience............................................346
12.2.1.4 Response Time Limitation (Availability)........... 347
12.2.1.5 Demand Randomness..........................................348
12.2.1.6 Demand Dynamism.............................................348
12.2.1.7 Level of Service......................................................348
12.3 Classification of Service Systems..................................................... 350
12.3.1 Major Service Processes Common to Most Types
of Service Systems................................................................. 350
12.3.2 Classifying Service Processes by Type of Service-
Providing Organization and Type of Customer............... 352
12.3.3 Classification of Service Systems by
Industrial Sector .................................................................. 352
12.4 Key Characteristics and Considerations in Designing
Service Systems..................................................................................354
12.4.1 In-House Repairs.................................................................. 359
12.4.2 Repairs at the Customer’s Home or at a Customer
Service Lab............................................................................. 360
12.4.3 Planning Customer Satisfaction Surveys
(or Service Surveys).............................................................. 360
12.4.4 Service Arrival Processes.................................................... 361
12.4.5 Arrival Processes That Change over Time........................364
12.5 Introduction to Queuing Systems................................................... 366
12.5.1 Example 1: A Queue at the Bank........................................ 367
12.5.2 Example 2: Urban Garden Maintenance........................... 367
12.5.3 Example 3: Car Interior Cleaning Stations........................ 367
12.5.4 Example 4: Self-Service Airline Check-in Kiosks............. 367
12.5.5 Kendall’s Standard Queue Notation.................................. 368
12.6 Main Service Disciplines.................................................................. 370
xviii Contents

12.7 Service System Simulation................................................................ 371

12.7.1 What Is Simulation?.............................................................. 372
12.7.2 Major Types of Simulation................................................... 373
12.7.3 Monte Carlo Simulation....................................................... 375
12.7.4 Discrete Event Simulation Programs................................. 376
12.7.5 Important Characteristics of Discrete Simulation
Programs................................................................................ 379
12.8 Customer Patience: Level of Service................................................ 380
12.8.1 Level of Service..................................................................... 380
12.8.2 Customer Patience................................................................ 382
12.9 General Approach to Planning Number
of Service Personnel ........................................................................ 383
12.9.1 Rush Hours and Their Importance.................................... 383
12.9.2 The Term Utilization and Its Connection
to Wait Time Expectancy.....................................................384
12.9.3 Additional Methods of Reducing Service Time............... 385
12.10 Feedback: Customer Satisfaction Surveys...................................... 386
12.11 Summary............................................................................................. 389
References...................................................................................................... 390

Index...................................................................................................................... 393
Preface

This book presents the major tasks performed by industrial engineers, and
the tools that support these tasks. The focus is on the organizational pro-
cesses for which these tasks are needed, and the terminology used to describe
the tasks, tools, and processes. The tools discussed here are basic tools that
do not require in-depth knowledge of mathematics, statistics, psychology, or
sociology. The book also examines the role of the industrial engineer in the
production and service sectors. The intention is to help new students under-
stand current pathways for professional development, and help them decide
in which area to specialize during the advanced stages of their studies.
This book delineates the broad scope of areas in which industrial engineers
are engaged, including areas that became part of industrial engineering (IE)
in recent decades such as information systems, supply chain management,
and service engineering. These fields are becoming an important part of the
IE profession, alongside the traditional areas of IE such as operations man-
agement, project management, quality management, work measurement,
and operations research. Industrial engineers require a strong understand-
ing and good knowledge in all of these fields in order to perform their tasks.
This book contains the following chapters.

Chapter 1. Introduction
Here we discuss the nature of the IE profession and provide answers to basic
questions such as

• What is engineering?
• What is IE?
• What is the IE profession?
• How do you acquire this profession?

Other points covered in this chapter are

• The system concept and its implementation in manufacturing and

service.
• Tools needed by industrial engineers in order to perform their jobs.
• Frequently used methods of teaching in this field.

xix
xx Preface

To give students a historical perspective, we show the development of the

profession from its early days until recent years. Today, the profession must
take into consideration the intense competition in industry due to globaliza-
tion. Elements of competition include

• Cost reduction
• Shortening delivery times—time-based competition
• Quality improvement
• Achieving maximum flexibility

These elements of competition are the essence of the challenge facing

industrial engineers. They are charged with designing systems and organi-
zations that not only survive in the global competitive environment but also
succeed.

Chapter 2. Organizations and Organizational Structures

This chapter deals with the organization of people and resources in order to
achieve organizational goals. The chapter begins by explaining the need for
a well-designed organization of human resources. Classical organizational
structures are presented as

• Functional organization
• Project organization
• Matrix organization

Relative advantages and disadvantages of each of these organizational

types are discussed, with an emphasis on communication, responsibility,
and authority as tools for achieving a competitive advantage.
The discussion leads to the question of which organizational structure
is best for today’s competitive environment and the conclusion is that the
organization must be (1) modern, (2) process based, and (3) supported by
an appropriate information system. These three conditions are essential for
success.
In addition to the organization of human resources, other resources such
as production resources must also be efficiently organized. Production
resources are mainly machines and equipment such as material handling
equipment. The chapter reviews different layouts used to organize these
resources:

• Flow shop
Preface xxi

• Job shop
• Cells of group technology-based layout

Advantages and disadvantages of these layouts are discussed, alongside

a survey of the fixed location layout where people, material, and equipment
are transported to the place of work. This layout is quite common in nonre-
petitive environments or projects such as home or ship building.
The relationship between the organizational structure and equipment lay-
out leads to a discussion on processes in production and services and how
these processes should be organized.

Chapter 3. Project Management

This chapter discusses organizations that perform projects (i.e., nonrepeti-
tive undertakings). The discussion opens with a mapping of a project’s stake-
holders and understanding their needs and expectations from the project.
Needs and expectations are translated into a conceptual design, using spe-
cial decision-making tools to choose between technological and operational
alternatives. Analysis of the cost/benefit/risk and time is discussed and the
appropriate analytical tools are presented. A review of the project life cycle
serves as a guideline for displaying methods for scheduling, budgeting,
management, and control of projects, with emphasis on the relatively simple
methods used in the industry.
The discussion of project management leads to discussion on information
and its use—especially, turning data into information that supports decision
making.

