sub-officials with authority to act for the contractor. A general
foreman and two assistant general foremen were riding the line and
giving instructions to meet changing conditions. For example, in the
afternoon an assistant general foreman countermanded an order given by
his general manager who had happened to be on the ground in the
morning. When a resident engineer in charge of a party desired such
authority he called up the tent of the division engineer and gained the
desired information from the latter's chief clerk, who was receiving a
smaller salary than the resident engineer. I spare your feelings a
description of the complex methods imposed by the railway accounting
department in marked contrast to the simple common sense practice of
the contractor. How much stockholders are paying for maintaining the
sacred system of railways I am unable to state. Many administrative
crimes are committed in the name of organization.
One of the fallacies sometimes introduced by the accounting department
in construction organization is to have all the timekeepers report to a
chief timekeeper, regardless of the engineer or other chief of party. A
bright young engineer once told me his troubles in this respect. He was
astonished at the difference when he followed the advice to make each
party a complete unit with its own timekeeper, the chief of the party
being held responsible for proper time keeping as well as for all other
duties. This efficient youngster deplored the fact that neither his
engineering school nor his official superiors had ever deemed it
necessary to give him lessons in the applied science of organization.
Never forget, my boy, the immortal words attributed to George
Stephenson that the greatest branch of engineering is the engineering
of men.
Affectionately, your own,
D. A. D.
LETTER XX.
THE FALLACY OF THE TRAIN-MILE UNIT.
Tucson, Ariz., August 19, 1911.
My Dear Boy:--Do you think it logical and just to pay a train
(including engine) crew the same wages for going over the freight
district with a light caboose as with 50 or 75 cars? Be careful how you
answer.
As I understand it, the train-mile was adopted as a unit of
compensation for employes on the theory that piece work rewards the
deserving and promotes efficiency. Whatever the merits or demerits of
the piece work theory, I have never been able to reconcile its
applicability to train service. A man operating a machine in a shop can
stop or start his individual machine, can save steam power or electric
current without seriously inconveniencing his fellow workers or the
general operation of the plant. A railroad train cannot move regardless
of all other trains on the road. Such independence of function will
cause either a criminal collision or an expensive blockade. A train
must, therefore, move according to a time-table and orders. The space
occupied by a train, unlike a stationary machine, is so variable that
time becomes the essence of the proposition. The train crew cannot be
allowed that freedom of action which permits of piece work. Too many
arbitrary conditions are necessarily imposed to warrant a very extended
application of a practical bonus system. One delayed train will upset
the whole day's combination. On the other hand, the task imposed upon a
train crew is extremely definite and easy to measure, when the equation
can be solved for all the variables.
So fallacious a unit of compensation as the train-mile breeds numerous
illogical practices. We penalize ourselves every time we run a train
without full tonnage. Conditions of traffic may demand quick movement
regardless of tonnage. When business is heavy terminals are congested
and empty equipment is scarce. We all know that the way to relieve
congested terminals is to run light, fast trains. This serves a double
purpose, relieving the terminals and increasing the earning power of
the equipment. Unfortunately our fundamental conception is so distorted
that we mulct ourselves in money by doing that which is an obvious
necessity. Why not so arrange our methods that we can be rewarded for
quick judgment and prompt action?
A shop workman sups, sleeps and breakfasts at his own home. A train
crew must have increased expenses when away from the home terminal. A
train crew would really be ahead of the game as far as expenses are
concerned if a round trip could be made within the sixteen-hour limit
and the away-from-home terminal expenses avoided. We say that demurrage
is imposed primarily to hasten the release of equipment. We claim that
normally we would rather have the cars than the dollars of demurrage.
If cars are so valuable, how much should we charge ourselves for the
hire of the fifty cars which are twelve or fifteen hours getting over
the district?
We can work out by a mathematical formula the most economical scheme
for fuel consumption and maximum tractive effort. It is more difficult
to devise a formula to express the effect of drastic laws caused by
poor service. Attempting to club converging live stock runs in big
trains has caused, in some states, legislation covering the movement of
stock. Perhaps this is offset by the claims save for missing the market
with delayed stock. Is it not a sad commentary to think that
legislation is necessary to make us do what is for our own best
interests?
