T' HHjiiiiiiniiinliiilfHin' 3iii:Hi.iU!t!i>Itl '^ , .< I i I i.i'.i .1.1.1 >' !,i; ' ,;:' : !;' I !;:>M iK'lll'ii'ii'/'''' ■ '■'.V. i|#H!l:liii;|.i: BOUGHT WITH THE INCOME FROM THE SAGE ENDOWMENT FUND THE GIFT OF Henrg M< Sage 1891 ^..z.'^.tP..^A^. >^r/^/a: Cornell University Library TF 25.A7G61 Methods of the Santa Fe.Efficiency in th 3 1924 022 790 822 Cornell University Library The original of this book is in the Cornell University Library. There are no known copyright restrictions in the United States on the use of the text. http://www.archive.org/details/cu31924022790822 Methods of the Santa Fe EFFICIENCY IN THE MANUFACTURE OF TRANSPORTATION BY CHARLES BUXTON GOING Reprinted from THE ENGINEERING MAGAZINE NEW YORK— LONDON MARCH-JULY, 1909 CoPVRiGHT, 1909, BY John R. Dunlap PREFACE The Santa Fe methods, or their results, have attracted wide attention. Railway officials from the very greatest American railways, shop men from manufacturing plants, and technical specialists, have gone to study the system. Certain parts of the practice have been ably presented through the engineering press, notably in a series of articles by Mr. H. W. Jacobs, assistant superintendent of motive power, entitled "Organiza- tion and Economy in the Railway Machine Shop," and published in The Engineering Magazine, September, 1906, to January, 1907. The purpose of this volume is to define broadly all the great features of the problems involved in the "Manufacture of Transportation" on the Santa Fe. It is designed to give a more comprehensive view than had previously been afforded of the ideals and policy underlying the work, the results secured, their economic importance, and their meaning for the future of trans- portation in the United States, so far as concerns not only the railways but the manufacturers and shippers of the country. Attention is therefore centered not especially upon excellence in those things that are common to railway operation everywhere, but upon institutions differing from ordinary railway practice, either in fundamen- tal character or in mode of administration. These are, substantially, the management of the stores department and its relations to the shops, the policy of centralized manufacturing and betterment methods in the shops themselves, the bonus system or reward of individual effort and efficiency, the apprentice system, and the institutions for the comfort, welfare, and pension of employees. The basis of the description herein presented is a personal study by the author, which occupied a period of five weeks and was facilitated by the most complete opportunity to examine operations and results with entire impartiality, from the inside and the employees' point of view as well as in the light of official knowledge and opinion. The five chapters composing the volume appeared originally as five consecutive articles in The Engineering Magazine (March-July, 1909), and they are here re- produced complete, with no changes except minor details of adaptation to book form. C. B. G. September, 1909. METHODS OF THE SANTA FE EFFICIENCY IN THE MANUFACTURE OF TRANSPORTATION Chapter I. PECULIAR PROBLEMS OF THE ROAD, AND THEIR SOLUTIONS. THE relation of the railroads of the United States to its indus- tries — the effect of their welfare upon financial, commercial and manufacturing conditions, and especially the correct solu- tion of the problems of economical and profitable transportation — have assumed an importance that makes the study of a leading case not only appropriate to The Engineering Magazine, but imperative. The Santa Fe, in common with all Americans roads, has-expsrienced difficulties arising from progressive decrease in rates collected per ton mile and per passenger mile, and from increased expenditures necessitated by rising standards of service performance. Beyond this, it has pecuHar individual difficulties caused by its mileage, grades, desert environment, fuel, water and labor conditions. We often find in history that great situations have developed great leaders, and a similar effect is apparent here. Under the chief operating officials, policies and methods have been inaugurated and perpetuated by which 3 + METHODS OF THE SANTA FE. the necessary margin^between operating costs and ^p peraling reyeji'ies h as been se cured jind is being widened, with increasing lihgrality ,to employees and without increasing charge t" patrons In short, the third way of forcing into parallel the converging lines of cost and compensation in railroad operation (recently referred to in the edi- torial columns of this Magazine) is successfully, applied. In its appli- cation there have been developed shop methods, ^mechanical and manu- facturing practi ce, and relations'^tfffnemployees, whicITare not only abreast, but in advance, ol many"of the standards reached even under the keen stimulus of competitive manufacturing conditions. The chief of these features are : Firs t, boldness in the adoption and design of engine types suited to the very heavy service of the road, energy in effecting every revision of line and grade which will permit heavier loads to be hauled, and constant effort to load every engine to its full average rating. .^ Second, the centralization of manufacturing at the most advan- tageous points, the standardization of_ tools, operations, and pa rts, a^dthe stimulus to workmen and fnrpmpn prn.v-i.dgcl_h.y-a_tiq,i;nn^ fjys- tem based on efficiency. These constitute what is generally termed the "betterment work," and combined with special measures for the oversight and handling of the engines on the road and in round-houses and shops, and with a remarkable management of the stores depart- ment, they secure high results in the average condition of engines in service, and the repair of power at low cost and with a minimum of detention from the road. Third, an organization and_su£ervision of the stores systen i which is unique in its conception and results. This department, far from being a mere clerical bureau, or depository of records, becomes in many respects a leading and a driving force to the mechanical and operating departments. Fourth , a department of tests serving on one side for routine assistance and instruction to the purchasing and stores departmen ts, and on another side for impartial and thorough experiment and advice on new devices. Collateral and co-ordinate with this, a chemical de- partment serving similarlj_ f or c hemical inspection or examination of aTl~maEenals7and originating methods and appliances for new work — as " sTrown~conspicuously, for example, in the water-treating plants hereinafter described. Fifth^ a broad-minded and generous provision for the comfort and benefit of employees, caring for their pleasure and satisfaction PECULIAR PROBLEMS OF THE ROAD. $■ in and out of working hours while in the service of the road, and extending a voluntarily granted pension on their retirement. ^ Sixt h, a c omprehensive and excellentlv-plann e d system of a p- jpentice instruction, training up new first-class material for the shops of the road, and solving that often perplexing problem of the "me- chanic of the future-." The order in which these features are listed is not intended to express any estimate of their comparative importance. Indeed, the institutions are so intertwined that it would be hard to say which is greater than the others. Each is in some degree dependent on all; each in turn contributes something more to the success of all. It is with these elements of the Santa Fe management, all of them closely sympathetic with, and many of them applicable to, the ordinary mechanical or manufacturing plant,, that these articles will especially deal. "Before taking them up in fuller detail, however, a short outline of the situation and the controlling conditions on the line of the Santa Fe will help to make clear the circumstances under which these poli- cies have worked to success. The configuration of the system is roughly that of a nearly equi- lateral triangle with sides about 800 miles long and angles resting at Kansas City, Albuquerque (New Mexico) and Temple (Texas). From the corners of this triangle, three great stems extend — eastward to Chicago, southward to Galveston, Houston and Matagorda, west- ward to Los Angeles, San Francisco, and up the Pacific Coast. The northwesterly angle is overlapped by a spreading network of branches covering the rich agricultural sections of Kansas, Oklahoma, and northern Texas, and similar expanding networks cluster about the Gulf and Pacific Coast terminals. The southwesterly side of the tri- angle is still open* ; but crossing it and forming substantially a con- tinuation of the Chicago-Kansas City main stem, is the Pecos Valley division, reaching a fertile and rapidly-filling section of southern New Mexico, while other important lines extend from the westerly angle (at Albuquerque) to El Paso, connecting the Mexican railways, and from the middle of the northerly side (at La Junta) to Denver. The total mileage is about ten thousand — the longest under a single management 'in~theUnited_ States. It is nearly twenTy-six Hundred mileiTrom Chicago to San Francisco, nearly a thousand from Kansas City to Galveston, live hundred from Kansas City to Pecos. The transcontinental line, however, especially attracts interest, and it is to it that the observations embodied in this article particularly apply. * The line from Texico to Brownwood, Texas, closing this gap, and making a direct through line from San Francisco to the Gulf ports, will probably be completed this year. 6 PECULIAR PROBLEMS OF THE ROAD. oSuauo^-- XZg nosipsK 'W, OSi ^»!0 sosntjaj Zi69 pupuiiJi 0Z8S aofeo . oospuv,ij( a«g' El o !Z S 5 s H e Z "" O ij <" ;S i! - , s 3 bo In the nearly three thousand miles be- tween Chicago and the Pacific Coast terminals (includ- ing both San Francisco and San Diego) the old main line crosses s i X great moun- tain ranges — Ra- ton, (7,608 feet) Glorieta, (7.,42i feet) the Conti- nental Divide, (7,- 243 feet) San Francisco, (7,300 feet) San Ber- nardino, (3,- 820 feet) and Te- h a c h a p i , (4,025 feet). Even some of the smaller climbs would be marked as impor- t a n t on lesser roads, as, for in- stance, the 2,100- foot rise in 31 miles from Need- les, Cal., westward to Goffs; but these appear minor in comparison with the grades of 106 feet and 185 feet to the mile west- ward up the 16 miles of the Raton pass, and 175 feet METHODS OF THE SANTA FE. SHOP GROUNDS AT NEEDLES^ CALIFORNIA, SHOWING MASTER MECHANIC S OFFICE AND ROUND HOUSE.. An example of environment improved for the comfort of employees. The grounds are made into a park for them and their families, and concerts are given by a band organized from among their number. The Japanese sign in the ' upper view says "Keep off the grass." to the mile descending from the summit to Raton station; with 155 and 1 58- foot grades in the 9 miles from Glorieta to Lamy ; with the 25 miles of 11 6- foot grade between Caliente and the Tehachapi summit, or the 25 miles of 2.2 and 3.0 per cent grade in the Cajon pass east of San Bernardino. For a thousand miles the railways run through a treeless desert, incapable (at present certainly — much of it incapa- ble ever) of afifording local traffic sufficient to pay the section men. PECULIAR PROBLEMS OF THE ROAD. 9 Along a very large part of the whole line the water is bad, along much of it the quantity is scanty, and for considerable distances there is none. For a thousand miles, from Gallup westward, there is no coal. For some hundred miles, including the sites of necessary and impor- tant division points, the climate is unfriendly, living is difficult, and labor is hard to get and harder to retain. Of Needles, an experienced inhabitant said feelingly : "In summer there is only a thin crust be- tween this place and hell — and the crust is badly scorched." : -.; ■ . ■ .^ter. ■ HhhH^F* -i ^'-^-^i^H m ik ^,^.^^% ".^r'"-- ^■-.-■.• m ►,';*«; ■ - — .^^.^^^^.^A-J-^AvVv-..^.^,^, , , , t .. . _ ^;~-.^^-^!mmd: mi»^-. SAN BERNARDINO. The conditions might well seem too hard to permit solution of the problems of constructing and operating the railroad to the coast — ■ indeed, they might seem too hard, even if soluble, to justify the under- taking. But the great commercial reasons demanding the road, the conditions making its construction over all obstacles imperative, and the reward making its operation profitable — these appear when we have emerged from the Cajon pass or crossed the Tehachapi moun- tain. Along the northern branch lies the great Bakersfield oil region, the rich grape and fruit-growing country about Fresno, the fertile San Joaquin Valley, and San Francisco, with its trans-Pacific com- merce and its Oriental freights. At the gateway of the southern branch is San Bernardino, with its rich mile upon mile of orange groves and olives, its commercial activity, and its expanding industries based upon the fruit culture ; and from there to Los Angeles and be- yond, the whole country is wealth-producing under the assured control of irrigation. Thirty-thousand carloads of citrus fruits were shipped METHODS OF THE SANTA FE. S I ^ *j . & *" "i O aj O u 0) « £ S g|l 2 1=^ 6 g g o (U CO h/T ^ «' «| !i o £ '-' ^ oj ►-< « H 00 -C O p t> .5 « « Mas X a >-i S < i H 2 from southern California last year, of which the Santa Fe handled 6o per cent — almost $5,500,000 gross revenue from this item alone. And irrigation is constantly in- creasing the volume of busi- ness to be handled. The Ar- rowhead Reservoir and Pow- er project, which will gather flood waters from the upper reaches of the Mojave River and deliver them through 19 miles of tunnel across the di- viding range into the San Bernardino Valley, alone con- templates a reservoir of 880 acres with a storage capacity of 6 1, 000 acre feet; the two power drops of 1,500 and 1,865 f^<^t respectively will develop 11,000 horse power, before the water is delivered for irrigation and domestic uses with a minimum flow of 2,000 inches continuously. This is but one of many un- dertakings gauging the ex- pansion of the Coast region and its attendant traffic, and with it the heavy tourist travel is constantly growing heavier. It is with this stream of passenger travel, with Orien- tal goods and fruit trains re- quiring special dispatch, with mining products, or further eastward with the live stock and the heavy crops of the PECULIAR PROBLEMS OF THE ROAD. n middle west and the central States, and with the heavy freight, mer- chandise, and machinery tributary to the population and pursuits of the region, that the transcontinental lines of the Santa Fe are occu- pied. The Gulf division deals with timber, agricultural products and stock, and with the army of home-seekers pressing into the southwest. Any review of railway betterment policies must begin with track, even though these papers are to be devoted particularly to theirneclmn- ical department and can include permanent way only in the broadest outline. T hree important feature s are noticeable in the improvements under the Santa Fe engineering department : The construction of new low-gr ade lines an d cut-o ffs, the rebuilding, double-tracking and Te^ vision of tro ublesome portions of the main line, and the unusual pro- vision for economic maintenance of all track. The first two heads are those which are most closely interconnected with the maintenance of economy in the motive-power and mechanical departments ; fur- thermore, they are so closely associated with each other that they can be more clearly understood if presented together than if considered separately. The important reconstruction work begins on the Missouri divi- sion, which