Chapter 4. Information and Its Uses

This chapter extends the discussion on data and information. It examines
data collection, storage, retrieval, and processing, and using appropriate
models to create the information necessary to support decision making.
The discussion emphasizes the following topics:

• Quality of information
• Data collection methods and how to use raw data to create useful
information
• How to forecast future data
xxii Preface

The chapter aims to develop a basic understanding of the nature of infor-

mation systems, decision support systems, and database systems. We show
the relationship between the knowledge base and models used to analyze
data and to support decision-making processes.

Chapter 5. Marketing Considerations

This chapter is the first in a series of two chapters focusing on the interface
between the industrial engineer and other professionals within the organi-
zation. This chapter deals with the customers, while the following chapter
deals with suppliers and subcontractors. We present the tool that links pro-
duction to marketing—the Master Production Schedule—and discuss the
relationship between inventory and delivery times. The chapter introduces
the classic dilemma between having high levels of inventory (for which a
price must be paid) and the resulting shorter delivery times and lower inven-
tory levels causing longer lead times. We discuss some policies including

• Make to stock
• Make to order
• Assemble to order
• Design/engineer to order

Chapter 6. Purchasing and Inventory Management

The industrial engineer must understand the organization’s relationship
with suppliers and subcontractors. Procurement is important in the competi-
tive world, and this chapter discusses some key points of this topic:

• What to buy from suppliers and subcontractors and what to make in

house—the make or buy problem.
• If the decision is to buy, how to find suitable suppliers to form a list
of candidates.
• How is a supplier chosen from the list of suitable suppliers?
• How to manage the relationship with the supplier over time.

When it comes to purchasing materials, inventory management issues are

also important such as
Preface xxiii

• How often to order?

• What quantity to order?
• What are the costs associated with inventories?
• What are the advantages in maintaining inventories?

Resolving these issues is not simple, and there is a need for decision sup-
port tools. This chapter presents the basic models and the assumptions
underlying each model.
Some purchasing decisions are repetitive, and some are not. How these
decisions are made and how to take advantage of procurement and inven-
tory to achieve competitive advantage are the main subjects of this chapter.

Chapter 7. Scheduling
This chapter focuses on scheduling the organization’s operations. Scheduling
an organization’s operations is dependent both on marketing and the inter-
face with customers (Chapter 5) and on procurement and the interface with
suppliers (Chapter 6).
Scheduling issues exist in both manufacturing and service systems.
Competition drives many scheduling goals and constraints. After setting
scheduling goals and constraints, the industrial engineer has to select the
right scheduling method.
Our discussion starts with scheduling of the job shop. Next, we discuss
the scheduling of the flow shop, and finally we present a general discussion
about scheduling, using a concept of the Toyota production system (TPS):
Just In Time (JIT), and we also discuss the Theory of Constraints (TOC) that
focuses on scheduling bottlenecks.
We explain the logic of simple scheduling methods and provide exam-
ples highlighting the effectiveness, advantages, and disadvantages of these
methods.

Chapter 8. Material Requirements Planning

This chapter introduces the basic computerized approach for managing
production and procurement of material. Material requirements planning
(MRP) was developed in the 1970s when the price of computers dropped
enough for commercial organizations to be able to buy them. The method
xxiv Preface

is based on simple logic and common processing of data from multiple files
including

• The bill of material (BOM) file

• Inventory files
• The master production schedule (MPS)

Processing these files enables detailed planning and coordination between

procurement and manufacturing activities. MRP logic comprises several
components such as

• Gross to net
• Time phasing
• Lot sizing

MRP systems are the basis for planning and management of material in
many organizations. It is important that industrial engineers understand,
early on in their studies, the logical principles underlying these systems.
The discussion in this chapter reveals the weakness of the first genera-
tion MRP systems, which did not include mechanisms for planning produc-
tion capacity. Solutions to this problem were developed later in the form of
rough-cut capacity planning and capacity requirement planning (CRP).

Chapter 9. Enterprise Resource Planning

This chapter presents a framework of the information systems that manage
the entire enterprise: enterprise resource planning (ERP) systems.
ERP systems are advanced organizational information systems, and many
organizations have implemented them.
Industrial engineers play a major role in implementing these systems.
Their tasks include, among others:

• Setting the system requirements

• Defining organizational processes
• Choosing the suitable system for the organization
• Recruiting participants
• Implementing the ERP system

We explain the principles of ERP systems and discuss their selection and
implementation.
Preface xxv

Chapter 10. The Human Factor and Its Treatment

This chapter presents principles from psychology, sociology, and ergonomics
that industrial engineers use in their work.
Industrial engineers must learn how to integrate the human factor as a key
component in their analysis and design. Questions concerning motivation,
team-building, leadership, and organizational learning are discussed in this
chapter, focusing on integrating the human factor in the different systems.
In addition, industrial engineers must have knowledge of ergonomics in
order to fit the environment and the task to the human operator. The chapter
introduces basic issues in ergonomics and human–machine interface that are
often used by industrial engineers.

Chapter 11. Supply Chain Management

In this chapter, we explain the need for the management of supply chains.
Each organization is a link in the chain receiving goods and/or services from
its suppliers and supplying goods and/or services to its customers. The end
customers can choose between products produced by alternative supply
chains. Thus, a competitive supply chain must act as a coordinated team to
reduce costs and provide high quality products in a competitive time and
with flexibility.
Characteristics of supply chains and the bullwhip effect are discussed and
explained as the basis for understanding the advantage of managing the
chain in an integrated manner. In particular, we emphasize the importance
of information systems and their integration along the supply chain.
Primary considerations in the design of supply chains are discussed,
including the selection of participants in the chain, and the design of inter-
faces between participants. Finally, the chapter discusses the necessary
information for supply chain design, implementation, monitoring, and con-
trol of the chain’s operations.