There can be no doubt that for a heavy and regular movement of low
grade commodities on two or four track roads the big train is logical
and economical. Most of the prairie roads are single track. Most of the
distances between the prairie cities are relatively long. Stock,
perishable freight and merchandise must have rapid movement. Is it wise
under such a disparity of conditions to make the train-mile rigid and
sacred? Why not pay men by the hour, with a monthly guarantee, and run
trains sometimes light and sometimes heavy, sometimes fast and
sometimes slow, to meet actual controlling conditions of traffic? When
business happened to be light, equipment plentiful, and terminals open
we would penalize ourselves in wages for slower movement, but would
save in fuel, in engine house expense, etc. Just where the economical
limit would be, just how it would all work out, I do not pretend to
say. I do say, however, that the old methods can be improved when we
start from proper basic conceptions. I do not believe that we yet
understand the relation between increased cost of maintenance of
equipment and decreased wages for train crews.
Perhaps because I had the honor of braking on a way freight I have
never outgrown the idea of the practical trainman that a local freight
is a traveling switch engine and a peddler of L.C.L. merchandise.
Whatever may be the showing as to percentage of tractive power utilized
I am unable to see the wisdom of a way freight dragging in and out of
passing tracks all day with a lot of through cars. The claim is often
made that a few big trains can be easily handled by the dispatcher,
because the number of meeting points is decreased. My own opinion is
that this seeming advantage is often more than offset by the
unwieldiness of the big train. Fear of censure for delaying some
important train makes the conductor "leery" about starting and the
dispatcher timid about directing a prompt movement. When we begin
wrong, how not-to-do-it methods always follow. The chief dispatcher
will let freight be delayed in a yard for a full train with power
needed at the other end, if he can start a light caboose without its
being included in the average train load showing. How much better, and
how much easier, to run two fractional trains in the direction of
unbalanced traffic than one light caboose and another dreary drag! The
shipper, only a hard-headed business man, takes the same view. He
becomes skeptical of all our statements, before commissions or
elsewhere, because of our frequent seeming lack of judgment.
Let us not spend too much time in discussion as to theoretical
possibilities. My assertions can be either proved or disproved by
actual demonstration. In the next labor agreements you make include a
stipulation for experiment on some division. My prediction is that if
you can convince the labor leaders of your fairness they will give the
scheme a trial for the sake of more possible time at home. With a full
trial the results will speak for themselves. Success in such matters is
made possible only by enlisting the most intelligent efforts of all
concerned. Let your officials and employes understand that you do not
claim to know it all, that you believe in their practical intelligence
as well as in your own, that ideas are greater than men, and that right
wrongs no man.
Railroads have grown so fast that our conceptions of working units have
sometimes outstripped practical possibilities in performance. Too
frequently we make the unit too large. There must be a practical limit
beyond which the train becomes too long for an economical unit of
movement. The fact that we should have elasticity rather than rigidity
in the size of our economical train emphasizes the necessity for
defining the elastic limit. Practical experience and sound judgment
must aid in interpreting and applying not only the laws of matter and
physical nature, but the laws of sociology and human nature as well.
After the lading for the trip is discharged, the car cannot be sold or
abandoned, as was the flat boat which Abraham Lincoln helped to float
down the Mississippi river to New Orleans. Have you not seen cars
pulled to pieces in big trains, have you not seen freight delayed in a
manner to suggest to an innocent bystander that the road was perhaps
running its last train and giving its cars their last load?
The inevitable tendency of the big train is to hold back and combine in
large lots cars destined to the same point and to the same consignee.
When a whole train can be unloaded at the ship's side at tidewater, or
at a large consuming plant, the system is ideal. The trouble begins
with the small consignee. Instead of giving him a regular, systematic
delivery of the five or ten cars which he can unload each day, our
tendency is to bring in twenty-five or fifty cars every five days or
so, and then express our horrified astonishment at his failure to
release promptly. No, we should not run special trains of five or ten
cars for each consignee. What we should do is to watch the matter so
carefully that we can feel certain we are considering all the factors
of expense as well as that of seeming light tonnage. It may, under
given conditions, be cheaper to run light trains than to put on
expensive switch engines, to relieve unnecessary congestion in
receiving terminals, than to increase overtime and demoralize the road
by pulling out drawbars when sawing by at short passing tracks.
Sometimes money can be saved by balancing motive power as between steep
and level territory.
As a good soldier and a faithful hired hand you must build up for
yourself and your superiors the best possible record for train load.
Carry out the policy consistently and loyally. At the same time study
the subject. Do not have to flag in, but be prepared to run as a
section of a better unit of comparison when the train mile loses its
first class running rights.