has been largely rebuilt from Fort Madison on the Missis- sippi to Kansas City, eliminating or reducing curves, lowering grades, and double-tracking the line for the entire distance. The heavy work on this is nearly complete, and much of the second track is in commis- sion. Except for one short stretch of undulating country in Missouri, where a maximum gradient of 0.8 per cent remains, the result of the change will be to give a maximum grade of 0.6 per cent westward, from Chicago to the Missouri River. Beginning again at Newton on the main line, the division running southwestward via Wellington to Texico (which crosses the undulations of the land and formerly had a controlling grade of i per cent) has been improved and rebuilt, with a maximum grade now of but 0.6 per cent. From Texico to Albu- querque a wholly new line 270 miles long — the "Belen cut-off," con- structed boldly to first-class standards throughout — rejoins the Santa Fe Coast Lines at Dalies and extends the 0.6 per cent grade westward to the Rio Grande River, while contemplated improvements of the main line beyond that will carry the same maximum gradient to Winslow. Thus the Santa Fe is at the point of securing its complete freight line from Chicago across to the Continental Divide substantially with no grade greater than 0.6 per cent. The heavy grades on the Raton, Glorieta and Continental summits alluded to above, and the long stretches of 1% per cent grade through Colorado and New Mexico, METHODS OF THE SANTA FE. STATION AT CLOVIS, N. M., ON THE BELEN CUT-OFF. Showing the type of fireproof construction and the standards set in developing even a new country. Clovis is a division point on the new Santa Fe 0.6 per-cent-grade line for transcontinental heavy through freight. The saplings on the platform are to be planted in this new town. are entirely eliminated, and this without increase of mileage. Indeed, the mileage from Newton to Rio Puerco over the Belen cut-off is slightly less than that by the old main line. Reference to the map and profile, on pages 6 and 7, will make the extent and effect of these changes clearer. Further west, an extension from Parker (on the Colorado River between Arizona and California) to Bengal will give a low-grade line west of Ash Fork, cutting out the present grades of i per cent between Bengal and Goffs, lyi per cent between Goifs and Needles, and a long 75 to 95-foot grade from Needles to Seligman. With the exception of about one hundred miles across the Arizona divide, and the unimportant stretch on the Missouri division already referred to, the Santa Fe has practically completed a first-class low-grade freight route from Chicago to the Sierra Madre Mountains in California. The line from Texico to Bronswood, referred to previously, will make this low-grade route complete also between California and the Gulf ports. The Arizona divide will still present about fifty miles of 75 to 95-foot grade against the traffic either way, and passenger trains will continue to use the old line ; but a project is seriously con- PECULIAR PROBLEMS OP THE ROAD. . 13 sidered for taking the trains over Raton summit (the hardest hill on the Hne) by electric power. Improvement of line, reduction of grades, and even the use of electric power on mountain divisioi\s, are of course in no wise pecu- liar to the Santa Fe. They «ares^fihdaf d mqdern practice, though displayed here to an impressive' extent. Standard also, of course, is the general excellent maintenance of track , though it is noteworthy that the banta !b'e policy has been to keep the line up to good condition through the past eighteen months, while many roads were curtailing expense on this account. In the tie and timber department, however, measures more peculiarly characteristic of the Santa Fe begin to' appear. The Gulf lines of the system reach abundant timber, but the Coast Lines country is (or was) for the greater part treeless. The road has planted large stretches with eucalyptus from which, under proper foresting, it can supply an important fraction of ifsTequire- ments for ties^ The researches of the department have circled the globe, seeking woods suited for ties and structural work and for car and coach building. Lastly, and perhaps most important, preserva- tive processes for ties and timber have been highly developed. The principal treating plants are at Somerville, Texas, with a capacity of about 16,000 ties a day, and at Albuquerque with a capacity, of 4,000 to 6,OQO. For ties, crude oil is now largely employed (at least for all woods that will take it), as it has been found fully effective in protecting the fibre against decay for a term equal to the mechanical life of the ties. On woods that will not absorb crude oil sufficiently, and on structural timbers not subject to mechanical destruction, creo- sote is more generally employed.* It is th e policy of the road to u se only treated ties.jjid-iimber in new wor k, and in all replacements. Here again the work nf thp p i-pg- ent secures the economy of the futu re. The problems of water supply^ so far as concerns quality, are solved by treatment _with lime aBid^soda* about, one. homdced- treating "statIons~b«ng^ distributed over the system. The process is generally desigtle^To operate with great simplicity under charge of the local * The process of treatment is similar in eitlier-case, tliough the details are varied to suit the different penetrative properties of oil and of creosote. ' The ties or timbers are loaded upon skeleton cars, and run into horizontal cylinders 120 feet long. The head is bolted on, heat is applied by steam coils, and the air is withdrawn. Crude oil or creosote is then pumped in and the tank is kept under pressure of about 200 lb. and at a temperature of about 200 degrees F. (both approximately stated) until the gauge record of preservative pumped in shows a sufficient absorption per cubic foot of timber in the cylinder. This usually requires ten or twelve hours. The surplus oil or creosote is expelled by compressed air. The Albuquerque plant has two cylinders and the Somerville plant five. This latter, which uses creosote entirely, last year treated 3,250,000 ties, 9,500,000 feet, board measure, of lumber, and 600,000 lineal feet of piling. WATER-TREATING AND STORAGE TANKS AND INTERIOR OF WATER-TREATING PLANTj LOS ANGELESj CAL. The slacking tank and chemical tank are on the left, the small pump handling the lime water in the center, and the main water pumps on the right. A water motor on the dis- charge of these large pumps drives the other apparatus, the lime water being thus supplied practically automatically in proportion to the vol- ume of raw water passing through the big pump. The whole apparatus and arrangement is of Santa Fe design. 14 PECULIAR PROBLEMS OF THE ROAD. 15 pump man, checked by periodical inspections and frequent examina- tions by the chemical department. The -reagent solution is mixed automatically in determined proportion with the raw water. Pre- cipitation and sedimentation take place in the storage tank, the clear treated water flowing from the upper portion for engine use, and the deposited sediment being flushed at intervals through a valve at the bottom. The Santa Fe storage tanks extend to the ground, instead of being- raised (as usual elsewhere) on a structural base with a specially supported tank floor. The lower 15 feet of the tank, at first glance apparently useless, actually serves as a settling basin, and in addition this form of construction effects a saving in expense of both material and erection. The operations and costs of the water- treating system, by divisions and in grand total, are shown in the accompanying table. Summary of Water Treatment, Year 1908. Chief Chemist's Office, Topeka, Kansas. Grains -d ^ Incrustants, Av'ge. > ^ >n c w C o O . ^ u . Summary BY ^ h J ^^ ^\ (3 ^ Sf Divisions. . ^ o u ^ ^H 3 S< 3^ ""ijoji-'o.o o ti o Illinois 3S.7 3-2 3Z.S 464 189376 4996-76 .0263 858402 Missouri 28.6 3.8 24.8 3.54 165613 3967.22 .0239 S74380 Kansas City 24.2 3.7 20.5 2.92 152805 4158.87 .0272 446190 Eastern 26.3 4.1 22.2 3.17 300484 6741.55 .0224 831810 Middle 44-7 4-i 40-6 5-8o 123749 6093.69 .0491 71S724 Oklahoma 35.7 4.5 31.2 4.45 138591 3S18.52 .0253 637750 Pan Handle 45.8 4.2 41.6 5.94 75274 3693-24 .0489 397448 Pecos V. Lines 39.3 5.5 33.8 4.97 28566 201 1. 13 .0704 131467 Western 34.4 3.9 30,5 4.35 163420 5770-13 -0353 681077 Arkansas River 60.2 4.5 55.7 7.95 229257 12850.54 .0560 1956419 Colorado 4S-S 3-9 41-6 S-94 123327 3458-70 -0280 483292 New Mexico 41-6 4-7 36.9 5-27 178487 4386.19 .0245 803739 Rio Grande 31-4 3-9 27.6 3.94 61550 2979.19 .0484 231438 Albuquerque 33-9 3-8 30-I 4-30 , 307534 116145 1 -0377 1013431 Arizona 28.1 3-5 24.6 3.50 192646 7389-35 -0383 694368 Los Angeles 23.2 1.8 21.4-3.05 140859. 4455-28 .0316 444414 Valley 33-7 3-3 30-4 4-34 42874 1661-06 .0387 207510 Eastern Grand 28.9 3.8 25.1 3.58 808278 19864.40 .0245 2710782 Central Grand 39-1 4-2 34-9 4-98 501034 i9o75-58 .0373 2431999 Pecos V. Lines 39-3 5-S 33-8 4.97 28566 2011.13 -0704 131467 Western Grand 44-7 4-3 40-4 5-78 592621 23574.62 .0397 3468888 Coast Lines - ; 30-5 3-2 27.3 3.90 683913 25029.50 .0365 2359723 A. T. & S. F. Prop... 37-2 4.2 33.0 4.71 1930499 64725.73 -0335 8743136 A. T. & S. F. System. 35.8 3-9 3i-9 4-SS 2642978 91566.36 .0346 1x102859 System, 1907 32.6 4-3 28.3 4.03 2466965 87414.44 -0355 9579772 System, 1906 35-0 4-i 30.9 4-4i 19^3398 69081.46 .0361 7906233 u iH o ~ > r^ 5P '^ .-a .H u ■^ ^ +j rt CO 01 ■ n — -12; •= £ ™ s W nl >■ o H ^ -a ■£ ^ 3 S S y -^ rt O y OJ _, " •* bo tJ ^ rt u rt 2 B « - ^ fi d ID U « 3 u bo Q, 5 rt - ■ • '-"Tl *i uj u3 m* t^ t^ 00 03^04 69 00 rHMoeaoi coco Nt- coco HN 00 CO tocfua OlH CO-*-* ■^OCOCO-^CftOOCO • OS 00 « CO o OC2C0 91 O ■HNCD01W CO CO OS CO CO G4 iH i-t ■« iH iHiHi-l COMffl-*'* ^o5 o U SI 0< >4 w h O c/3 ^ 3 o X •° PI " w ^ „ ifa ? . « 2 2^ ,^ ^ ^ +- :£; « o y < h 843 -" « t- „ -H e S 5 :S m B !-, 13 5 ^ -a o o a -O o , OJ M „ M to ^ i°-S ■m £^ CO 5 rt 3 _ 5 CI. o fi O U )H O o gag en d tH m5 "HOC g -is £ -2 « * -Si 2 M &■« < - ^5 so;? "*COiHrH W ■•cHOiinoX 00 O I— I t- o> COCO"* coco IH iH iH i-l 1-1 t- t-lHOOO UiOO t-oco coco CO TJH CO OMooacacooot- ODWO^t^-^COt-iH tOWQOMCDOiHiHtt) cocoeoTHrMTtiTHcoTh rHHiHi-IMrHrHr-liH co<© O) t- 00 W P-l t-OO JOt-«3lOiH.OO Oedi-l OOOLQlOOt-, w*o _ c TS o 5 00 04 t- OS E^ OS c:p Ti4 Til -oJ CO CO oi-d d- . UMOLA iaU3'*Tt4-4iTtl hCOOOSCO «OZ>as->!HrHCOCOl-(COOOOm "4* Uit~tD rH-*OSlA>OC0 j(MCOCO00rH COt-WeoeOrHoaOOi-JrtrHM 00 (N«lO iTSOMOOOtW ikooocdcdd cooot^LOkAiot^cdt^cdcOTii d i>rH04 diAoorndd ' eoCOCOCOCO CO CO CO CO CO CO CO CO CO CO CO CO CO OOCOCO CO CO CO ■* "«*t -tj) ■«OSrHOe4 CO 64 iH LA CO '* CO CO CO C4 iH r 04 r-( C4 OS 00 rH OS O O hu'^'^ rt .S boS S • " o''rtrt•S• P^ u u o 2 toS55g- .S o o o o . . . .f. . do :K dd55.i.o&&aS SxtJ ;" . .« n « "■313 o o"*. i6 ■,^ -^ -CJ r^c^v5-« - PECULIAR PROBLEMS OF THE ROAD. 17 Waterless sections of the road are supplied by tank trains from the nearest supply point, the longest hauls approximating seventy miles. Little towns or hanilets dependent upon local industries in these arid districts are supplied by the railway water trains at figures comparing favorably with ordinary municipal rates. In some cases pipe lines will replace the tank-car hauls, one such line projected from Willard eastward on the Belen cut-off having a proposed length of about one hundred miles. PART OF THE SAN BERNARDINO ROUND HOUSE, SHOWING TYPE OF REINFORCED- CONCRETE CONSTRUCTION, STANDARDS OF ORDER AND CLEANLINESS, AND STANDARD ARRANGEMENT OF PIPING. Left-hand pipe is treated water, right-hand raw or washing water, center pipe steam. The lower connection on the. mixer is for fiUing and washing purposes; the lower valve, in the box, is the blow-off line. An interesting feature of Santa Fe practice, closely connected with water supply, is the heat-conserving system which appears in use at Raton, under constructicB' at "'JN eedles, in partial service at other points, and is being made standard for the road. This method, in brief, uses the steam blown off from engines in t he round house to , heat the water sup^jTr^ZJaiEIEEloutgoing engines are filled up again. TKiFHeat is preferably introduced in the treating tanks where it helps greatly in the precipitating reaction. The water blown off from the locomotive boilers passes into a surnp tank, where it settles', and the clear or partly clear hot water above the sediment is pumped back i8 METHODS OF THE SANTA PE.-. and used. over again for washing out, thus not only saving a i corre- sponding amount of fresh water, but avoiding the sudden cooling down which washing with cold water would occasion. The fuel situation, so far as coals are concerned, is summarized in the accompanying table of analyses, to which is attached also the result of very interesting experiments on wet and dry storage, with determinations of loss in weight and in heating power under both conditions. West of Gallup, as already mentioned, there is no coal; the prQblem is -abundantly solved by the use of oil-burning engines over practically the whole of the Coast Lines. The necessary ar- rangements of boilers, furnace, and firing have been brought to a high point of satisfaction; indeed, the delicacy and promptness with which one of the heavy oil-fired Santa Fe locomotives responds to her fireman's touch is remarkable. They can be forced to a very high rate of evaporation; indeed, they can be and are worked to a point that keeps two injectors going — ^but of course the wear of such service is hard, and the flue sheet sufife'rs from the very high temperatures in the fire-box. THE LARGEST AND THE SMALLEST LOCOMOTIVE ON THE LOS ANGELES DIVISION. Suggesting the range of traffic conditions to be cared for. The smaller engine, of the "I" class (Manchester 8-wheel) is an 18 by 24 with 1,366 sq. ft. heating surface and weighing 95,400 lb. The larger, of the "900" class (Santa Te type) is a 19 & 32 by 32 oil-burning compound with 4,796 sq. ft. heating surface and weighing 287,240 lb.; both weights are exclusive- of tender. It is in the selection or development of motive power and equip- ment specially adapted to economical service nnrler p prnljpr rnnHi- tions, however, that the Santa Fe begins tp. showjhe strongest indi- vidualttyand interest. Nowhere else in America has the compound' locomotive been given so large place. About 700 out of some 2,000 PECULIAR PROBLEMS OF THE ROAD. 19 MIKADO TYPE ENGINE USED IN MOUNTAIN SERVICE. Equipped with new two-section firetube smokebox superheater, Jacobs design, and with test- ing box on front end. Engine weighs 261,720 lb.; cylinders 18 & 30 by 32 in.; heating surface 5.366 sq. ft. engines owned by the road are of compound type. The proportion is very much larger than these figures would suggest, if we eliminate engines out of service or engines in yard and switching work and take only locomotives hauling trains on the road. The balanced com- pounds used in passenger service, based upon the most successful French express-locomotive types, have been developed to a point not reached elsewhere in the United States or in Europe for high speed with the least injury to track. Two freight types combining tractive efifort with serviceability and good running speed have been evolved — one for level country and one for heavy grades. Superheating has been introduced to a greater extent than on any road in the country. Some of the heaviest engines in service in America are at work on the big grades of the Rockies, and heavier units still are under nego- tiation. The operating officials of the road have acted boldly and per- sistently on the conviction that compounding and superheat reduce the fuel and water difficulties by increasing the economy of fuel and water consumption^ — that the compound is not only a better machine, but all things considered a more economical machine. One feature which certainly is noticeable is the great starting power which is secured in these engines by simpling them for the first few revolu- 20 METHODS OF THE SANTA FE. TYPICAL HOTELS OF THE SANTA FE COMMISSARY SYSTEM. Above, the Cardenas, Trinidad, Cobrado; below, the Castaneda, Las Vegas, N. M. tions ; and as a general proposition, a locomotive can haul any train it can start. For passenger service a steel-platform, double-bulkhead coach, with heavy bracitig-i-a.