Chapter 12. Service Engineering

This chapter opens with a review of service processes, and the characteris-
tics of service systems and service systems design. Next, we discuss arrival
processes and randomness inherent to these processes. The calculation of
queue lengths and waiting times in simple systems is discussed and the
xxvi Preface

relationship between the level of service and the workforce is explained,

including the tradeoff between waiting time cost and service capacity cost.
The chapter presents simulation as a major tool in analyzing service sys-
tems, which have inherent uncertainty in their processes. Simulation is an
invaluable tool in analyzing the effect of service capacity (e.g., number of
servers) on waiting times, queue length, and service level.
We also introduce basic considerations regarding reliability, maintenance,
and issue of warranty.
Finally, the chapter ends with a discussion of the important subject of cus-
tomer feedback that often needs to be actively explored using various tech-
niques including questionnaires.
Authors

Professor Avraham Shtub holds the Stephen

and Sharon Seiden chair in project manage-
ment at the faculty of Industrial Engineering
and Management of the Technion—Israel
Institute of Technology. He earned a BSc in
electrical engineering from the Technion—
Israel Institute of Technology (1974), an MBA
from Tel Aviv University (1978), and a PhD in
management science and industrial engineer-
ing from the University of Washington (1982).
Professor Shtub is a certified Project
Management Professional (PMP) and a mem-
ber of the Project Management Institute
(PMI-USA). He is the recipient of the Institute
of Industrial Engineering 1995 “Book of the Year Award” for his book Project
Management: Engineering, Technology, and Implementation (coauthored with
Jonathan Bard and Shlomo Globerson), Prentice-Hall, 1994. He is the recipient
of the Production Operations Management Society’s Wick Skinner Teaching
Innovation Achievements Award for his book Enterprise Resource Planning
(ERP): The Dynamics of Operations Management. His books on project manage-
ment have been published in English, Hebrew, Greek, and Chinese.
He is the recipient of the 2008 Project Management Institute Professional
Development Product of the Year Award for the training simulator Project
Team Builder—PTB.
Professor Shtub was a department editor for IIE Transactions and was
on the editorial boards of the Project Management Journal, The International
Journal of Project Management, IIE Transactions, and the International Journal of
Production Research. He was a faculty member of the Department of Industrial
Engineering at Tel Aviv University from 1984 to 1998 where he also served
as a chairman of the department (1993–1996). He joined the Technion in 1998
and was the associate dean and head of the MBA program.
He has been a consultant to industry in the areas of project management,
training by simulators, and the design of production operation systems. He has
been invited to speak at special seminars on project management and opera-
tions in Europe, the Far East, North America, South America, and Australia.
Professor Shtub visited and taught at Vanderbilt University, The University
of Pennsylvania, Korean Institute of Technology, Bilkent University in Turkey,
Otego University in New Zealand, Yale University, Universidad Politécnica
de Valencia, and the University of Bergamo in Italy.

xxvii
xxviii Authors

Yuval Cohenis a senior faculty member at

the Industrial Engineering Department of
the Tel-Aviv Afeka College of Engineering.
Previously, he was the head of the Industrial
Engineering Program at the Open University
of Israel. His areas of expertise are plan-
ning and operation of assembly lines, design
and management of production and logistic
systems, project management, supply chain
management, and business decision making.
He has published many papers in these areas.
Dr. Cohen served several years as a senior
operations planner at FedEx Ground (USA)
and received several awards for his contri-
butions to hub and terminal network planning. Dr. Cohen earned his PhD
from the University of Pittsburgh (USA), his MSc from the Technion—Israel
Institute of Technology, and BSc from Ben-Gurion University. Dr. Cohen is a
fellow of the Institute of Industrial Engineers (IIE), and a full member of the
Institute for Operations Research and Management Sciences (INFORMS).
1
Introduction

Educational Goals
This chapter presents the profession of industrial engineering (IE), the broad
scope of areas in which industrial engineers are engaged in manufacturing
and services, the market in which they operate, and the roles that they play
in the economy.
Understanding the historical background is an important component of the
training in IE. The following historical review highlights significant events
and people that have contributed to the development of the profession.
We explain the need for integrated processes, supported by modern infor-
mation systems, with an emphasis on the competitive market today.

1.1 Definitions and Examples Related

to Industrial Engineering
1.1.1 Engineering
The Merriam-Webster dictionary defines engineering as the design and
­creation of large structures such as roads and bridges or new products or
systems by using scientific methods.
According to the Merriam-Webster dictionary, “to design” is to plan and
make decisions about something that is being built or created—to create the
plans, drawings, etc., that show how something will be made.
Engineering design is a process of translation of requirements, specifica-
tions, and needs into a language understood by the people responsible for
making the new product, service, facility, or system.
For example, the civil engineer translates the requirements for transport-
ing a volume of traffic over a water barrier into the design of a bridge, includ-
ing the geometry of the bridge, quantities of materials required to construct
the bridge, the processing of materials, the layout and assembly of the parts,
and finally the testing of the bridge during its construction and after its

1
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pounds anything sensational in the case of two men like Perkins and
Broster. They are both well provided with the world’s goods. If you
would care to hear the story—”
The young man’s jaw fell a couple of notches.
“I had no idea it was so late,” he bleated. “I ought to be—”
“—of a man who played for really high stakes—”
“I promised to—”
“—I will tell it to you,” said the Sage.
“Look here,” said the young man, sullenly, “it isn’t one of those
stories about two men who fall in love with the same girl and play a
match to decide which is to marry her, is it? Because if so—”
“The stake to which I allude,” said the Oldest Member, “was
something far higher and bigger than a woman’s love. Shall I
proceed?”
“All right,” said the young man, resignedly. “Snap into it.”