Speaking of running in sections, you have doubtless thought how
inconsistent and almost criminally dangerous is the method of
displaying signals. We drill our men to watch the rear of the train for
the presence of something, the markers, a positive indication. When the
markers are seen, the train is complete and the opposing train can
proceed in safety. If the train happens to be complete without
displaying markers, or the markers are overlooked, the opposing train
declines to proceed. An avoidable delay occurs, but the error is on the
side of safety and away from a collision. At the head end, however, we
tell our men to watch for the absence of something, the classification
signals, a negative condition. When classification signals are _not_
seen the train schedule is complete and the opposing train proceeds
in fancied safety. If the train happens to be _incomplete_ without
displaying signals or the signals are overlooked, the opposing train
proceeds just the same. No delay occurs, but probably a collision,
for the error is on the side of danger and toward a collision. The
practice should be reversed. The last or only section should display
classification signals. A positive indication should replace a
negative. Can the train rules committee of the ladylike American
Railway Association beat the Interstate Commerce Commission to this
unprotected draw? Cases of such avoidable collisions can be cited, even
though "we never had one on our road."
Some roads prefer special schedules and extra trains to movement in
sections. On the good old Big Four we handled everything possible in
sections. I think this latter method the better. Theoretically yardmen,
section men, tower men and all others should be always prepared for
extra trains. Practically, the more information that can be
disseminated among intelligent men the more effectively can they
coöperate in preventing disaster or delay. There are fewer unlocked
switches and fewer unspiked rails when information is not locked in the
dispatcher's office and not spiked down by too many train orders.
Affectionately, your own,
D. A. D.
LETTER XXI.
THE MAN-DAY AS A UNIT.
Tucson, Ariz., August 26, 1911.
My Dear Boy:--If people's eyes were never too large for their stomachs
there would be less overeating. If human concepts were never too vast
for practical performance there would be fewer disappointments in
administration. Because the railroads have grown so fast and have
become so large, our imagination has sometimes run too far ahead of our
judgment. This is a big world full of big things and big men. The
biggest men are learning that big things can be handled and big men
developed only by complete treatment of little things and of the
so-called little men. This growing conviction is manifesting itself in
various ways. Railways, thank God, are building more division shops and
relatively fewer general shops. Division stores are becoming more and
more complete. Division accounting is gaining ground and is paving the
way for local disbursement.
The station agent, bless him, is being emancipated by the telephone
from specialized selection, and is gradually being accorded that
recognition which is his due as an all 'round man. In short, our big
corporate units are growing in strength only as the smaller units
become complete and self-contained. Official solicitude should be for
ton-miles, as well as for train-miles, for car-loads as well as for
train-loads. Take care of the mills and the millions will take care of
themselves. Above all, study an often neglected unit, the man-day. How
much work can each man reasonably be expected to perform in one day?
How many days in each year can a man reasonably expect to be employed?
Labor conditions on railways will never be satisfactory until
employment can be reasonably constant and continuous. This is a
difficult problem, but when enough big men give it attention it will be
solved. It probably means more elasticity, more interchangeability
between train service and the various kinds of maintenance, between the
locomotive and the shop, between the railway and allied contiguous
industries. The individual is the indivisible unit of society. We must
build from him as a unit. Since he is of such infinite variety it
follows that our sociological architecture must be varied accordingly.
Design is staff work. Execution is line work. I do not doubt the
ability of one man to direct the carrying out of a scheme practically
designed. When one man tells me that unassisted he can furnish a design
to meet all requirements I am from beyond Missouri and have to be shown
several times.
I have been writing you all these things because of interest in you and
pride in our profession. With four or five other professions and
occupations at command, I stick to the railroad game because it is the
greatest of ancient or modern times. If these letters, written
hurriedly in the midst of a strenuous life, with little opportunity for
revision and verification, have hurt anyone's feelings, I am sorry.
Many things in this world are taken too personally and too seriously
when intended as only Pickwickian.
If these letters have helped you or any friend of yours, by shattering
any false idol or otherwise, they have more than fulfilled their
purpose. Those to whom fortune has been kind in affording extended
opportunities owe to society the duty of imparting their conclusions to
their fellows. The recipients alone are qualified to judge as to how
well such duty is performed and as to how far such conclusions are
worth while. In this case the duty has been a pleasure as well.
To avoid the switch shanty garrulousness of an old brakeman I now give
up this preferred run and turn in at the office my lantern and keys.
With a father's blessing,
Affectionately, your own,
D. A. D.
APPENDIX
THE UNIT SYSTEM OF ORGANIZATION.