-the center to resist shock or telescoping, is the standard. The framing, length and general exterior design are the same- as the standard Pullman sleepers, giving a symmetrical aspect to the train. For freight service the road has not favored extreme capacity cars, Betng^convm^Sl^a't- statistics for the past few years show~an inclination away from effective use of these extraordinary PECULIAR PROBLEMS OF THE ROAD. HOTEL ALVARADO, ALBUQUERQUE, ILLUMINATED FOR THE IRRIGATION CONGRESS. u nits, a nd that investment in j'^^'j jl f]i'iprnp"''*^'""''tr f o the averag e service secured . The Santa Fe adheres to a type which in practice gives the maximum proportion of actual load to marked capacity. A considerable portion of the traffic nn the trap smntir ^ental line s is carried in refrigerator cars, and a large pre-cooli ng plant is, to^ be erected at San Bernardino for increasing the economy jij^L-eflSfiiancy 6i this service in accorda nce with t he latest ideas. Lastly, a commissary department suthcient to reach across the thousand miles of desert takes the form of a remarkable chain of hotels under management closely affiliated with the road. These establishments impress the chance traveler by their superior and evenly sustained service. Centralized management, and intimate connection with the transportation facilities of the road, bring the advantages of high purchasing ability in the best markets, east or west, to the operation of even the smallest of the stations. Except for the limited trains (which carry diners) the fixed restaurant is relied upon because it serves a wider purpose than the dining car. It caters to the railroad employee, the commercial or transient visitor, and the local resident, as well as to the through passenger ; and the standards set sensibly raise the level of the towns in which they are placed. In- directly and directly through their personnel they are home-makers, and home-making is a really important economic factor in the up- buiMing of much of the region through which the road runs. This summary of the salient features of the Santa Fe road and it? 24 METHODS OF THE SANTA FE. THE ROUND HOUSE^ RICHMOND^ CALIFORNIA. POWER HOUSE IN THE REAR. The left-hand portion of the round house is the original structure. The right-hand part, built since the earthquake, shows the modern Santa Fe methods in contrast with the old. operation, necessarily brief, is intentionally made broader than the scope of the articles which will follow. Each feature touched upon is in its way an expression of a single and definite policy. Each has its" proportion of influence in a certain result. This result is the at tain- rhent of determined standards and of assured jDrofit in th e manufa c- ture of"~transp5rtation on an immense scale, across unoccupied and unproductive country, and amid forbidding difficulties. Each of the institutions mentioned is the deliberate expression of a conscious pur- pose of the management of the road, and each must be noted to get any fully rounded image of the whole achievement. The following articles will take up in closer detail the distinctively manufacturing features of the system in a stricter sense — that is, the stores department, shop methods, and bonus work; and a concluding paper will outline the relations with personnel as exhibited in the ap- prentice system and the welfare institutions. Chapter II. THE STORES-KEEPING, SHOP-ORDER AND "■' WORKS-ORDER SYSTEMS. RELATIONS between 'the Stores and Mechanical departments of the railroad are necessarily intimate. The one is custodian of materiarand'the other of its eniployment. On the Santa Fe system the relations' exhibit phases of peculiar interest. The betterment work of the road includes as" an important feature the centralization of all manufacturing at Topeka. It is true that on ac- count of the great extent of the system 'and the inconvenience of referring important work to too distant a center, a tendency is de- veloping toward the establishment of a second manufacturing organi- zation in the San Bernardino shops — San Bernardino manufacturing for the coast lines and Topeka for the remainder of the system; but at present, with only immaterial exceptions, all new work and all tools and supplies made by the rdall for its ow~us? ~are m anufactured in Tqgeka and^ distributedTo^the division points and shops. The policy, in brief, is to separate manufacture and repair completely, to apply only finished m aterial to engines or rolling stock under repair, and to direct the issue of that finished material exclusively through the stores department, whether it is bought from outside manufacturers or' is made in the shops of the road. ^VVTtH~Tepaifs h~6T' fequif ing material from stores, of course the stores department has no concern; nor has it any function of control over the shops in the manufacture of materials ordered for stores. Each department handles its own internal affairs and adopts its own policies to secure efficiency. At all shops except those in which jxtanu- f gcturing is centralized (that is, substantially all except Topeka and to some extent San Bernardino) the work done is_wholly repair. But Topeka is not only a very importanFrepair shop ; it is also the manu- facturing shop in which the road makes for itself, on its own order, 25 26 STORES KEEPING AND MANUFACTURING METHODS. 27 such tools-, parts and ju2Blies_as it can produce to advantage in preference to buying them from outside manufacturers.- So far as these ttenis are 'concernea7~ir~deaIs with itself as if it were at the saine'lime an outside manufacturer, the stores department repre- senting the purcKasing' element in"the transaction and the mechanical department the sellers. OFFICE END OF SANTA FE STORE HOUSE, NEWTON, KAS. Showing standard type of building. All shop orders, therefore, originate in the _stores department. ThesBops oh~receipt of the order make requisition on thF*stores- keeper for tlie rough stock, and return the finish ed mate rial to stores. TiTisTiords true noFonly for standard material, but for special work. It would hold true, for example, in applying new cylinders to an engine under repair at Topeka, although, of course, in many cases of work in progress, delivery to stores and reTssue on fequTsition takes p"Ece"in the'accbiT nts only^[ ^tid~tKe piece which is thus constructively transferred may be actually taEen direct from the machine to the engine~bn the"efecfing fToor. ^ ~ 'the systematic'pursuit of this policy, therefore^bring.s intn.thf custody and mto the-^^ouhts ot the"stc?r gs"^ epartm ent a cons iderab le stock of material and~~a considerable range of transactions which, under laxerl netRbds, W0WW"]n CTr reach^thelvlew-of any^effietaffii^rer than the local m ec hanical m an. Beyond this, the custody o-f the Santa Fe stores department is £xtende! ^^m- ^Kb ^^^^B 1 r! 7 ^ M '- ift ' "^ ^ » ^n ^^^^fel^P m^^^ "^ Mi -H ^^Kt^^Kt^^i^K, 'wKs^ ^ f 1 ^ *« ' ^^ IMS ^BvKsrl 1 S 1 ^fiaJ i i ' O ^w H Ih*^^?! 1 ^ i 24 1*! S ^ IS so bb ^H^'^^ul >js (4 ^ u B J3 O Is: ? - O C "^ » n ^ u < ■g'S .-3 ft eg o _s .s -i^ 111 p ^ m .3 ^ s "o en ■a is < o ." i s IM •s, c p4 Sl J3 c < fu __:''^g^''% s ^s.-m ^''?r:jsr? ■" ,7 ■ 1~~Z. -:*««^r«4Se ^Iplt'.'ijjti,^::^ II lillllM^I COAL ELEVATOR AND CHUTES, CLOVIS, N. M. Adjuncts to the fuel-supervision system of the Santa Fe. The co ntrol of J[ue_l.j£.o vers both , r.eceipt«aad»isaae. The former is notable chiefly for the provisions to preveiit loss and waste , and for tHe" peculiar proHeiTis arising in the accurate accounting for fuel- oil stores because of the character of the material. The issue is remarkable for a s ystem which extends to the ,CQm- pilation of daily reports showiiigLthe argom it.. used^ ^ ch d ay on each run of every locqmoti ye on the s yst em . These reports are based upon tickets made out by th e fuel foreman for every quantity issue d; the form isrnled out m triplicate, one copy being given to the engine man, and another sent to the fuel supervisor. The miles run bv th e loco motive are taken from th e train sheet, and the statement ulti- mately reaches stores headquarters with all records reduced to a unit basis of pounds of coal or oil burned per 1,000 ton-miles HaulecrTSr STORES KEEPING AND MANUFACTURING METHODS. 41 OIL DEPARTMENT IN NEW STOREHOUSE, CHANUTE, KANSAS. The- oil is stored in tanks below ground, and delivered in automatically measured quantity by compressed air. Any drip or spill is returned to storage through the pans under the spigots. each engine and crew. The records of the several eng ineers making eacn re gular run are averaged, this average .b eing taken as a standard, and returns are made to the operating officials^ so .that cases' of occessive Tuel" consumptiojican be investigaifid^ and if expedient the INTERIOR OF PAINT SHOP, ALBUQUERQUE. A MODEL OF NEATNESS, AND AN EXAMPLE OF SANTA FE IDEALS. 42 METHODS OF THE SANTA FE. ^ ^ ^ ^ ^ ^ — tt ^ s g»ii> 5 i "^sl" 1 i: a=5o| ,, n 1 a IllM d 04 00 oc * ^ P |i..s .2 3 1 11^ H 1 ri o o ot 00 5C o ^ " a S ' :; i:: s Hi s S _s a s fFt ij ta ^ ■^ Pt 1 'n s r ^ w § a " V o H H ^ s « S *" i-? s; S •es 5^ 6^t 2; oS o . a> t- «) CO n [A a, fO 5 y 3 o ift o S2 - 00 00 2 - 2|S '° ^ O •-: [I. O tc S -S ShT3 — a 3? J3 :£ m = ■e P 1 1 Le.' 1 [L. E CO j3 .a s ^ H 1 E K 1 r _rt O H >- > p; 03 M ffl' B ^ „ h S^ pi tf ti p O |l " M M u X O E ^ "^ K J2 O - 13 a: ^ ■ rt rt - Pi ■5 S W loj ■*-• M o g, S S "^ H K H -g >■ -r. gU § O W ^ H •£ ^ I 2^ w +j o c a; O " ^ Pi "^ 3 :S - 6 — .s c s c "i c J 5 &■ M O "^ g-g. §1 " ■S si W & 3 "oil >< " S' '-' SPra H =•& 2 .S " i •- " c4 rt •5 a 10 I-! H ji M -t-> « C o ;x o 2 S ! ■« !» •-I .5 {> -Q 00 a-g p -^ attention of engi- n e e r s can be called to their ex- travagance. The system is diligent- ly followed up, and if^ an engi- neer reported as wasteful contin- ues to show Bad results,"" further inquiry is made as to what has been done in the case. Very inter- esting conditions are disclosed by these returns^ — as, for example, that a certain engineer may use his fuel very efficiently on uphill work, as compared with other engineers making the same run, and yet ap- pear the most ex- travagant drifting back over the same run. The daily fuel, records then make ^n elo- quent appeal for the road foreman of engines to show that engi- neer how to han- dle his fire when drifting. The 814 repof t is shown STORES KEEPING AND MANUFACTURING METHODS. 43 Form 1188 Standard Santa Fe (Insert name of Railway Compauy) Fuel Performance of Engines, Engineers or Firemen. Total EDgine Miles Total Ton Miles Pounds of Coal or Oil Consumed Average Pounds of Coal or Oil per 100 Ton Miles Average Tons Hanled per Train Total Money Loss or Gain due to Performance sliown, Based upon Average Cost per Ton Mile Gain 1 The Engineering Magazine FORM 1 133. FUEL PERFORMANCE OF ENGINES^ ENGINEERS OR FIREMEN. Original is 11 by 17 in.; made out montiily from the 814 report, on tracing paper for mul- tiplication by blue-printing; posted at all roundhouses so that enginemen can see their performance. The left-hand space (not shown) is for individual names. When these re- ports are sent out, the stores department calls attention of superintendents and master mechanics to enginemen whose performance can be improved. Continual exhibition of these figures to mechanical and operating officials, dispatchers and engine men is expected to reduce the differences in economy and raise the general level of performance. herewith. It i§j;eturned daily tc^ sjiggrintendejits andjiiaster_^ ics with a letter calling attention to excessive consumption of fuel. IT the weather was good and'trains'moving on time, tKe~masfer ine- c^iic calls, oiiJlie.xugineerior explanations; it the. engineer has been delayed after he was called, or on the road,, the. explanation is sought from the dispatcher by the su perin tendent. The fuel was turned over to the stores department for two lines of the system in the autumn of 1907, and for the Atchison proper on June I, 1908. The fiscal half-year ended December, 1908, showed a decrease in fuel consumption, on the ton-mile basis, of 6.4 per cent, and in value of fuel consumed of 16 per cent. It has already been noted that the stores department originates orders for supplies to be manufactured in the shops of the road, just as if the shop were an ordinary commercial establishment wholly independent of the railway. Furthermore, t he shops m anufacture nothing except upon order of the s tores departm ent, i he handling ot the "Stock""C shop" Offers" covering the manufacture of material, after they are received, rests wholly with the mechanical department ; but if work should be slack an d..th£ suBsdnteudeaL-of, shops jiesires to keep his plant busy on standard material, he c an do so only after Ihe issue 01 shop org^fyfty th6 general storeskeep er. - psnSig 1 JOqi'T -pnij 39Ua[ " fl £ C3 OU a o ¥ n (A Fd 4J ^ OJ dj cd 'ea en i/i W 2 ^ .t: « bo go Is = B 2^ w « ^ O 4) « 0) ?J c en SI--5 ji M ° Q •s-= N " c D c " Im c -S "* c pj' :s = W METHODS OP THE SANTA FE. (Form 5012 StandarJ) Santa Fe STOREKEEPER: The following material on your Order Ko. _ finished and ready for shipment ; -ItllLnot l!L}t]J3_ DESCRIPTION OF ARTICLE C/fmyQ^ ^KSiJn . K. 19. ni^f?^;r-n^^ ^ £1L. -^•^^^^vvjtoj The above material inspected aud checked by me and found to be in accordance with specificatiODs and drawings. The above material received by me in good condition this date. The sugerintendent of shops, upon receipt of the shop order, directs it to the department in which the work is to be done. Requisition is tlien made upon the stores depart- ment for any material needed, using for this purpose the form shown on page 45 and sending it to the foreman of the ma- terial gang with a deliv- ery slip attached for presentation at the store- house. The storehouse foreman fills the requisi- tion, retains the 1071 form for his depart- mental records, and re- turns the delivery slip with the material by the trucker, having first af- fixed his O. K. as assur- ance that the material is on hand. The foreman of the material gang then sends the material with this delivery slip to the workman at the machine designated ; here the slip is again O. K.'d to show final delivery to the job, and then is returned to the shop-order foreman. On all engine work the 1071 form is made out in duplicate, one copy going as before to the store- house and one to the office of the superintendent of shops. When any material made on shop orders is finished, a shipping form (2012) is made out in triplicate by the foreman completing the order; one carbon copy is retained in the mechanical department, the original and the other carbon going to the stores department with the material delivered. The stores department retains one of these two copies and returns the other to the mechanical department as evi- dence of the delivery of the material. The form is made out for all completed orders, even if the material is not delivered into stores at all but is applied at once, or, as it is called, "issued at the shops." Ji .Q^^ Qy Siorekeeper. Tlie Engineering Magazine FORM 2012. SHIPPING FCRM. Original is 5% by SJ4 in. Used to notify stores de- partment of completion of work ordered on 1065 forms. See below. STORES KEEPING AND MANUFACTURING METHODS. 