It has been well said—I think by the man who wrote the sub-titles
for “Cage-Birds of Society” (began the Oldest Member)—that wealth
does not always bring happiness. It was so with Bradbury Fisher, the
hero of the story which I am about to relate. One of America’s most
prominent tainted millionaires, he had two sorrows in life—his
handicap refused to stir from twenty-four and his wife disapproved of
his collection of famous golf relics. Once, finding him crooning over
the trousers in which Ouimet had won his historic replay against
Vardon and Ray in the American Open, she had asked him why he
did not collect something worth while, like Old Masters or first
editions.
Worth while! Bradbury had forgiven, for he loved the woman, but
he could not forget.
 For Bradbury Fisher, like so many men who have taken to the
game in middle age, after a youth misspent in the pursuits of
commerce, was no half-hearted enthusiast. Although he still
occasionally descended on Wall Street in order to pry the small
investor loose from another couple of million, what he really lived for
now was golf and his collection. He had begun the collection in his
first year as a golfer, and he prized it dearly. And when he reflected
that his wife had stopped him purchasing J. H. Taylor’s shirt-stud,
which he could have had for a few hundred pounds, the iron seemed
to enter into his soul.
The distressing episode had occurred in London, and he was now
on his way back to New York, having left his wife to continue her
holiday in England. All through the voyage he remained moody and
distrait; and at the ship’s concert, at which he was forced to take the
chair, he was heard to observe to the purser that if the alleged
soprano who had just sung “My Little Grey Home in the West” had
the immortal gall to take a second encore he hoped that she would
trip over a high note and dislocate her neck.