This system of organization, sometimes called "the Hine system," is
frequently mentioned in these "Letters." It was originated and
installed by their writer while serving as organization expert for
the Union Pacific System-Southern Pacific Company (Harriman Lines),
1908-1911, with the title of Special Representative on the staff of
the Director of Maintenance and Operation, Mr. Julius Kruttschnitt.
An idea of the system can be obtained from the two following standard
forms of official circulars for announcing its adoption:--
.......... RAIL ...... COMPANY.
OFFICE OF GENERAL MANAGER.
CIRCULAR NO. ....
.......... 191..
The following appointments of Assistant General Managers are announced,
effective ...... 191..
1. Mr. ......
2. Mr. ......
3. Mr. ......
4. Mr. ......
5. Mr. ......
6. Mr. ......
7. Mr. ......
8. Mr. ......
Each of the above named officials continues charged with the
responsibilities heretofore devolving upon him and in addition assumes
such other duties as may from time to time be assigned.
The titles, General Superintendent, Superintendent of Motive Power,
Chief Engineer, Superintendent of Transportation, General Storekeeper,
Superintendent of Telegraph, and Superintendent of Dining Cars, will be
retained by the present holders or their successors to such extent only
as may be necessary for a proper compliance with laws and existing
contracts.
All persons under the jurisdiction of this office will address reports
and communications, including replies, intended for the General Manager
or for any Assistant General Manager, simply: "Assistant General
Manager" (Company telegrams, "A.G.M."), no name being used in the
address unless intended as personal or confidential or to reach an
official away from his headquarters.
It is intended that an Assistant General Manager shall be in charge of
this office during office hours. Each official transacts business in
his own name and no person should sign the name or initials of another.
All persons outside the jurisdiction of this office are requested to
address communications, including replies, intended for the General
Manager or for any Assistant General Manager, simply: "General Manager
............ Co., .......... Bldg. .........." no name being used in
the address unless intended as personal or confidential or to reach an
official away from his headquarters.
..........
_General Manager._
Approved:
..........
_Vice President._
.......... RAIL .......... COMPANY.
.......... DIVISION.
OFFICE OF SUPERINTENDENT.
CIRCULAR NO. ...
.......... 191..
Effective this date this Division discontinues among its officials the
use of the titles Master Mechanic, Division Engineer, Trainmaster,
Traveling Engineer, Chief Dispatcher, Division Storekeeper, and
Division Agent.
The following named officials are designated:
1. Mr. .................., Assistant Superintendent.
2. Mr. .................., Assistant Superintendent.
3. Mr. .................., Assistant Superintendent.
4. Mr. .................., Assistant Superintendent.
5. Mr. .................., Assistant Superintendent.
6. Mr. .................., Assistant Superintendent.
7. Mr. .................., Assistant Superintendent.
8. Mr. .................., Assistant Superintendent.
They will be obeyed and respected accordingly.
Each of the above named officials continues charged with the
responsibilities heretofore devolving upon him, and in addition assumes
such other duties as may from time to time be assigned.
All of the above will be located in the same building with one
consolidated office file in common with the Superintendent.
All reports and communications on the Company's business, including
replies, originating on this division, intended for the Superintendent
or for any Assistant Superintendent, will be addressed simply,
"Assistant Superintendent" (telegrams, "A. S."), no name being used in
the address unless intended to reach an official away from his
headquarters, or to be personal rather than official, in which latter
case it will be held unopened for the person addressed. It is intended
that an Assistant Superintendent shall be on duty in charge of the
division headquarters office during office hours. The designation of a
particular Assistant Superintendent to handle specified classes of
correspondence and telegrams is a matter concerning only this office.
Each official transacts business in his own name, and no person should
sign the name or initials of another. The principle to guide
subordinate officials and employes is to be governed by the latest
instructions issued and received.
Train orders will be given over the initials of the Train Dispatcher on
duty, as will messages originated by him.
The modifications of pre-existing organization and methods herein
ordered have been carefully worked out to expedite the Company's
business by the reduction and simplification of correspondence and
records. It is expected and believed that officials and employes will
insure a successful outcome by lending their usual intelligent
coöperation and hearty support.
Officials and other persons above and outside the jurisdiction of this
division are requested to address official communications intended for
the Superintendent or for any Assistant Superintendent, simply,
"Superintendent, .......... Division ..........," (telegrams, "Supt."),
no name being used in the address unless intended as personal or
confidential or to reach an official away from his headquarters.
..........
_Superintendent._
Approved:
..........
_General Manager._
* * * * * *
Transcriber's note:
Minor typographical errors have been corrected without note.
Irregularities and inconsistencies in the text have been retained
as printed.