47 Forui 125fi Staudard 1 Santa Fe] The Atchison, Topeka & Santa Fe R'y Co. FOREMAN'S ADVICE OF WORK COMPLETED SliopCIerk: JO.GSl._i.ci 190.0.- All work chargeable to S.O.No... 7/.. U.U.L. has been completed and delivered to ^±^1. ^I. The foUovviug orders issued ou Store Department for material : __- .......ASZK.£:.3l..... . JS:J J57 Material ubed E,™ stock on W.LJURY back of this Foremau TJie Engineering Magazine \ s h3 g < s> H fe IS s OS § g a J3 8 a S a a M ■a s .3 a FORM 1256. NOTIFICATION OF COMPLETION OF WORK DONE ON SHOP ORDER&, Original is a card 5J^ by 3J4 in. The lower figure shows the ruling of the back for entry of materials used. The use of the form is explained below. Finally, a completion card (form 1256) is issued by_the shop foreman upon the completion of every shop-order job. It shows on the face the number of the order finished, andjon the back the num-_ bers of all requisitions for material drawn on_aceQuat_aLthe.jJi;der. T ETs goes to the shop _clerk and' is,. f oxwar ded .b -V-thg ,, mech anical H{^- partment to the stor es departme nt. J^ or handhng the w ork inthe Topeka shops, the mechanical de- 48 METHODS OF THE SANTA FE. partment has developed a most interesting application of thejcentral- iz'mg principle, individual enough to invite careful attention and study, and suggestive of large possibilities of use elsewhere. The conditions are highly complex, work on shop orders for stores, for immediate application, for outside points, and repair work of all kinds and of all degrees of urgency being in hand at the same time. On an aver- age, about 60 per cent of the whole activity of the shop is given to manufacturing and about 40 per cent to repairs. Date Dep't. No (Forui 1181 Staud.ird) Santa Fe WORK ORDER No. 0172 G Man No Charge S.O Machine No _. Name .._ _ Engine.... — - - — _ Account.. .Schedule No. Schedule Time _ __ Schedule Cost __ __ __ Operation.. _. _ Defective Actual Foreman The Engineering Magazine WORK ORDER. ISSUED BY GENERAL MACHINE FOREMAN, TOPEKA SHOPS. Original is a slip 5 by 3 in. in size. The handling of all work is centralized und er the general machine fore man" wit Tfthe laid'of . a. TStspatching- system, ami. „a .record "board, by which the work under way or the work accumulated at every machine in the shops is immediately under the ey^e_of the offi- cial responsible for progress. The'urgency of each job is determine d by lts~cH aracte r — whether it is for stock, for repairs to shop machin- ery7ToF"engines under repair by the established time schedule (to which reference will be made later), or for rush jobs. The machine foreman has before him a large record board, divided into three parts corresponding to the three great divisions of the shop, each part being sub-divided into a large number of rect- angles representing the individual machines, and distinguished by the individual machine numbers. This ruling and numbering is done on a large sheet of manfla paper covering the whole face of the board, over which is placed an open metal framework of narrow strips corresponding to the rectangular rulings of the board. When a work order has been assigned to the machine where it can be done in best STORES KEEPING AND MANUFACTURING METHODS. 49 MACHINE-SHOP DISPATCH BOARD, GENERAL MACHINE FOREMAN S OFFICE, TOPEKA SHOPS. One section, showing the manila paper backing, tin rack, and arrangement of work-order slips under machine numbers as explained on page 48. There are three sections, corresponding to three divisions of the shop floor. accord with the requirements of its own special case and of other work in hand, a work-order shp is made out on the form shown opposite and sent out to the workman on the machine to which the job is assigned. A brief description of the work order is immediately written on a small paper tag, the color of the tag used indicating the character of the job. A white tag is used for work on engine parts IN THE TOPEKA SHOPS — THE CENTRAL MANUFACTURING PLANT OF THE SANTA FE. At the top, a corner of the blacksmith shop, showing heavy hammers and oil furnace in background; next the power machines in blacksmith shop for making the forgings shown on page 28, at the bottom, the main or center bay of the machine shop; heavy machines are in the bay on the right of this, and light machines in the bay on the left. 50 STORES KEEPING AND MANUFACTURING METHODS. 51 which are to be repaired, machined, etc., and put back. Bhie tags indicate new work for engines ; pink tags, repairs to shop machinery, etc. ; green tags, shop orders for material for the storehouse or the road ; and red tags are used for rush work. The tags corresponding to the work orders assigned to each machine are sHpped into the space on the record board corresponding to that machine and desig- nated by the machine number. Telephone connection fr^mthis board to various parts of the shop keeps the foreman constantly informed as to movement or progress of work ^wtffioinr the need of "personal v isitation . The job on which work is being done is always represented by the uppermost slip, while any others filed below show the work ahead of that particular machine. When a job is finished, the work order is returned, the tag representhig it is removed from the record board and the time shown on the work order is copied on the manila paper underneath. On Saturday night the metal frame, still holding all its tags representing unfinished work, is lifted ofif; the manila paper sheet which now holds the time records of all jobs finished during the week is removed, is cut into sections corresponding to the machines, and these sections are filed away under the individual machine num- bers. A new sheet ruled and numbered in the same way, but other- wise clean, is attached to the board and the metal frame holding the slips for all work still unfinished is replaced. The work orders after a job has been finished and its tim e entered on the record board p-n to the bonus clerk. Work orders are made in triplicate. One copy is sent immediately to th'e~bohus~3eparfinent~when the job is given out. One, as just mentioned, goes to the workman to be returned when the work is fin- ished, and then goes to the bonus department with all time entries completed. One remains with the machine foreman for permanent record and is filed according to the job number. Two complete files, therefore, remain in the office of the machine_foremanj_one^ by con- secutive Job numbers, one_ by consecutive .iimea, on every machine. It is thus po ssible to refer tedc. for any information desired, or to fix ' responsibility f or any wo rk done, withoiit the J^st difficulty or delay even atter the lapse of many month s. ^~ An improvement m details of this system had been under experi- ment for some time when these studies were made, with very success- ful results. Under this new system, instead of writing out separate tags, the triplicate of the work order is used. It is punched with two holes and placed on hooks under the machine number on the board, the order for the job the man is working on being placed on top if 52 METHODS OF THE SANTA FE. r^'oSlix) ,o5Gi, qsL^i f^fcS, 9"^' I °^'^^ \ 1 ' 'L my m(o^ p^tV- ,0369 , 'f63 , IS6¥ , SECTION OF NEW FORM OF WORK-DISPATCHING BOARD. The work orders for jobs assigned to the machines are hung on hooks under the number corresponding to the machine on which the job is to be done. several orders are assigned ahead to any one machine. When the job is completed, and the original works order is returned to the office, the operator takes the triplicate off the, board and copies upon it the starting and finishing times and the time consumed, and then files the triplicate consecutively under the machine number. This system is believed to show advantages, as it avoids the labor of making out the slips and of copying the time records and other data onto the sheet, and it avoids the annoyances occasionally experienced under the old sys- tem from the loss of a tag on account of the tin rack becoming flimsy or out of shape and letting the tag drop. It also makes it easier for the general foreman to refer to past records, if |ije,h4S.a. job for which there is no schedule, and thus to obtain data upon which to gauge the estimated time; for it is "to" be noted that under the Santa Fe effi- ciency system every job is scheduled, and if lio schedule exists a careful e strma te is made jlu^ is .j&nal-for-bonus calculations, at least until the work isjrestudied. We are thus brought to the operation of the efficiency system, which is so vitally important in the Santa Fe policy for economy of maintenance, and which will form the subject of the next article in this series. Chapter III, MANUFACTURING POLICIES FOR THE ECONOMICAL MAINTENANCE OF MOTIVE POWER. THE demonstration of Santa Fe methods which has been most noticed is the "betterment work," carried out extensively in the mechanical department, particularly in the work of re- pairing locomotives and freight cars, handling miscellaneous supplies on engines, and in other shop and road operations. The principal elements of this work have beeiCfirst, the centralization of manufac- ture at shops best fitted to do the~work for the entire system, with co^equerUjyithdrawal_of_:HiOT outside points f second, standardization of parts, ^ of tools, and of operations ; thim, supervision o f tools and metho ds,,, the: ori ginatio n and application of special tools, jigs, anddevicesJLCL--fa«*l*terte— labor and increase output, and the beFterment of machines, motors, shaft- ing, pulleys, belting, etc™ so as to remove causes of inefificiency and dela^ ; fourth, the reduction of labor cpsts^nd the increase o f effic i- ency ^h all shops , main and secondary, by the application of a sys tem of individual reward for effort through payment of a bonus based upon efficiency Jo wisdom expressed in the advanced manufacturing systems of the day is greater than the wisdom of recognizing that the efficiency of the whole organization is the efficiency of the individual workman, and that the efficiency of the workman is secured and stimulated by providing an adequate reward proportioned to his production. In de^ vising and applying methods which make it manifestly to the men's interest to produce with high efficiency, the Santa Fe is abreast with S3 54 METHODS OF THE SANTA FE. J ^ « -< rt P 1 H I" h to n h) a g O B. C^MJ 1 f 1, 1 ft) S fS w « ^ ti K u. « o « 1 m " B 1 *<; i p ** ^B O M H B EL, a> 3 a. to - s s S a, ~l i s CO w p g < s w n "* CO M U HI « » B a — B 3 — 1" 1 11 >. 1 — |-J8 , ^" a o 1 «i S -i P: Ph "isi 1 a 1^ M g s > o e- 2 S hH ^ _E^_S 3 * ■A M i i ■3 H a g- 1 s o H— >« |2i pill pi ^ 5|«= 03 H s i| s -I Lfl Jl 1 ^ g ^ tf I'g O 1" OQ fH ^ — Ci_ Is 1— B > — S is H S — gl B 02 H m ir^ il S f* ■s 1 (5 go 11 d) * !fl T) a fl fl „ Ml 68 EFFICIENCY AND BONUS SCHEDULES. 69 ne cessary, to allow f o r the m. For example, stripping an engine which IS to be handled by a crane (as at Topeka) may involve the removal of parts that need not be taken down if the engine is to be handled by a hoist, as at Albuquerque, or San Bernardino. Standard schedule for stripping, then, will cover only the work common to both cases ; a supplementary schedule will provide for the remainder. This sup- plementary schedule, though applicable only to shops equipped with cranes for locomotive handling, nevertheless will appear in its stan- dard language in the schedule books for all shops ; but where no crane is installed, no time will be fixed for the schedule. The standard time will be inserted if and when occasion arises through installation of a crane. SANTA FE TYPE FREIGHT ENGINE ON KNOCKDOWN TRUCKS, SAN BERNARDINO SHOPS. These trucks allow repairs to be- made without the use of blocking; they consist of three pieces — a strongly riveted frame of old channel iron, and truck wheels in free bearings; they are easily knocked down for storage. ^The great purpose of this standardizin^[^Jboth.as to operations and times, is__toj^lace all work under the "efficiency syste m'' of bonu s award , which is perhaps sufficiently welPunderstoocTto need no ex- tended explanation here. Under this method, e mployees j T£_paid-by day wages, but are stimulated by an additional bonus proportioned 70 METHODS OF THE SANTA FE. I ■ JAPANESE CAR REPAIRERS APPLYING WHEELS^ LOS ANGELES REPAIR TRACKS. IWith this simple drop pit the cost of removing and applying one pair of wheels is reduced to 85 cents. to their rnonth) efficiency efficiency a considerable perjod^of time (usually a in_ this sense being the ratio, between the -actual record of the man, or the time he takes for a geries of jabs,, and the staHHard or" schedule set for him. The anjount of the bonus is de- termined by a standard table fixing the perceli%g«s of wages for time iactually worked which is paid in addition as bon^at any determined rate of efficiency. This table grants no bonus bejfow 662-3 per c ent efficiency — that is,, below the rate of wqrkmg at w hich the m an Jakes iy2 the standard time for^completing his Job'; but from thatpoint Upward itallows bonus on a rising scale, whi ch reaches 20 per cent Additional to actual wages at iQO"ger cent efficiency (or the comple- tron'o"flher"]6^Tfi'the- standard time) a nd thereafter adds i per cen t pf wag es as bonus for each additional i _per cent of efficiency. The estimation of bonus by c ontinuous record over a montl3 ,&. jfji!:;^ ^ in- stead of by sepa'rate jobs, enmuragef; met) {^.r^d foremen tn plan ahead an d to arrange their wo rk to the best advantage. Ihe hxation of stajida rd Brne for each opfflation is manifestly of importance equarto that of standardizing the operation itself. Great'care'is"exercise3"in this part of the work to weigh~*and to allow for all conditions and possible interferences. Jgast experience, is. n ot ,the only guide, nor is the ability of the fastest worker taken as the standard, for this would dishearten meii who could not possibly reach EFFICIENCY AND BONUS SCHEDULES. 71 his extreme facility. Conditions of environment or equip ment ten d- ing to prevent high efecien cy are diligently sought out and re medied. It iFmade possible, "soTar" as lies in the power of the management, for the men to work at high average efficiency. And in the final fixation of time schedul es for each shqp^ local ^nditiohs (material, meCnarnicai, person^) *are "given their full weight. Therefore , whil e anj sn've" sched^ile in "!Ke"23,boo already referred to i s identical^ in language and in interpr etation for ever y shop to whic h it applies, the standard time set for i^s performance might be different in each of these shops, according to local circumstances and facilities. These varying times are designed to express and to embody, for each shop, its own special advantages or disadvantages of machinery, appliances and labor, and by the arithmetical inequality of the time figures, to put the shops on an actual equality as tOi&e-bases from which their ■eTKciency is reckoned . -V^ TTmes are generally on a one-man basis; if several ^men are en- gaged on any job, the time is cut proportionately. It does not always 1lO"M ' tf ue^^'^f "coiirse, that four men (say) can finish a job in one- fourth of the time required by one man; they may take less or they may take more than one- fourth; nevertheless, the ratio is fairly true in the average, and its systematic application tends naturally .to-jnake foremen and workmen co-operate in keeping the most economical *•- .