Such was Bradbury Fisher’s mood throughout the ocean journey,

and it remained constant until he arrived at his palatial home at
Goldenville, Long Island, where, as he sat smoking a moody after-
dinner cigar in the Versailles drawing-room, Blizzard, his English
butler, informed him that Mr. Gladstone Bott desired to speak to him
on the telephone.
“Tell him to go and boil himself,” said Bradbury.
“Very good, sir.”
“No, I’ll tell him myself,” said Bradbury. He strode to the telephone.
“Hullo!” he said curtly.
He was not fond of this Bott. There are certain men who seem
fated to go through life as rivals. It was so with Bradbury Fisher and
J. Gladstone Bott. Born in the same town within a few days of one
another, they had come to New York in the same week; and from
that moment their careers had run side by side. Fisher had made his
first million two days before Bott, but Bott’s first divorce had got half
a column and two sticks more publicity than Fisher’s.
At Sing-Sing, where each had spent several happy years of early
manhood, they had run neck and neck for the prizes which that
institution has to offer. Fisher secured the position of catcher on the
baseball nine in preference to Bott, but Bott just nosed Fisher out
when it came to the choice of a tenor for the glee club. Bott was
selected for the debating contest against Auburn, but Fisher got the
last place on the crossword puzzle team, with Bott merely first
reserve.
They had taken up golf simultaneously, and their handicaps had
remained level ever since. Between such men it is not surprising that
there was little love lost.
“Hullo!” said Gladstone Bott. “So you’re back? Say, listen, Fisher. I
think I’ve got something that’ll interest you. Something you’ll be glad
to have in your golf collection.”
Bradbury Fisher’s mood softened. He disliked Bott, but that was
no reason for not doing business with him. And though he had little
faith in the man’s judgment it might be that he had stumbled upon
some valuable antique. There crossed his mind the comforting
thought that his wife was three thousand miles away and that he was
no longer under her penetrating eye—that eye which, so to speak,
was always “about his bath and about his bed and spying out all his
ways.”
“I’ve just returned from a trip down South,” proceeded Bott, “and I
have secured the authentic baffy used by Bobby Jones in his first
important contest—the Infants’ All-In Championship of Atlanta,
Georgia, open to those of both sexes not yet having finished
teething.”
Bradbury gasped. He had heard rumours that this treasure was in
existence, but he had never credited them.
“You’re sure?” he cried. “You’re positive it’s genuine?”
 “I have a written guarantee from Mr. Jones, Mrs. Jones, and the
nurse.”
“How much, Bott, old man?” stammered Bradbury. “How much do
you want for it, Gladstone, old top? I’ll give you a hundred thousand
dollars.”
“Ha!”
“Five hundred thousand.”
“Ha, ha!”
“A million.”
“Ha, ha, ha!”
“Two million.”
“Ha, ha, ha, ha!”
Bradbury Fisher’s strong face twisted like that of a tortured fiend.
He registered in quick succession rage, despair, hate, fury, anguish,
pique, and resentment. But when he spoke again his voice was soft
and gentle.
“Gladdy, old socks,” he said, “we have been friends for years.”
“No, we haven’t,” said Gladstone Bott.
“Yes, we have.”
“No, we haven’t.”
“Well, anyway, what about two million five hundred?”
“Nothing doing. Say, listen. Do you really want that baffy?”
“I do, Botty, old egg, I do indeed.”
“Then listen. I’ll exchange it for Blizzard.”
“For Blizzard?” quavered Fisher.
“For Blizzard.”
It occurs to me that, when describing the closeness of the rivalry
between these two men I may have conveyed the impression that in
no department of life could either claim a definite advantage over the
other. If that is so, I erred. It is true that in a general way, whatever
one had, the other had something equally good to counterbalance it;
but in just one matter Bradbury Fisher had triumphed completely
over Gladstone Bott. Bradbury Fisher had the finest English butler on
Long Island.
Blizzard stood alone. There is a regrettable tendency on the part
of English butlers to-day to deviate more and more from the type
which made their species famous. The modern butler has a nasty
nack of being a lissom young man in perfect condition who looks like
the son of the house. But Blizzard was of the fine old school. Before
coming to the Fisher home he had been for fifteen years in the
service of an earl, and his appearance suggested that throughout
those fifteen years he had not let a day pass without its pint of port.
He radiated port and pop-eyed dignity. He had splay feet and three
chins, and when he walked his curving waistcoat preceded him like
the advance guard of some royal procession.
From the first, Bradbury had been perfectly aware that Bott
coveted Blizzard, and the knowledge had sweetened his life. But this
was the first time he had come out into the open and admitted it.
“Blizzard?” whispered Fisher.
“Blizzard,” said Bott firmly. “It’s my wife’s birthday next week, and
I’ve been wondering what to give her.”
Bradbury Fisher shuddered from head to foot, and his legs
wobbled like asparagus stalks. Beads of perspiration stood out on
his forehead. The serpent was tempting him—tempting him
grievously.
“You’re sure you won’t take three million—or four—or something
like that?”
“No; I want Blizzard.”
Bradbury Fisher passed his handkerchief over his streaming brow.
“So be it,” he said in a low voice.
 The Jones baffy arrived that night, and for some hours Bradbury
Fisher gloated over it with the unmixed joy of a collector who has
secured the prize of a lifetime. Then, stealing gradually over him,
came the realisation of what he had done.
He was thinking of his wife and what she would say when she
heard of this. Blizzard was Mrs. Fisher’s pride and joy. She had
never, like the poet, nursed a dear gazelle, but, had she done so, her
attitude towards it would have been identical with her attitude
towards Blizzard. Although so far away, it was plain that her thoughts
still lingered with the pleasure she had left at home, for on his arrival
Bradbury had found three cables awaiting him.
The first ran:
“How is Blizzard? Reply.”
The second:
“How is Blizzard’s sciatica? Reply.”
The third:
“Blizzard’s hiccups. How are they? Suggest Doctor
Murphy’s Tonic Swamp-Juice. Highly spoken of. Three times
a day after meals. Try for week and cable result.”
It did not require a clairvoyant to tell Bradbury that, if on her return
she found that he had disposed of Blizzard in exchange for a child’s
cut-down baffy, she would certainly sue him for divorce. And there
was not a jury in America that would not give their verdict in her
favour without a dissentient voice. His first wife, he recalled, had
divorced him on far flimsier grounds. So had his second, third, and
fourth. And Bradbury loved his wife. There had been a time in his life
when, if he lost a wife, he had felt philosophically that there would be
another along in a minute; but, as a man grows older, he tends to
become set in his habits, and he could not contemplate existence
without the company of the present incumbent.
 What, therefore, to do? What, when you came right down to it, to
do?
There seemed no way out of the dilemma. If he kept the Jones
baffy, no other price would satisfy Bott’s jealous greed. And to part
with the baffy, now that it was actually in his possession, was
unthinkable.
And then, in the small hours of the morning, as he tossed
sleeplessly on his Louis Quinze bed, his giant brain conceived a
plan.
On the following afternoon he made his way to the club-house,
and was informed that Bott was out playing a round with another
millionaire of his acquaintance. Bradbury waited, and presently his
rival appeared.
“Hey!” said Gladstone Bott, in his abrupt, uncouth way. “When are
you going to deliver that butler?”
“I will make the shipment at the earliest date,” said Bradbury.
“I was expecting him last night.”
“You shall have him shortly.”
“What do you feed him on?” asked Gladstone Bott.
“Oh, anything you have yourselves. Put sulphur in his port in the
hot weather. Tell me, how did your match go?”
“He beat me. I had rotten luck.”
Bradbury Fisher’s eyes gleamed. His moment had come.
“Luck?” he said. “What do you mean, luck? Luck has nothing to do
with it. You’re always beefing about your luck. The trouble with you is
that you play rottenly.”
“What!”
“It is no use trying to play golf unless you learn the first principles
and do it properly. Look at the way you drive.”
“What’s wrong with my driving?”
 “Nothing, except that you don’t do anything right. In driving, as the
club comes back in the swing, the weight should be shifted by
degrees, quietly and gradually, until, when the club has reached its
top-most point, the whole weight of the body is supported by the right
leg, the left foot being turned at the time and the left knee bent in
toward the right leg. But, regardless of how much you perfect your
style, you cannot develop any method which will not require you to
keep your head still so that you can see your ball clearly.”
“Hey!”
“It is obvious that it is impossible to introduce a jerk or a sudden
violent effort into any part of the swing without disturbing the balance
or moving the head. I want to drive home the fact that it is absolutely
essential to—”
“Hey!” cried Gladstone Bott.
The man was shaken to the core. From the local pro, and from
scratch men of his acquaintance, he would gladly have listened to
this sort of thing by the hour, but to hear these words from Bradbury
Fisher, whose handicap was the same as his own, and out of whom
it was his unperishable conviction that he could hammer the tar any
time he got him out on the links, was too much.
“Where do you get off,” he demanded, heatedly, “trying to teach
me golf?”
Bradbury Fisher chuckled to himself. Everything was working out
as his subtle mind had foreseen.
“My dear fellow,” he said, “I was only speaking for your good.”
“I like your nerve! I can lick you any time we start.”
“It’s easy enough to talk.”
“I trimmed you twice the week before you sailed to England.”
“Naturally,” said Bradbury Fisher, “in a friendly round, with only a
few thousand dollars on the match, a man does not extend himself.
You wouldn’t dare to play me for anything that really mattered.”
“I’ll play you when you like for anything you like.”
 “Very well. I’ll play you for Blizzard.”
“Against what?”
“Oh, anything you please. How about a couple of railroads?”
“Make it three.”
“Very well.”
“Next Friday suit you?”
“Sure,” said Bradbury Fisher.
It seemed to him that his troubles were over. Like all twenty-four
handicap men, he had the most perfect confidence in his ability to
beat all other twenty-four handicap men. As for Gladstone Bott, he
knew that he could disembowel him any time he was able to lure him
out of the club-house.

Nevertheless, as he breakfasted on the morning of the fateful

match, Bradbury Fisher was conscious of an unwonted nervousness.
He was no weakling. In Wall Street his phlegm in moments of stress
was a by-word. On the famous occasion when the B. and G. crowd
had attacked C. and D., and in order to keep control of L. and M. he
had been compelled to buy so largely of S. and T., he had not turned
a hair. And yet this morning, in endeavouring to prong up segments
of bacon, he twice missed the plate altogether and on a third
occasion speared himself in the cheek with his fork. The spectacle of
Blizzard, so calm, so competent, so supremely the perfect butler,
unnerved him.
“I am jumpy to-day, Blizzard,” he said forcing a laugh.
“Yes, sir. You do, indeed, appear to have the willies.”
“Yes. I am playing a very important golf-match this morning.”
“Indeed, sir?”
“I must pull myself together, Blizzard.”
 “Yes, sir. And, if I may respectfully make the suggestion, you
should endeavour, when in action, to keep the head down and the
eye rigidly upon the ball.”
“I will, Blizzard, I will,” said Bradbury Fisher, his keen eyes
clouding under a sudden mist of tears. “Thank you, Blizzard, for the
advice.”
“Not at all, sir.”
“How is your sciatica, Blizzard?”
“A trifle improved, I thank you, sir.”
“And your hiccups?”
“I am conscious of a slight though possibly only a temporary relief,
sir.”
“Good,” said Bradbury Fisher.
He left the room with a firm step; and proceeding to his library,
read for a while portions of that grand chapter in James Braid’s
“Advanced Golf” which deals with driving into the wind. It was a fair
and cloudless morning, but it was as well to be prepared for
emergencies. Then, feeling that he had done all that could be done,
he ordered the car and was taken to the links.
Gladstone Bott was awaiting him on the first tee, in company with
two caddies. A curt greeting, a spin of the coin, and Gladstone Bott,
securing the honour, stepped out to begin the contest.

Although there are, of course, endless sub-species in their ranks,

not all of which have yet been classified by science, twenty-four
handicap golfers may be stated broadly to fall into two classes, the
dashing and the cautious—those, that is to say, who endeavour to
do every hole in a brilliant one and those who are content to win with
a steady nine. Gladstone Bott was one of the cautious brigade. He
fussed about for a few moments like a hen scratching gravel, then
with a stiff quarter-swing sent his ball straight down the fairway for a
matter of seventy yards, and it was Bradbury Fisher’s turn to drive.
Now, normally, Bradbury Fisher was essentially a dasher. It was
his habit, as a rule, to raise his left foot some six inches from the
ground, and having swayed forcefully back on to his right leg, to
sway sharply forward again and lash out with sickening violence in
the general direction of the ball. It was a method which at times
produced excellent results, though it had the flaw that it was
somewhat uncertain. Bradbury Fisher was the only member of the
club, with the exception of the club champion, who had ever carried
the second green with his drive; but, on the other hand, he was also
the only member who had ever laid his drive on the eleventh dead to
the pin of the sixteenth.
But to-day the magnitude of the issues at stake had wrought a
change in him. Planted firmly on both feet, he fiddled at the ball in
the manner of one playing spillikens. When he swung, it was with a
swing resembling that of Gladstone Bott; and, like Bott, he achieved
a nice, steady, rainbow-shaped drive of some seventy yards straight
down the middle. Bott replied with an eighty-yard brassie shot.
Bradbury held him with another. And so, working their way cautiously
across the prairie, they came to the green, where Bradbury, laying
his third putt dead, halved the hole.
The second was a repetition of the first, the third and fourth
repetitions of the second. But on the fifth green the fortunes of the
match began to change. Here Gladstone Bott, faced with a fifteen-
foot putt to win, smote his ball firmly off the line, as had been his
practice at each of the preceding holes, and the ball, hitting a worm-
cast and bounding off to the left, ran on a couple of yards, hit another
worm-cast, bounded to the right, and finally, bumping into a twig,
leaped to the left again and clattered into the tin.
“One up,” said Gladstone Bott. “Tricky, some of these greens are.
You have to gauge the angles to a nicety.”
At the sixth a donkey in an adjoining field uttered a raucous bray
just as Bott was addressing his ball with a mashie-niblick on the
edge of the green. He started violently and, jerking his club with a
spasmodic reflex action of the forearm, holed out.
“Nice work,” said Gladstone Bott.
The seventh was a short hole, guarded by two large bunkers
between which ran a narrow foot-path of turf. Gladstone Bott’s
mashie-shot, falling short, ran over the rough, peered for a moment
into the depths to the left, then, winding up the path, trickled on to
the green, struck a fortunate slope, acquired momentum, ran on, and
dropped into the hole.
“Nearly missed it,” said Gladstone Bott, drawing a deep breath.