^.-!- ■>» W'® ' *-'*^HjjJl'^ ■ >4 ■:4»tt.. mm3. w. i^^S. ,±jj^ . %-^, BOLT CUTTER FOR WORKING'OVER SCRAP, NEEDLES (CAL.) CAR DEPARTMENT. An efficient device made in the shops from an old air-brake cylinder. Installed near rip track to save time running to the shop. SO)—. 72 EFFICIENCY AND BONUS SCHEDULES. 73 force employed under each schedule, because there will be fewer to^ divide the bOllUS. [i. a man is employed for part of the time on one joband then rnoved elsewhere, his, efficiency for the part job is deter- mined by the total time taken by the gang. ECONOMICAL PERFORMANCE OF BLACKSMITH WORK, LOS ANGELES. A small forge placed near the freight-car repair tracks is served by a Japanese smith and helper at 23J^ and 1754 cents an hour, respectively. An exception to the one-man time basis is made in some depart- ments of the shops. Where_work is so varied and dejtailed_ in char- acter that individual schedules with minute record of operations are impracticable7"or would involve an outlay of time and work wholly disproportionate to the small possible gain, " pooled schedules" a re in use. These are based on careful and accurate time study of opera- tions per formed by a grpup^f men, and a sEaa35x31timE-ia thus fixed f or calculation of bonus. An example is afforded by the schedule for handling engines at the Richmond, Cal., roundhouse. Standard time of 3.2 hours is allowed for all work necessary to give an engine proper care when it is turned at this terminal, and a bonus is paid to the hostlers, hostlers' helpers, boiler washers, sandhouse men, and call boys, a ccording to the ratio of standard^ hours to the actual work hours fo r each month . The standard efficiency table is used to 74 METHODS OF THE SANTA FE. HEATING A COMPLETE SET OF TIRES FOR PLACING, BY USE OF A CRUDE-OIL FIRE, SAN BERNARDINO. Removing and replacing a set of six tires by the old method took 36 hours, used 60 gallons crude oil, and cost $10.32. The new method requires but 22 hours, uses 30 gallons gasoline (for removal) and 12 gallons crude oil (for replacing) and costs $6.49. compute this bonus, which i s then d ivided^jmong^allth^^ i nglo lie ^ ^^^TO'F™^ Mechanical operations are reduced so far as possible to units — so rnucfrtinre periiTch of'Hr'TlTTiigT^^ lOO inches of chipping or caulk- ing, per loo flues cut out, or per loo rivets driven. By building up total times with these units, or by applying the units in connection with standard job schedules, remarkably close provision can be made for the apparently complex and difficult work which may be necessary, for instance, in stripping and repairing a wrecked locomotive or car. For example, the job of taking out a locomotive frame may be stan- dardized and scheduled. Special difficulties not contemplated in the schedule, such as stuck bolts which have to be drilled out, will be cared for by applying separately one of the unit schedules for bolt drilling' af so rnuch per. inch. As both the main and tlie auxiliary schedules are bonused, the workmen have an incentive to exercise VARIOUS METHODS FOR PLACING AND REMOVING TIRES. The upper view shows a very convenient application of portable gasoline tanks and burners, used at Winslow, Arizona. The lower one illustrates a burner using crude oil, with a shield to carry the flame around the tire, in use at Raton; total cost, labor and material, H cents per tire. 75 76 METHODS OF THE SANTA FE. their best judgment and foresight in preparing for and meeting the conditions and in accomplishing the results with the highest efficiency and in the most economical way. • -7^ An impo rtant featu re of the Santa Fe schedules, which will liave become apparent from the illustrations and examples given, is that while they specify exactly what work shal l be done they do not-s o rigidly define methods for doing it as_ to sterilize initiative and ac- t ivity in'devisi ng'^Tproyements. On the contrary, marked individu- ality appears in the spirit and detail of management at the several larger shops. The policy .^of constant .effort for improvement- of efficiency is general; the performance by which results, are accom- plished reflects the personality of the local officials. Some of the il- lustrations accompanying these articles illustrate very interestingly these diversities of method for performing the same operation in different shops. The aim of the mechanical department is to -fester all promising^ effort of this kind, and when a local shop de«.is£S_a..,aSBL economy to adopt it and make it standard for the road. ■"" Alert and consistent administration of the system according to this principle will surely result in a continuous betterment of shop practice and progressive lowering of maintenance costs, while frank and fair recognition of the sources of such improvements will provide the best possible moral stimulus to the personnel of the mechanical department. Chapter IV. ADMINISTRATION, SUPERVISION AND EXTENSION OF THE BONUS SYSTEM; IN administering the Santa Fe bonus system, the essential purpose is not rigid maintenance of a fixed form under hard crystallized conditions, but continuous adaptation of a living organization to an expanding system. "Administration" and "extension" are there- fore practically synonymous terms. The preparation o f the 23,000 standard schedules referred to in the preceding article is manifestly a gjigantk work, and a work which even when once substantially completed must still be sulyect |Q..XiafliiaUsy^eadjustment under con- tinually changing conditipiis. At present, as already stated, the re- "cognition and outlining of operations, and their scheduling with suffi- cient definiteness for bonus purposes, has covered most of the jobs done in all the shops of the road. The reduction of these schedules to standard form and standard wording, which is the next great step, is making rapid progress coincidently with the use in daily work of the schedules not yet fully standardized. The preceding article in this series renewed the main outline of this work. It remains to consider the executive force by which it is carried on, and the methods by which standardization is reached, first in the definition of the work expressed by the schedule, and sec- ond in the time fixed for each schedule at each shop. These times, it may be well to repeat by way of reminder, are determin ed b v local COnd itinnS "^^ pgnipmpnt^ farilifi ps, labor pf r , and may vary considerably as between differ ent shops on identically the same job. 77 I«)0X suiij. no oinjx auiix 110 sutix 9}Ba euiB^ li IP ■a a S}D8jea: •si IS •jq — >*<^ll!J i l»4S .111 H L ftS (^ a s s a p, K a a "o^xeo i2 'O " s » r^ .s& 5 S E " S i- o ^1 ' ^ " S oj o *5 P.UH o ..s •« s & 3 « 9 "^ . " ** o •5 K o u S u & 9 0) I S c o •S II" i •^ TO 5 " tj u" B a; oj o o § c St H " §:& Si Ss'S 3 o ^ ■" <« J g -S U « i" « c N^ 0) o 1:3 m _(, rt C S rt to K 5 3 o ■a -g c - o ^ S-5 O-S 3 ■ "S &!' J « a c ?> rt rt e " a " CO «. "LI a « m •^ ■s s « ° £ g ■" '" a O t-< o 2 ^ +j ii ■*-> iH 78 EXTENSIONS OF THE BONUS SYSTEM. 79 Each of the four grand divisions of the system has its general bonus super visor, and each large slrop has its local supervisor/ The determinat ion of the standard times is ma de under the jurisdiction of the local supervisor. His time schedules are then submitted to the general supervisor for criticism, and comparison withth e time s fixed for similar operations at other points on the division can thus^ be made. The figures next go to the master mechanic for approval, and having received this they become as a rule operative, at least tenta- tively or temporarily. They must, however, be submitted to the mechanical superintendent and to the assistant superintendent of motive power, successively, and they do not become finally and per- manently operative until the assistant superintendent of motive power has "returne^'thFm with" his cohfTrmation. ~" ' ~" Saiiln Fe Form 2089 Staudaid INDIVIDUAL EFFORT SCHEDULE Schedule No. Macliine,. Shop Cheelced by Standard Cost Standard Time __.. Standard Kate Standard Bonus Annrovedbv Master Mechanic Ulechauical Superiuteudeut Approved by Bonus Supervisor Aast, Supt. Motive Power The Engineering Magazine FORM 2039. FORM FOR SUBMISSION OF A NEW SCHEDULE FOR APPROVAL. A thin sheet 8 by 5 in. Made out after a schedule has been prepared by careful time study; a detailed description of the work is filled in, with the other data indicated, and - signed by master mechanic, bonus supervisor, mechanical or shop superintendent, and assistant superintendent of motive power. After final approval, the six copies provided are filed in the -offices of superintendent of motive power, assistant superintendent of motive power, mechanical superintendent, motive-power accountant, bonus supervisor and master mechanic. The local bonus supervisor has charge not only of the initial fixing of standard timesT'but also of seeing that schedules after adoption are^ properly applied. He also supervises all general better- ment work such as standardizing of tools, introduction of improve- ments in operations, etc., and in connection with the general foreman &) METHODS OF THE SANTA FE. V^O HI »nO «I »nO "I 1 ■1 Biixa U00UJ[9?}V Sninioj^ i a i o o 01 a B 4i 2 00 5 1 il 1 =■ p; -a s OS s ■g 1 ft 1! 1 § II g o E3 o f L _ K O .. o Si H g 3 u rt Sj u -S w ^ § ° *' a H 5 rt " W C 'Jl ^ S ° Si t. < •- a; S g o oj T3 J .a „ « < S S g a " S en ^- _ M H M i; H 'S OJ °* O ? ^ oj g » o S o u li; o " K h ■^ -S ffi "^ E S 2 M '+3 "^ en Ji 1-j t; js " > o « « £ =3 E^ " S « -o 5 -a B- g 'iS S-2 he follows up the time schedule for engine repairs al- ready described. In each dep art- iTierjLjaf-ihfi. shop, roundhouse, etc., there are time- keepers w h o s e duty it is to record, from~pei-sonal ob- servation, every joK upon which each man is en- gaged. These time- Tceepers, and also the clerks who compute bonus from the time- keepers' records, are directly sub- ordinate to the head bonus clerk, who in turn re- ports to the master mechan- ic's chief clerk. The work of the timekeepers in re- cording the jobs and of the clerks in computing bo- nuses is checked at intervals by the traveling motive- power accountant. This establishes intimate connec- tion between the efficiency work and the accounting EXTENSIONS OF THE BONUS SYSTEM. ,.-.„ 8i For 11 2202 Slaudnrd Y EAR in BONUS TIME RECORD DEPT. NA"\TF. NO. RATE MO. MO 1 Effipifliifiv ^ "Rn nus $ V.fftoioitfv E* ■RnniiR ift I 1 Car No. or Charge Date Houre on BonuB Standard Hciiirs Dufei-tive Work Car No. or Charge Date Hours ou Bonus Stnudflvd Hours Defective Work Deduction e^ - '■'^ •^ ^- Total Total The Engii eerin 7 Magi tzine FORM 2202. INDIVIDUAL BONUS TIME RECORD CARD. , Original is a stiff card TA by 65i 'n-> ruled alike on front and back with three entry sec- tions; the reproduction shows but two, on account of page scale. One of these cards is made out for each workman, and is filled with his records for all bonused operations for one month, the records being taken daily from the 1854, 1241 and 1803 cards. At the end of the month the totals of standard and actual times are taken, the efSciency of the man is com- puted, and bonus paid accordingly. These cards furnish the data for the individual efficiency report and the regular monthly report. department. The number of timekeepers in any department depends upon the work to be covered, the compactness of the working force, the length of the schedules, etc. One timekeeper may easily check a hundred workmen employed near together on long machine-shop jobs. ECONOMY AND SYSTEM IN RAILROAD SHOP OPERATIONS. In the babbitting plant, above, crossheads are babbitted witliout planing. Laterals on driving boxes, rocker boxes, and all miscellaneous work is done here by one man at 29 cents an hour. In the air room, below, the triple-valve testing rack is fitted with pneumatic arrange- ments allowing this class of work to be handled wih great rapidity and certainty. 8-? EXTENSIONS OF THE BONUS SYSTEM. S3 or he may have his hands full keeping track of twenty-five men widely scattered about the place on short schedules. Effort is made to see every man for whom the timekeeper is responsible every thirty min- utes, but much, of course, depends upon the class of work in progress. Timekeepers are chosen .wherever possible from helpers or others familiar with the jobs in their departments, the names of parts, etc. Each operation is recorded on a regular cajrd showing tiie opa;ation and_symbql, the time taken, and the standard time set for the job. This latter is filled in from the standard shop schedule with which the trmeteeper is provided. For gang work or pooled schedules, the fime'Vecord of the leader or gang boss is kept and serves for the others. Date Form !0!3 Standard 86874 Santa Fe. INDIVIDUAL EFFORT CHECK Sch. No No. Mach. No Remarks is entitled to $ ACTUAL STANDARD — riATR TIME TIME EFFICIENCY. Cheeked by The Engineering Magazine FORM 2022. INDIVIDUAL RECORD OF WORK. A thin slip 3J4 by 2 in., printed in perforated slieets, each slip numbered serially. Issued to the men to keep them informed promptly and accurately of their efficiency ^ '' ' and bonus to^ which they are entitled. The record of each man as returned to the office daily On the timekeeper's cards is entered by clerks on the individual bonus time record. Form 2202 (page 8i)'. As already explained, the exact time of each separate job is not essential for bonus purposes, the calculation being made on the ratio between the total wage hours actually worked during, say, a month and the total standard hours of jobs completed during the same period. Jobs unfinished and carried over from one period to another naturally equalize themselves. For accounting pur- poses, however, the time is distributed by the timekeepers to the various engine or car numbers or accounts. Xhe extensions of the Sant a Fe bonus sy stern which oflFer th e greatest interest are probably those that carr y it out of the m ore familiar field of the shops and into other phases of operatkmunder t b-C mechaiircal derraTtTn entr' ' IiT tbis movement, , especlalTyT" is the breadth and progressiveness of the Sa;nta Fe policy most apparent — METHODS OF THE SANTA PE. RACKS BEHIND THE BLACKSMITH SHOP, SAN BERNARDINO. For methodical storage and arrangement of dies, tongs, and tools of various kinds. the progressiveness which is in advance even of the best manufactur- ing practice. Few among the manufacturing plants which have %een prominent in the acceptance of the bonus system «^haKe^shos&ui«.as much activity, fertility, and ingenuity as the mechanical officials of the Santa Fe in applying the bonus principle to unproductive kbor. AiToutline of these applications to the work j)fforemsnj,pQiKgtiU3USP labor, engine supplies, engine repairs , and road sup ervis ion .of enmnes is not only suggestive of measures valuable fajL-a daptation elsewhere, but IS also prophetic of possibilities Jn other departments of jrailr oad operation which it remains with the future to realize. FOREMEN S BONUS. The wisdom of the Santa Fe bonus system for the promotion of efficiency does not rest merely with provision of a stimulus to the in- dividual worker or the working gang. It realizes that much depends upon enlisting the personal and material interests of the man who' is directing the work, as it falls within his power to afifect the economy of operation to a very important degree, by the use of discrimination and forethought in the assignment of work and in the avoidance of delays or causes of delay. Bonus is thereiarp paid taJaremen-aLa rat e depending L-upon-two principal factor s — ^sTj the proportion of all time worked in„.their EXTENSIONS OF THE BONUS SYSTEM. 