Bradbury Fisher looked out upon a world that swam and danced
before his eyes. He had not been prepared for this sort of thing. The
way things were shaping, he felt that it would hardly surprise him
now if the cups were to start jumping up and snapping at Bott’s ball
like starving dogs.
“Three up,” said Gladstone Bott.
With a strong effort Bradbury Fisher mastered his feelings. His
mouth set grimly. Matters, he perceived, had reached a crisis. He
saw now that he had made a mistake in allowing himself to be
intimidated by the importance of the occasion into being scientific.
Nature had never intended him for a scientific golfer, and up till now
he had been behaving like an animated illustration out of a book by
Vardon. He had taken his club back along and near the turf, allowing
it to trend around the legs as far as was permitted by the movement
of the arms. He had kept his right elbow close to the side, this action
coming into operation before the club was allowed to describe a
section of a circle in an upward direction, whence it was carried by
means of a slow, steady, swinging movement. He had pivoted, he
had pronated the wrists, and he had been careful about the lateral
hip-shift.
 And it had been all wrong. That sort of stuff might suit some
people, but not him. He was a biffer, a swatter, and a slosher; and it
flashed upon him now that only by biffing, swatting, and sloshing as
he had never biffed, swatted, and sloshed before could he hope to
recover the ground he had lost.
Gladstone Bott was not one of those players who grow careless
with success. His drive at the eighth was just as steady and short as
ever. But this time Bradbury Fisher made no attempt to imitate him.
For seven holes he had been checking his natural instincts, and now
he drove with all the banked-up fury that comes with release from
long suppression.
For an instant he remained poised on one leg like a stork; then
there was a whistle and a crack, and the ball, smitten squarely in the
midriff, flew down the course and, soaring over the bunkers, hit the
turf and gambolled to within twenty yards of the green.
He straightened out the kinks in his spine with a grim smile.
Allowing himself the regulation three putts, he would be down in five,
and only a miracle could give Gladstone Bott anything better than a
seven. “Two down,” he said some minutes later, and Gladstone Bott
nodded sullenly.
It was not often that Bradbury Fisher kept on the fairway with two
consecutive drives, but strange things were happening to-day. Not
only was his drive at the ninth a full two hundred and forty yards, but
it was also perfectly straight.
“One down,” said Bradbury Fisher, and Bott nodded even more
sullenly than before.
There are few things more demoralising than to be consistently
outdriven; and when he is outdriven by a hundred and seventy yards
at two consecutive holes the bravest man is apt to be shaken.
Gladstone Bott was only human. It was with a sinking heart that he
watched his opponent heave and sway on the tenth tee; and when
the ball once more flew straight and far down the course a strange
weakness seemed to come over him. For the first time he lost his
morale and topped. The ball trickled into the long grass, and after
three fruitless stabs at it with a niblick he picked up, and the match
was squared.
At the eleventh Bradbury Fisher also topped, and his tee-shot,
though nice and straight, travelled only a couple of feet. He had to
scramble to halve in eight.
The twelfth was another short hole; and Bradbury, unable to curb
the fine, careless rapture which had crept into his game, had the
misfortune to over-shoot the green by some sixty yards, thus
enabling his opponent to take the lead once more.
The thirteenth and fourteenth were halved, but Bradbury, driving
another long ball, won the fifteenth, squaring the match.

It seemed to Bradbury Fisher, as he took his stand on the

sixteenth tee, that he now had the situation well in hand. At the
thirteenth and fourteenth his drive had flickered, but on the fifteenth it
had come back in all its glorious vigour and there appeared to be no
reason to suppose that it had not come to stay. He recollected
exactly how he had done that last colossal slosh, and he now
prepared to reproduce the movements precisely as before. The great
thing to remember was to hold the breath on the back-swing and not
to release it before the moment of impact. Also, the eyes should not
be closed until late in the down-swing. All great golfers have their
little secrets, and that was Bradbury’s.
With these aids to success firmly fixed in his mind, Bradbury
Fisher prepared to give the ball the nastiest bang that a golf-ball had
ever had since Edward Blackwell was in his prime. He drew in his
breath and, with lungs expanded to their fullest capacity, heaved
back on to his large, flat right foot. Then, clenching his teeth, he
lashed out.
When he opened his eyes, they fell upon a horrid spectacle. Either
he had closed those eyes too soon or else he had breathed too
precipitately—whatever the cause, the ball, which should have gone
due south, was travelling with great speed sou’-sou’-east. And, even
as he gazed, it curved to earth and fell into as uninviting a bit of
rough as he had ever penetrated. And he was a man who had spent
much time in many roughs.