8s s hop that Jias been brought under bonus schedul es, and, (second, the average "efficiency at tained in the performance of all the work unde r fhose^andar^i schedules. It is thus equally to the foreman's interest to have bonus schedules applied to all work under his charge, and to have his men better the schedule times after they have been intro- duced. In short, it is to his personal advantage to work first for the introduction of the system, and then for the results which the system is designed to produce. The application of the double standard in fixing the foreman's bonus is accomplished as follows: As a preliminary basis, a bonus addition to the foreman's wages is made corresponding to the effi- ciency shown by the shop as a whole, following in this preliminary addition the regular bonus curve. This bonus, therefore, begins at 66j4 per cent efficiency, and at loo per cent efficiency, as an average for the shop, the bonus added to the foreman's wages would be 20 per cent of those wages, or just the same proportion as would be paid to a workman showing 100 per cent efficiency. . ,; ; In the case of the foreman, however, this bonus is subject to further modification, depending on the proportion of time worked in his shop under bonus schedules. If 66j^ per cent of all the time on his payrolls is under bonus schedules, his bonus already granted on the ground of average efficiency remains unchanged ; if less than 66^2 per cent of all the time on his payrolls has been brought under bonus schedules, the bonus granted for average efficiency is reduced; while if more than 66^ per cent of his payroll has been worked under the standard schedules, the bonus granted preliminarily for average efficiency is still further increased. This increase and de- crease are on a sliding scale. If only one-third of the work done in the shop has been done on bonus schedules, the deduction is equal to 100 per cent of any bonus which the foreman might have received for high efficiency in the performance of that one-third of the work. If, on the other hand, 100 per cent of the work in the shop has been done on bonus schedules, the foreman receives another 10 per cent of his wages as bonus, in addition to the bonus corresponding to the average efficiency. For example, suppose the monthly returns for a certain shop show that 80 per cent of the actual hours worked were on bonus schedules, and that the average efficiency of all this scheduled work was 85 per cent. The foreman would receive, first, a bonus addition of 6.17 per cent of his wages, corresponding to 85 per cent efficiency. He would then receive a further addition equal to 1.64 per cent of his wages, corresponding to 80 per cent time worked on bonus, for SPECIAL FEATURES OF SHOP EQUIPMENT. The flue welder, above, has a fan installation connected with the fly wheel of the welder, to cool the operator who stands directly in front of the machine. The combination punch and shears below have an up-to-date motor drive, and the machine (which cuts 2^4 inch round or square, and punches a 2J^-inch hole in 3-inch iron) is tended by Mexican labor at 15 cents an hour. 86 EXTENSIONS OF THE BONUS SYSTEM. 87 this account. Suppose, further, as a contrasting case, that in another shop but 43 per cent of the total number of hours worked have been on bonus ^schedules, but that this scheduled work again shows 85 per cent efficiency. The computation of the foreman's bonus would again assume 6.17 per cent of his wages as the addition correspond- ing to the 85 per cent efficiency; but the deduction from this due to the small proportion of his shop time brought under bonus schedule (43 per cent) would be 49.55 per cent of the 6.17 per cent first credited, leaving his net bonus only about 3.1 1 per cent of his wages. ABSTRACT OF TABLE FOR CALCULATION OF FOREMEN'S BONUS. Per Bonus Bonus Per Per Bonus Bonus Per cent on per on per cent cent on per on per cent hours cent cent deduc- hours cent cent deduc- or effi- hours effi- tion. or effi- hours effi- tion. ciency. w orked. ciency. ciency. worked. ciency. 33% 100.00 70% .11 .22 34 92.55 71 • 19 ■37 35 88.50 72 .28 .55 36 83.10 73 .38 .76 37 77-80 74 •SI 1.02 38 72.65 75 .86 I-31 39 67.60 76 .82 1.64 40 62.80 77 1. 00 1.98 41 58.10 78 1.19 2.39 42 53.70 'P 1.40 2.80 43 49-55 80 1.64 3.27 44 45-55 81 1.89 3.78 45 41.60 82 2.17 4-33 46 37-80 83 2.56 4.92 47 34.20 84 2.77 S-S3 48 30-85 85 309 6.17 49 27.65 86 3-42 6.84 50 24.60 87 3.78 7.56 SI 21.6s 88 4.16 8.32 52 18.90 89 4.56 9.11 S3 16.8s 90 4.96 9.91 54 14-00 91 5-37 10.74 55 11.90 92 5-81 11.62 S6 9.95 93 6.28 12.56 57 8.20 94 6.76 13.52 S8 6.50 95 7.26 1452 59 510 96 7-78 is-ss 60 3.80 97 8.31 16.62 6r 2.7s 98 8.8s 17.70 62 1.8S 99 9.26 18.81 63 1. 10 100 10.00 20.00 64 -55 lOI 21.00 65 , ■ .20 102 22.00 66 ■'- . -05 103 23.00 66.5 ' "i . . . .... .... 104 24.00 67 .01 .01 105 25.00 68 .02 .02 106 26.00 69 .06 '1 .11 Thf "bonus on hours worked" and "bonus on eSficiency'' are both expressed in percentages of the foreman's regular wages for the bonus period. The "deduction" made when less ' than 66.5 per cent of the shop hours are worked on bonus schedules is expressed in percentage of the bonus which otherwise would accrue on account of efficiency — not in percentage of wages. 88 METHODS OF THE SANTA FE. ROAD FOREMEN OF ENGINES. The bonus award to road foremen of engines is similar in spirit and purpose to that given to foremen of shops. It is designed to enlist careful observation of the condition of efficiency and economy in the supervision and direction of work performed by the rank and file of employees, as well as in the mere performance of separate individual jobs. Furthermore, as shown in the description, .Qf„ihe care_gf.,motixe power, ijiuch depend£nce js^place^d_0|LJbSJCQad.iQrfe man's report of necessary repairs, and a method,_CQHiigciuigjtljft per- sonal adva ntage of the „r.Qad- foreman with the exercise of the.ij£St judgment, and the best economical practice Jn executing, those repairs, can hardly fail to be reflected i n impiaKed. operating costs to the-.road. The bonus to the road foreman is based upon a group of standards. These are": tli£_ cost of repai ri to freight engines per engin e rnile ; the pounds o f fuel for freight exigmss- per i.ooo ton-miles: the miles run per engine failure, both freight and passenger ; t he cost of lubricants ^charged ,.t.o_ freight ^engines ; the cost of oth er su pplies charg ed to fnyig-ht erigiyp'^ ', and the average mileage of engines between shop- pings, both freight and passenger! These several elements are not^all of equal importance in the calculation, the relative v li^pf! p ^ivpn to them being shown in the subjoined table. Relative Values. Cost of freight-engine repairs per engine-mile, 12 months average 5 Pounds of fuel, freight engines per 1,000 ton-miles, 12 months' average S Miles per failure, freight and passenger engines, 12 months' average 3 Cost of lubricants per 100 engine-miles, 12 months' average... i Cost of other supplies per 100 engine-miles, 12 months' average i Mileage of freight engines between shoppings, 12 months' average 3 Mileage of passenger engines between shoppings, 12 months' average , 2 The t otal efficiency of locomotive performance is determined by averaging the effic iencies under each.o Enip headings above, allowing f?rthE5e" several elements a weight in the average proportionate to its "relative value" factor. Where there is more than.j OJie-J Q a d .- f o r- eman on a division, t he bon us corresponding to the efficiency nf Inram-wtwe per formance o n~t hat"dmsron is credited to eac h-saparafelv a'ceorgrng to his j jid iv'f^"'^! ^fa gps The allotment of mileage between shoppings varies as between different divisions of the road, and as between pas- senger and freight service. On the Los Angeles division, for in- stance, it is 30,000 miles for freight and 50,000 miles for passenger EXTENSIONS OF THE BONUS SYSTEM. 89 ONE END OF THE NEEDLES ROUNDHOUSE. Showing standards of light and ventilation, engines, while on the Valley division it is 60,000 miles for freight and 90,000 miles for passenger engines. The adoption of the multiple standards as a basis serves to provide an excellent balance of interests, to act automatically aZ-a-SSk 'i£§fflst . t.he_ temptatioix to force the repairs away from a .proper measure in either direction. Thus, if repairs are improperly put down in the effort tom ake the ^v.erap'e per engine-mile small, _rtie inevitable result would be less mile ag e betw een shoppings, and the bonus gained on the hrst account would be cut down on the second OrTfHF other hand, if shopping were postponed longer than expedient so as to increase the mileage, the bad condition of the engine would necessitate heavier running repairs, and so comparison with that standard would become unfavorable. Master Mechanics' Schedule. The purpose of jextending-banus. to master mechanics is to identify them with the efficiency and economy in operation attained on their divisions, and to share with them a proportion of the savings effected by their efforts. In determining how this efficiency shall be measured for the purposes of the schedule, £ight bases are adopte d , designed to correspond with all the important functional act ivities a master mechanic may exercise or with all the important accounts in which his watchfulness and ability can be exercised with advantage to the operation of the road. These eight bases are : l ocomotive repairs p er ^nginemile ; freight-car repairs per freight-car mile ; passsngfir^car go METHODS OP THE SANTA FE. WASTE TUBS, SAN BERNARDINO ROUNDHOUSE. A suggestion in cleanliness, order, and safety. re£airs per passenger-car mile; shop tools and machi nery per engi ne mile; engine mileage between shoppings; miles per engine failure; hours 01 detention by the Mechanical Department per freight engines assigned (minus the time of engines laid up) ; and total Mechanical Departrnent expenses ( freight^ per ^ro.sj.4gjj.. mile. Efficiency under each of these heads is determined by the ratio of the figures obtained on the division to the allotted cost. But in^ the final averaging the eight elements^ are unequally weighted according to the scale of rela- tive values shown below : Relative Values. I — Engine repairs, per engine mile, in cents 5 2 — Freight-car repairs, per car mile, in cents 5 3 — Passenger-car repairs, per car mile, in cents 2 4 — Sliop tools and machinery, per engine mile, in cents i S — Mileage between shoppings, freight and passenger engines, in miles. . 3 6 — Miles per failure, freight and passenger engines, in miles i 7 — Hours detention, per engine, in hours 3 8 — Total mechanical department' expense per gross ton mile, in cents . . 20 In determining the bonus allowance, the efficiency under each item is_ caTcuIat&cTIrwr the average T^^"'^3!2£t3SjJlLll ^^""''^^ P'^ ''' ceding ; these various partial efficiencies are given the relative values shown above. The resultant grand average constitutes the efficiency of the division, and the bonus earnings of the master mechanic are calculated on the division performance. POWER HOUSE. Operating and maintenance costs are carefully investigated, and the averages obtained from a period of time sufficient to equalize all ordinary irregularities are scheduled on the basis of cost per boiler A MODERN SANTA FE POWER PLANT. Engine and boiler rooms, Richmond, California. 91 Q2 METHODS OP THE SANTA FE. hour. This unit permits of adj ti'stment to any condition of full or partial operation. At the end of the month, the actual results reduced to actual cost per boiler-hour are compared with the standard, and the efficiency of operation for the month is detennined. In plants burning coal the fuel consumption is determined from the average cost of coal charged to the plant for a period of three months ; where oil is used as fuel the fuel cost per boiler hour is obtained from the actual cost of the oil used in the current month. The fuel efficiency of the plant is determined by the ratio between the actual results for a given month and the averaged results established as a standard basis. Bonus, if earned, is determined by the regular efficiency curve as a percentage on the total wages cost, and is divided among all employees of the power plant pro rata according to their wages dur- ing the same period. COMPRESSOR, PINTSCH-GAS PLANT, RICHMOND SHOPS. For charging the gas tanks of gas-lighted Pullmans and coaches. One of- the auxiliary industries of a Santa Fe division point. This figure is further modified by the efficiency shown in the maintenance of machinery as displayed in the accounts for repairs and suppHes. A standard allotment is made for this maintenance expenditure; for each dollar of actual cost in excess of the allotment one-half of i per cent of any bonus allowed for fuel efficiency is de- ducted, while for each dollar that the maintenance cost falls below the allotment one-half of i per cent of any fuel efficiency bonus is EXTENSIONS OF THE BONUS SYSTEM. 93 ENGINE-SUPPLY ROOMS, NEEDLES (AhOVE) AND SAN BERNARDINO (BELOW). Here -the equipment of engines in the shops is systematically stored, overhauled, repaired, and kept until the engines go out again. Over-equipment is removed and held for renewals or replacements. added. Of these additions or deductions 60 per cent is apportioned to the chief or head engineer and 40 per cent equally among the other engineers. ENGINE SUPPLIES. In planning for the extension of the bonus system to the engine- men, the officials of the Mechanical Department of the Santa Fe have sought to develop schedules which would in form engineers and_firg- men accurately of the conditions and costs iirvolyed Jo- thfi-firop^"" maintenance of the mechanical equipment. In other words, the en - 94 METHODS OF THE SANTA FE. gine schedules refer to qu estions of materials and expense dependent toa l arge degree on the enginemen's j udgment, and not to questio ns of actual work performed. In fact, they bonus the engine rather than the man , ihey brmg to the attention ot engmemen those elements of upkeep whichf unTTEe~thEir own labor, are not cleafTy visible'iK) themselves — that "^is7ThB~TlDnars and cents expended in equipping, maihtaining, and repairing the power; and the bonus devised for aiiy degree of sayings in engine supplies or engine repairs is a sort of physical measure of the influence which has been exercised by thus systematically showing these figures of costs, reduced to a time or engine-mile basis. '~~ " ~~ ^ — — "— / /\ / ao^ 1 / \ \ / s 1* (fi \ 19 7 \ / V I9nf 19|)9l 1 1 ,.,.. Sf / 1 V / /^ N. t" "•^ ^ s --- s 1 l /■ y k 28'- _7 1__ no) 1.1 L. 1 A .5_6 7 ^ IlIOI 1.1 r -■- i - n" 7 8 >1— .11 J2 2 4 i 1 1 ' ** 1 ' \ 1 \ 1 ..^ • — - 12 M 0. Ave rige s ■ — h- M on thl yA Jtua Is \ \ \ \ \ % keE •igi' ee in jM ag IZi ne COST OF SMALL SUPPLIES FOR ENGINES, IN CENTS PER 100 ENGINE-MILES, COAST LINES. JUNE, 1906, TO JANUARY, I9O9. The engine-supply* account is not a large one. On the Coast Lines, for example, where the application of bonus schedules to this account has been most thoroughly studied, the whole amount involved is only $18,000 to $20,000 a year. For this very reason, however, the possible effects of introducing the bonus idea to a class of employees to whom it was unfamiliar might be examined with special advantage. The problem is a small one, and the results might be demonstrated so that their excellence and enduring justice would become clear to all. * Engine supplies include all cab fittings, firing and other tools, lanterns and lamps, oil cans, buckets, torches, brooms, engine truck or tank brasses, switch chains, etc. A very interesting feature of the Santa Fe methods is the standardization of this equipment and its systematic handling and upkeep in special storerooms under special custodians. EXTENSIONS OF THE BONUS SYSTEM. 95 JThe initi al step was the assumption ,t,hat a sufficient allowance for small supplieswouIcTbe one cent for each one dollar in wages paid to tHe~ ena:inee;r — the" engineer's wages Sei ng^ of ^urse^ on a mileage jjasis, and in a way proportioned to the exactions of the service, and therefore affording a sliding scale closely associated with the neces- sary use of supplies. On further consideration, this basic allowance was changed to give freight men a more liberal limit of expenditure, and on further thought, still, was extended to include lubrication. g-ccognition of success in keeping within the allotted allowance is ex- pres sed in "me rits," and in'fRp'plans"ar?"tirsi- npv'isp7rT ^iTa11nti-n enj^rrF~ m erits increase s progressively, one merit being awarded for the first month in which the engineer's ejcgenditure_xomjes within the allotted allowance, two for the second, and, so on until the award reaches five merifs'^Fmonth, success in keeping within the allotted expenditure, however, being determined not simply on the figures for the one month, but upon the average of five months preceding. After the fifth month the award for keeping within the allotment remains constant at five merits per month, the record, however, being averaged back for the entire period until ten months have elapsed, and being taken there- after from the average of ten months preceding the date of award. If an engineer keeps within one-half the allotment, he would receive doiJble the nuiTfTBer^f merits above apportioned. Qf the rheri ts thus granted, the first twenty have no cash value. They merely serve, as it were, to run~the man up~T6 the point at which cash allowances begin. All merits in excess of the first twenty are worth 15 cents apiece, and conversion into cash is made when a man has accumulated ten convertible merits, or a total of thirty- altogether, the account being made up and adjusted every three months. As a further stimulus, the road offers, every three months,, three cash prizes of $45, $30 and- $15 respectively, to the men making- the first, second, and third best records. The example on page 96 shows how the system might work out in a typical case. In the example given, it will be noted that not until the twelfth month does the average cost per month come down to the allotted' cost of $1.50 per month. Then for the first time a credit of 5 merits is received. After this the use of supplies keeps almost continually- within the allotment. Twenty merits have been secured by the fif- teenth month, but as the first twenty have no cash value no payment is: made at that time. By the eighteenth month 40 merits have accrued', and at the quarterly settlement 20 of these are paid for at 15 cents each, making a total of $3.00. The 100 merits granted in the twenty- seventh month, the 200 merits in the thirtieth month, and the 30Q Example of Variable Record in Engine-Supply Bonus Earnings. Average Wages per Month, $150.00. Allotted Cost per Month, $1.50. Supplies Total Average Month. actually cost cost Merits Merits Cash. drawn. (10 mo.). per mo. pe r mo. accrued. I $8.00 $8.00 $8.00 2 8.00 16.00 8.00 3 .50 16.50 5-30 4 1.50 18.00 450 5 18.00 3.60 6 18.00 3-00 7 8.60 26.60 3.80 8 .60 27.20 3..40 9 .70 27.90 3-10 10 2.10 30.00 3-00 II .50 22.50 2.25 12 ■50 15.00 1.50 3 5 13 ■50 15.00 1.50 S 14 I.OO 14.50 1-45 3 IS •50 15.00 1.50 5 20 16 .50 15.50 I.5S 17 .60 7.50 •75 10 18 .60 7-So •73 10 40 $300 19 .70 7-50 .75 10 20 .60 6.00 .60 10 21 .50 6.00 .60 10 30 1.50 22 •SO 6.00 .60 10 23 •SO 6.00 .60 10 24 ■SO 5-50 .55 10 """f:ri:5i 1 — 30 I ■SO 25 .50 5-So •55 10 26 5-00 •SO 10 27 .10 ■ 430 •45 no 130 16.5a 28 .60 4S0 •43 10 29 .20 4.00 .40 10 30 .10 350 •33 210 230 31.50 31 .50 3-50 ■35 10 32 3.00 •30 10 33 .10 Total earnings 2.60 .26 310 330 46.50 .. $100.50 96 EXTENSIONS OF THE BONUS SYSTEM. 97 merits in the thirty-third month, represent the awards of third, second and first prizes respectively for attainment of the corresponding records for excellence at these times. An additional allowance is made for serv iceable oldje£in£mentjiot required and ret urned to stores~by the engineer — such equipment as to^ls, torches, lanterns, etc., found on the engine when it is assigned to the engineer, or found along the line. One merit is allowed, for each $1 worth of new value of the material turned in. Locomotive supply-men are also bonused for efficiency and economy. The results in betterment of operating economy, even in this minor account of engine supplies, are shown by the chart on page 94. At the inauguration of the merit schedule, October, 1906, the average cost of engine supplies for the preceding year was 33 cents JDer 100 engine miles. For the year ending Dec. 31, 1908, it aver- aged 23.8 cents per 100 engine miles, the value of all merits earned by engine men included. Between January, 1907, and June, 1908, the cost per engine on the Coast Lines was brought down from $5.50 to $0.86. The highest division in June shows a cost of only $1.61 per engine — less than half the former average — while the lowest division in that month showed a cost of only $0.24 per engine. ENGINE-REPAIR SCHEDULES. Beyond the measures already introduced and in practical operation, lies the very important extension of the bonus system which is de- ' " ~- 18 L »fi 19 17 W B 19 ).9_ ^ _.. • ^ ,■ »- '■ ■ \ 14 '- 7 U J u L_ -' i_ _' _ ^ f-^ Hi'irl Ll 2_ 9 :_ t ! 6 T '— Li(j^ii 2_ - - l_ - , ,*" V «., jrnt iV _ .■^ •■" ■" ■ ' — — _ .. _, _^ ^ ^ ^ »« 8- Labor 1 «•' -"* ^ .«' • ■■ >- ^ (■^ "• 4- »h. Mat sri al rt" -.1 ■([■-1 ■• i»" k»" p ,_... — To tal *■ — 1 M rterial . Latojr 1 12 M(>. ^v^ii gf s ^ Tlfel ks in er ng L« iSl zi^e TOTAL LOCOMOTIVE REPAIRS, IN CENTS PER ENGINE-MILE, COAST LINES, FROM JUNE, -1906, TO JANUARY, ipOQ. 98 METHODS OF THE SANTA FE. signed to bring the cost of engine repairs under the same methods, and thereby to secure results advantageous not only to the operation of the road, but to the earnings of employees. The basic study un - derlying this plan covers the cost of enginer epairs, by classes a rd by distHctsTlor a period ot three years past. This includes only light repairs, such as an engine would receiveJii.iQun£CEoa«i-e-^el-9ew-here between shoppmgs. lt~do es not include general re BairSj-Or-JX-pairs ^heavy"«roTtglrt5 make7an _engineJos,e_ its-mileage. T^is.^ierage-xost, fedilced^to ^cents per j mile for each class of engine and for each dis- trict, is considered 66j^ per cent efficiency — that is, this fixes the point beyon^wMch borras" is "award ed a ccording to the savings made. The efficiency account is"~kept~with the engine^iot mtFTSdividual EfigniHEir~3'fS~the~Sairtar-Fe-^d©p.ts. the -syste'ra-of-assigning" engines, ' this is substantially the same thing, but accounting with the engine rather than with the man provides more easily for contingencies and occasional substitutions, and also simplifies the accounting very much. The efficiency of the engine, as determined by the ratio of actual to standard repair costs, is averaged bacirmontKT>y niontK~uprto the "Erst five months, and alter that by five-month periods, counting back from the date of computation. Any efficiency gained over the 66^ per cent is recognized by merit s awarded according to the regula r "bbnirs"aifve,~a~raerir^ing one- twentieth of a cent per engine mile. The earning s of the engine are then distributed to the engineer and fifemanat the end of the bonus period, according to the mileage each has made with the"engine during that period. The scale of apportion- ment is three- fourths to the engineer and "oiie-f ourth to the fireman. I f an en gine is transferr ed-jto-another-division oJu-eKen-another fiistrict within the division, its record is closed and .begu-it-anew ; or if an engine for any reason undergoes repairs ..5ufSdbent_ta. "lose _it§. mileage^^M|he efficiency account is started afresh. _ 0n the other hand, when an engine~ffas ^een £Ut qi the shop for some time and is gef^" tm^lap to 40 per cent or 50 per cent of its allotted mil eage betwee n shoppings, the standard allowance for repairs is increased, thus rec- ognizing the condition of the machine and enabling a worn engine to receive its proper and necessary^ increased repafrs without imposing hardship or loss of bonus upon the engineer. It may prove neces- sary in special cases to recognize conditions arising from defective shop work, but the presumption is that the basing of the standard costs upon observations covering a three-years period will have absorbed and averaged all such influences. The expectation under. ffihicL- this plan -has. been framed is that it will bring the engine men into closer touch with engine repairs. EXTENSIONS OF THE BONUS SYSTEM. 99 and byjheir co-operation with the officials, will reduce the repair expense to a minimum and at the same time secure a maximum mile- age'from-th e engmes. -The five-months term over which the efficiency" rtesults are averaged before credit is given, is long enough to dis- covirage engineers from allowing their machines to run down in con- dition and so exhibit a fictitious economy for a transient period. So far as the engine men are concerned, a complete reciprocal understanding has not yet been established, and the bonus system as above described is not yet in full force and efifect. The idea, how- ever, is too large, too sound, and too certainly profitable to both sides, for the ultimate issue to be in doubt. The momentum it has acquired by years of successful demonstration and application not only in the shops of the Santa Fe but in many establishments where it has brought harmony and satisfaction to employees and employers, will unquestionably carry it forward to and beyond the limits of pres- ent plans. No doubt there will be modifications of detail. No policy or system yet put forward for the adjustment of relations between men ever found universal acceptance, or ever avoided all difficulties arising from differences in human nature and human judgment. But a movement backed as this is by absolute economic truth is in the end irresistible. Physical opposition, however buttressed, would inevitably go down in the struggle against so powerful a moral force. It might delay, but could not destroy, the fulfilment of the purpose. Locomotive Inspection. A^furtherjextension o| the bonus^ system covgra-the-inspection.. of l ocomotives a t repair shops and roundhouses. Althovigh this applies to a relatively small element in the personnel of the Mechanical De- partment, its importance is proportionately large, as may be seen from the results secured. A stimulus similar to that ofifered to other employees for improvement in efficiency is here extended to the loco- motive inspectors, in rec ognition ofdiligence in locating defects^jthat l ater migh LcaJA^f f^illirp.? and consequent acodents or delays to trains on the road. In the locomotive shop, jhe^n spector's sc hedule pro- vidgs_fn r the prelim inary^ inspection of engines pntering the_shop, with properdesig nation of all defective^Barts. It includes, furth er, contin- uous jns^ection_of_r,epair work in progression the erecting floor, and supervision (in co-operation with foremen) of the workmanship of the shop men. Defective parts or defective work are thus readily found and the defect may be remedied before the locomotive leaves the shop. When the repairs are complete, a second inspection is 100 METHODS OF THE SANTA FE. To tal'C )St s Mate rial Labor J La 3or t-l Mat ii'ial 1 Ti talC est The Etiginperini Magifzine TOTAL LOCOMOTIVE REPAIRS^ IN CENTS PER ENGINE-MILE, ig07 VS. IQOS, COAST LINES. fore the locomotive is turned over for breaking in. A final inspection is^fequifeti~fivi~Ti6'urs~aI!eF~fKe' engine iias-eempleted the trial trip. Final repairs, if any are necessar}', are then efifected and the locomo- tive is turned over for service. Bonus is pai d to inspectors i pr^effi.- ciency in locating defects in engmes turned out of the shop s. The proVisiuub ul the" schedule msure complete inspection of work and material, the basis of the calculation being as follows : The _inspectQr_ is-a3Karded loo points for each engine turned over for service in satisfactory condition. A credit of 2 points is given foreach item of defective work reported by the inspector before the engine goes on its trial trip, and of i point for each item reported after this run. For each item reported by the engineer on the trial trip, however, 2 points is deducted from the inspector's award. The efficiency of the inspector is averaged between his own record for suc- cess, and the engineer s report of defects, on the whole nimib£r of en- gines turned over. """ The schedule for locomotive inspectors in roundhouses is arranged in much the same manner, but an additional item is introduced to stimulate high efficiency in inspection, with a view to reducing the number of preventible engine failures; the bonus paid to roundhouse inspectors is largely governed by the engme-failOT^sfatemeTit of loco- rnotives wEich have passed under their inspection. Even this minor feature, therefore, becomes of lairge"influence in the secure and suc- cessful conduct of transportation on the Santa Fe, so far as the func- tions of the Mechanical Department are involved. Chapter- 'V. THE APPRENTICE SYSTEM, AND RELATIONS ' WITH EMPtOYEES. IN effect, the efficiency system for the payment of labor,, as prac- ticed on the Santa Fe, is a means of estabHshing individual contact with each employee. " Thg bonus is a direct participation in the profits secured by improved methods — voluntarily extended, voluntarily received — an automatic and indefeasible means by which every man, be he foreman, bench-hand, or wiper in the roundhouse, shares in savings as surely as the director, the bondholder or the stockholder; more surely, indeed, for his savings are not subject to impairment by reason of diminished net earnings. The pre-eminent characteristic is the" direct address to the individual, which is not dependent upon the favor or whim of his immediate superior and which can not be altered or diverted by prejudice or partiality. The bonus system alone, however, selves to maintain this indi- vidual relation with the man only as a producing unit. - It -is limited in time and in extent to the working houfs of the day and to the working period of the employee's life. The whole policy of the Santa Fe, in its relations with its men, is far broader than this. It begins with the formative period preceding full employment as mechanic in the shops ; it extends to many matters concerning physi- cal and mental well-being during employment ; and it follows retire- ment after the full term of work is completed, assuring the faithful and meritorious ex-emplpyee against want when he is no longer ab'le to render service to the road. The introd«ction to this more than usually individual association between employer and employee begins with- indenture to apprentice- ship. This is now the mode of entry into the service for about one- half the company's shop men, and the system is rapidly expanding fcgaagJMJ^MiirirTiE'iaiWP^BMI IP- ^■BBBS^^^ff^ ■ ' ■.«irf:;s~~ ^^^^^Br^jiS^ I^i- . ■ . V- '■' • i^MlM ^:/ *■/■/_,,_ f i -.vl^Ji mm,. t a ■ K ■ ■■ H^^BAjji^^aBHH^PMRH -:*%^B^p''MMBB| n i '•P' BnHffi"" ' i {tnliiB m afc.'-- -^.■. ''r^^^ .- ■ f -M;t BHHHHP^'^^'^^^^^»k^ .**4 ^ ift-^ ^^uJ^^Nwr .^^B^- -; A..'j^^il^^^^H 1 n- ^^^fe" "■ "^k^ %:- W M^ *^ \ V . 