Leaving Gladstone Bott to continue his imitation of a spavined

octogenarian rolling peanuts with a toothpick, Bradbury Fisher,
followed by his caddie, set out on the long trail into the jungle.
Hope did not altogether desert him as he walked. In spite of its
erratic direction, the ball had been so shrewdly smitten that it was
not far from the green. Provided luck was with him and the lie not too
desperate, a mashie would put him on the carpet. It was only when
he reached the rough and saw what had happened that his heart
sank. There the ball lay, half hidden in the grass, while above it
waved the straggling tentacle of some tough-looking shrub. Behind it
was a stone, and behind the stone, at just the elevation required to
catch the back-swing of the club, was a tree. And, by an ironical
stroke of fate which drew from Bradbury a hollow, bitter laugh, only a
few feet to the right was a beautiful smooth piece of turf from which it
would have been a pleasure to play one’s second.
Dully, Bradbury looked round to see how Bott was getting on. And
then suddenly, as he found that Bott was completely invisible behind
the belt of bushes through which he had just passed, a voice
seemed to whisper to him, “Why not?”
Bradbury Fisher, remember, had spent thirty years in Wall Street.
It was at this moment that he realised that he was not alone. His
caddie was standing at his side.
Bradbury Fisher gazed upon the caddie, whom until now he had
not had any occasion to observe with any closeness.
The caddie was not a boy. He was a man, apparently in the middle
forties, with bushy eyebrows and a walrus moustache; and there was
something about his appearance which suggested to Bradbury that
here was a kindred spirit. He reminded Bradbury a little of Spike
Huggins, the safe-blower, who had been a fresher with him at Sing-
Sing. It seemed to him that this caddie could be trusted in a delicate
matter involving secrecy and silence. Had he been some babbling
urchin, the risk might have been too great.
“Caddie,” said Bradbury.
“Sir?” said the caddie.
“Yours is an ill-paid job,” said Bradbury.
“It is, indeed, sir,” said the caddie.
“Would you like to earn fifty dollars?”
“I would prefer to earn a hundred.”
“I meant a hundred,” said Bradbury.
He produced a roll of bills from his pocket, and peeled off one of
that value. Then, stooping, he picked up his ball and placed it on the
little oasis of turf. The caddie bowed intelligently.
“You mean to say,” cried Gladstone Bott, a few moments later,
“that you were out with your second? With your second!”
“I had a stroke of luck.”
“You’re sure it wasn’t about six strokes of luck?”
“My ball was right out in the open in an excellent lie.”
“Oh!” said Gladstone Bott, shortly.
“I have four for it, I think.”
“One down,” said Gladstone Bott.
“And two to play,” trilled Bradbury.
It was with a light heart that Bradbury Fisher teed up on the
seventeenth. The match, he felt, was as good as over. The whole
essence of golf is to discover a way of getting out of rough without
losing strokes; and with this sensible, broad-minded man of the
world caddying for him he seemed to have discovered the ideal way.
It cost him scarcely a pang when he saw his drive slice away into a
tangle of long grass, but for the sake of appearances he affected a
little chagrin.
“Tut, tut!” he said.
“I shouldn’t worry,” said Gladstone Bott. “You will probably find it
sitting upon an india-rubber tee which some one has dropped there.”
He spoke sardonically, and Bradbury did not like his manner. But
then he never had liked Gladstone Bott’s manner, so what of that?
He made his way to where the ball had fallen. It was lying under a
bush.
“Caddie,” said Bradbury.
“Sir?” said the caddie.
“A hundred?”
“And fifty.”
“And fifty,” said Bradbury Fisher.
Gladstone Bott was still toiling along the fairway when Bradbury
reached the green.
“How many?” he asked, eventually winning to the goal.
“On in two,” said Bradbury. “And you?”
“Playing seven.”
“Then let me see. If you take two putts, which is most unlikely, I
shall have six for the hole and match.”
A minute later Bradbury had picked up his ball out of the cup. He
stood there, basking in the sunshine, his heart glowing with quiet
happiness. It seemed to him that he had never seen the countryside
looking so beautiful. The birds appeared to be singing as they had
never sung before. The trees and the rolling turf had taken on a
charm beyond anything he had ever encountered. Even Gladstone
Bott looked almost bearable.
“A very pleasant match,” he said, cordially, “conducted throughout
in the most sporting spirit. At one time I thought you were going to
pull it off, old man, but there—class will tell.”
“I will now make my report,” said the caddie with the walrus
moustache.
“Do so,” said Gladstone Bott, briefly.
Bradbury Fisher stared at the man with blanched cheeks. The sun
had ceased to shine, the birds had stopped singing. The trees and
the rolling turf looked pretty rotten, and Gladstone Bott perfectly foul.
His heart was leaden with a hideous dread.
“Your report? Your—your report? What do you mean?”
“You don’t suppose,” said Gladstone Bott, “that I would play you
an important match unless I had detectives watching you, do you?
This gentleman is from the Quick Results Agency. What have you to
report?” he said, turning to the caddie.
The caddie removed his bushy eyebrows, and with a quick gesture
swept off his moustache.
“On the twelfth inst.,” he began in a monotonous, sing-song voice,
“acting upon instructions received, I made my way to the Goldenville
Golf Links in order to observe the movements of the man Fisher. I
had adopted for the occasion the Number Three disguise and—”
“All right, all right,” said Gladstone Bott, impatiently. “You can skip
all that. Come down to what happened at the sixteenth.”
The caddie looked wounded, but he bowed deferentially.
“At the sixteenth hole the man Fisher moved his ball into what—
from his actions and furtive manner—I deduced to be a more
favourable position.”
“Ah!” said Gladstone Bott.
“On the seventeenth the man Fisher picked up his ball and threw it
with a movement of the wrist on to the green.”
“It’s a lie. A foul and contemptible lie,” shouted Bradbury Fisher.
“Realising that the man Fisher might adopt this attitude, sir,” said
the caddie, “I took the precaution of snapshotting him in the act with
my miniature wrist-watch camera, the detective’s best friend.”
Bradbury Fisher covered his face with his hands and uttered a
hollow groan.
“My match,” said Gladstone Bott, with vindicative triumph. “I’ll
trouble you to deliver that butler to me f.o.b. at my residence not later
than noon to-morrow. Oh yes, and I was forgetting. You owe me
three railroads.”

Blizzard, dignified but kindly, met Bradbury in the Byzantine hall on

his return home.
“I trust your golf-match terminated satisfactorily, sir?” said the
butler.
A pang, almost too poignant to be borne, shot through Bradbury.
“No, Blizzard,” he said. “No. Thank you for your kind inquiry, but I
was not in luck.”
“Too bad, sir,” said Blizzard, sympathetically. “I trust the prize at
stake was not excessive?”
“Well—er—well, it was rather big. I should like to speak to you
about that a little later, Blizzard.”
“At any time that is suitable to you, sir. If you will ring for one of the
assistant-underfootmen when you desire to see me, sir, he will find
me in my pantry. Meanwhile, sir, this cable arrived for you a short
while back.”
Bradbury took the envelope listlessly. He had been expecting a
communication from his London agents announcing that they had
bought Kent and Sussex, for which he had instructed them to make
a firm offer just before he left England. No doubt this was their cable.
He opened the envelope, and started as if it had contained a
scorpion. It was from his wife.
 “Returning immediately ‘Aquitania,’” (it ran). “Docking
Friday night. Meet without fail.”
Bradbury stared at the words, frozen to the marrow. Although he
had been in a sort of trance ever since that dreadful moment on the
seventeenth green, his great brain had not altogether ceased to
function; and, while driving home in the car, he had sketched out
roughly a plan of action which, he felt, might meet the crisis.
Assuming that Mrs. Fisher was to remain abroad for another month,
he had practically decided to buy a daily paper, insert in it a front-
page story announcing the death of Blizzard, forward the clipping to
his wife, and then sell his house and move to another
neighbourhood. In this way it might be that she would never learn of
what had occurred.
But if she was due back next Friday, the scheme fell through and
exposure was inevitable.
He wondered dully what had caused her change of plans, and
came to the conclusion that some feminine sixth sense must have
warned her of peril threatening Blizzard. With a good deal of
peevishness he wished that Providence had never endowed women
with this sixth sense. A woman with merely five took quite enough
handling.
“Sweet suffering soup-spoons!” groaned Bradbury.
“Sir?” said Blizzard.
“Nothing,” said Bradbury.
“Very good, sir,” said Blizzard.

For a man with anything on his mind, any little trouble calculated to
affect the joie de vivre, there are few spots less cheering than the
Customs sheds of New York. Draughts whistle dismally there—now
to, now fro. Strange noises are heard. Customs officials chew gum
and lurk grimly in the shadows, like tigers awaiting the luncheon-