1 * r**^.! \ pT": ';■■ tT^' i-^ WB' .,ji^^—^J^^*"'^»m n'(^ Ljggj^ *^^^^^i. 1 -— ^ ^-^L.;..,^;>. ^4f./A-- HBi^*'Tr^^ '*-"3k. — 7-. •**" ^^LiJ j^^^^^^^^^^^^^^^Kjfc'iv,' > P T ' •' ■ ■'^r-^^mr^ M—-™- ?•* ' Ifi-ll -■— ^ ■'*" ' • ' '' ■ " f APPRENTICESHIP AND EMPLOYEES' WELFARE. lo.-? to the point where it will recruit the entire shop forces with first- class, skilled mechanics, trained in the "Santa Fe way." Apprentice- ship, per se, is of course not a new institution, even in railway work. Indeed, in developing its present methods to replace the old hap- hazard apprenticeship which had existed for years, the present super- visor of apprentices of the Santa Fe made careful study of the improved methods already in force on the New York Central and Pennsylvania railroads, in the shops of the Westinghouse, General Electric, and Baldwin Locomotive works, and other leading cases. The result, however, has been the creation of distinctive and charac- teristic institutions suited to the conditions and purposes' of the road, and distinguished by systematic instruction carried on continuously in two phases — on the shop floor, and in shop schools, under regular instructors during the whole four years of apprenticeship, the boys being paid according to a graduated wage scale from the very begin- ning of this term. Apprentices entering the service must be between i6 and 22 years of age,* sound, mentally and physically, (as proved by medical exam- ination by the company's physicians) and possessed of a good common-school education equivalent to that acquired in the sixth grade in the Kansas public schools. Preference is given to sons of Santa Fe employees. Recommendation of a candidate by an instructor of apprentices is conclusive as to mental and moral fitness, and applicants so presented need pass only the physical tests as to age, height, weight, and freedom from organic trouble or hereditary or contagious disease. If the boy comes without recommendation, he is asked to fill out a regular form and is informally quizzed or talked with to gauge his mental calibre. Cigarette smokers are not employed, and any apprentice acquiring the habit is dismissed. Apprentices work 10 hours per day on each working day except Saturday, 300 full shop days worked during regular shop hours con- stituting one year on the four-years indenture. Credit not exceeding two years may be given for prior work of the same kind elsewhere. In case of transfer to another shop of the road, full credit for time worked in the first shop is allowed. During June, July and August apprentices work but 5 hours on Saturday (at the discretion of the shop superintendent or master mechanic) and are credited with 5 hours on the payroll and 10 hours on the agreement. On Saturdays of the other nine months of the year they work nine hours and are credited with 10 hours on both payroll and agreement. As night work interferes with attendance at the apprentice schools, and de- • In California the upper age limit is 18 years. 104 APPRENTICESHIP AND EMPLOYEES' -WELFARE. los prives the apprentice of the benefit of the regular shop mstruction, assignment of apprentices to regular night work is forbidden, and their employment in special emergency night work is limited to a maximum of six consecutive nights. The most interesting feature of the system is the careful provision made for training the lads thor- oughly and methodically under regularly assigned instructors, both in the shops where they are learning the actual practice of their trade and in organized apprentice schools where they study those branches necessary to the thorough mastery of the subject which should charac- terize a good journeyman. Put Plau Vie^v Here --y -I— I I --- < 1 -y, — H Santa Fe Door Shoe Date Name N0.-I8 The Engineering Maoazfne SAMPLE DRAWING EXERCISE, SANTA FE INSTRUCTION COURSE FOR APPRENTICES. The school-room courses, which are obligatory, are established at all the larger shops (eleven in number) and require attendance of the apprentices 2 hours a day 2 days in the week. The time spent in the class-room is counted as part of the working day and is paid for by the company just as if the boy were at work. In the largest shops classes are held morning and afternoon, the apprentice force being divided into sections ; in smaller shops the class-room hours are adapted to local conditions. The scheme of instruction is thoroughly practical. It includes simple mechanical and free-hand drawing and descriptive geometry, (as, for example, the developing of surfaces for boiler and tin-shop work) ; practical shop arithmetic (the problems generally involving use of the ordinary shop scale and extending to decimals and ratio and proportion) and simple mechanics, including the block and pulley, lever, etc. Everything is specialized to the prospective employment in the mechanical trades, and is designed to induce satisfaction with io6 METHODS OF THE SANTA FE. Replace this Half ^1 3"! view with a sectionX 1 1 Draw End View Here -2Ji- Sauta Fe Injector Nozzle Date Kame No. 40 The Engineering Magazine A MORE ADVANCED DRAWING EXERCISE, SANTA FE INSTRUCTION COURSE FOR APPRENTICES. trades employment. The course for the first two years is uniform for all apprentices, but after that it is diversified so that apprentices in the several callings may be specially fitted, each to his own trade. There are no formal examinations, but the last sixty days of a boy's time, and certain intermediate periods when he is being transferred from one machine to another, are given to quizzes designed to show how thoroughly he has assimilated the instruction given him. The questions put are all practical and directly pertinent to ordinary work, and are wholly free from mere catches and tricks. Apprentices com- pleting their course satisfactorily receive certificates signed by the regular officials of the company. The recognized standing of the training received under the Santa Fe system makes these certificates valuable as recommendations anywhere. The term of apprenticeship is not prolonged even if the boy makes a poor appearance at this examination, but his rate of pay after he is out of his time is governed by his ability and knowledge as thus determined. This variable wage scale, instead of a fixed one at the end of the apprenticeship period, furnishes an automatic discouragement to the careless and an incen- tive to the faithful apprentice. The scheme contemplates, also, the exercise of modified military discipline and control over the boys, not so much during working hours as on the streets or in public places. This, however, is exerted morally rather than formally. If an apprentice is absent three days, his instructor calls to make inquiry, using the company's time for the visit if it is too far to make in the evening. APPRENTICESHIP AND EMPLOYEES' WELFARE. 107 Some of these measures and other features of the system are at present tentative, the company's methods being so largely pioneer that they must be worked out without the guide of precedent or of experiment elsewhere. Informal meetings with the instructors are appointed weekly by the supervisor of apprentices for general dis- cussion of measures and results. THE CERTIFICATE OF APPRENTICESHIP PRESENTED ON COMPLETION OF THE COURSE AT THE SANTA FE SCHOOLS AND SHOPS. In general, the policy is to place an instructor over a minimum class of 16 boys. In special cases, however, an instructor is installed for only 12 apprentices, the instructor in such cases doing certain technical work for the master mechanic to fill out his partially em- ployed time. The small shop having less than 12 apprentices is a problem of some difficulty. Various efforts are being made to pro- vide for these cases, either by bringing the boys periodically to a Santa Fe System Apprenticeship School. Sample Problems. 1. An order of bolt's weighs as follows: lo bolts 45 lbs. each, 6 bolts 8 lbs. each, 15 bolts 2 lbs. each and 3 bolts 2 lbs. each. What is the total weight of the order? 2. What would be the cost of tlie above order at 2 cents a pound? 3. A freight train takes 9 hours to go a distance of 153 miles. What is the average speed per hour? 4. The distance around the driving wheel of an engine is 22 feet. How many feet will it travel in making 6,748,821 turns? There are 5,280 feet' in one mile — how many times does it turn in one mile? 5. _A load of castings is weighed in 9 lots as follows: 17s, 457, 842, 961, 244, 857, 806, 973, and 200 pounds. What is the weight of the load ? 6. Five steam engines consume, respectively, the following amounts of coal per hour: 365, 783, 634, S79, and 639 lbs. What is the total amount of coal consumed each hour by all the five ■ engines ? 7. Conditions as above, how much coal would be consumed by the five engines running night and day for six days? What would be the cost at , $1.75 per ton? 8. How many pieces 3 inches long can be cut from a brass rod 63 inches , long if no allowance is made for waste in cutting? 10. If 7 castings weigh as follows : 626, 729, 630, 87, 7, 189, and 223 pounds, what is total weight? 11. If 83 pounds of the above is used for a certain job, how many pounds will remain? 12. Which number is near to 633, 212 or 1,100? How much? 13. If the consumption of water one month was 15,863,743 gallons, and for the following month 12,678,963 gallons, what was the decrease? 14. From 3,400,678 subtract 1,823,765. 15. If the cost of constructing 362 miles of railway is $4,561,200, what is the cost per mile? 16. Multiply 346,783 by 27,865. 17. Divide 5,914,048 by 2,456. 18. What is the average speed of a train per hour which takes 8 hours to go a distance of 144 miles? 192. Find the overall dimensions on a drawing made up of the following detail dimensions : 5.27 inches, .63 inch, 3.14 inches, 2,375- inches, and 4.2 inches. 193. Find the total weight of four pieces of cold' rolled steel shafting, 2 3-16 inches in diameter, weighing as follows: 67.62 pounds, 96.18 pounds, 114.38 pounds, and 87.12 pounds. 194. If a cap screw is 1.78 inches long under head, and the thread stops .9 inch from the head, how much is threaded? 195. The following numbers represent in thousands of feet the amount of Jumber issued on 8 requisitions : 6,865, 24,245, 16,398, 12.28, 18.2, 6,395, 24, and 18,967. What' was the total amount of lumber issued on these requisitions ? 196. The diameter at the bottom of the threads of a i-inch thread is .837 inches. What is the depth of the threads? 197. What would be the inside diameter of a tire that was turned for a 78-inch wheel center if .081 inch was allowed for shrinkage? 198. The inside diameter of a cylinder is 22.625 inches before and 22.875 after boring. How much larger is the cylinder after boring? 200. In bushing a cylinder 30.656 inches in diameter to fit a piston 28.625 inches in diameter. What would be the thickness of the bushing in inches if the bushing is made .005 larger in diameter than the piston? 201. In pressing the above bushing into the cylinder it was found to con- tract .02 of an inch inside diameter. To allow for the shrinkage, what was the outside diameter before pressing into the cylinder? 202. An apprentice works the following hours on different jobs: 7.5, 16.3, 17.9, 20.7, 45,3, 20.6, 50.3, 6.9, 14.5, and 30.6. What is his total time? 203. The time allowed on the above was 269.1 hours. How many hours did he beat the schedule? 108 APPRENTICESHIP AND EMPLOYEES' WELFARE. 109 central point, by installing a traveling instructor to cover, say, three shops for two days a week each, or by moving apprentices perma- nently from these local points to larger central shops where classes are regularly established. This last course, however, is not at all approved by the master mechanics at the minor points — an evidence of the favor with which the apprenticeship system is regarded by shop officials on the system. Santa Fe System Apprentice School. "STJisraiMoRE Typical Problems. 281. To find what per cent, one number is of another, divide the first number by tlie second, and reduce the resulting decimal (or mixed decimal) to per cent. (The divisor is usually the first number following the word "of.") A machinist was paid $17.67 in addition to his regular wages of $88.40. What per cent, of his regular wages was given him as bonus? Solution: 17.68 -^ 88.40 = .20 = 20 per cent. Ans. 282. An apprentice's standard time for May was 188.7 hours, his actual time 225.2 hours. What was his per cent, of "efficiency"? That is, what per cent, of his actual time was the standard time? Solution: 188.7 "=" 225.2 = .838 = 83.8 per cent. Ans. 283. What is the "efficiency" of an apprentice whose standard time was 177 hours and whose actual time was 238 hours? Note. — Divide the standard time by the actual time. 284. In May a second-year apprentice at Cleburne accomplished in 249.7 hours an amount of work for which 283.8 hours standard time was allowed. What was his per cent, of efficiency? 285. For this efficiency the above mentioned apprentice received 83.7 per cent, of his wages as bonus. If his ordinary wages amounted to $39.95, how much bonus did he receive? 286. A first-year apprentice whose efficiency was no per cent, received $21.34 bonus. What per cent, of his ordinary wages of $28.45 was paid him as bonus? 287. If the total weight of a steel freight car when loaded is 139,800 pounds, and the weight of the empty car is 39,800 pounds, what per cent, of the entire weight is the weight of the empty car? What per cent, of the total weight is the weight of the freight' carried ? 288. An axle originally weighs 1,038 pounds, and loses 6j4 percent, when turned. What is the final weight? 289. The braking power (pressure in pounds applied on wheels through brake shoes) of freight cars is 70 per cent, of the weight of the cars. What is the braking power of a box car weighing 36,700 pounds? 290. The braking power of a passenger car is 90 per cent, of the weight of the car. What is the weight of a baggage car having a braking power of 52,200 pounds ? 291. Find the braking power in pounds on a sleeping car weighing 118,400 pounds, if the braking power is 89 per cent, of the weight of the car. 292. If 70 of the 840 staybolts on a locomotive are found to be broken, what per cent, are broken? Each apprentice is provided with all necessary class-room ma- terials free, and an individual set of drawing instruments is assigned to him at once on entry. If any of these are broken in ordinary fair use they are repaired or replaced at the company's expense, but if by carelessness or wilfulness, at the boy's expense. At the end of his term they become his property. Necessary tools for the first six months are provided, the apprentice being required to turn them in to the shop instructor at the close of each day. At the end of the no METHODS OF THE SANTA FE. Tools Sold Wood-working Apprentices. I No. II J4, claw hammer, V & B I No. I2'2, 6-inch ratchet brace I Set Cleveland wood bits, 14, to Yi in 32ds I Set Irwin's auger bits I Set Witherby No. 15 bevel back chisels I Set No. 320, socket gouges I No. 30, Yankee screw driver I No. 12, screw driver bit J4 inch I No. 12, screw driver bit Ys inch • I Clark's expansive bit y% inch to 3 inches 1 No. yy, Mortise gauge ^ 2 No. 645^, Stanley gauges, each 20 cents ] No. 71%, Router I C. C. hand saw 24-inch 10 pt I Disston 12-inch back saw No. 4 I 3^4 X 6, Stanley cabinet scraper I Set of Victor nail sets I Lily white oil stone 2 x i x 7 I No. 67, Universal spoke shave I No. 8, jointer plane I No. 4, smoothing plane 1 No. S jack plane I No. 95-2 block plane I No. 94, Bailey rabbit plane I No. 85D, extension dividers, 9-inch I Steel square 16 in. x 24 in I No. 20, 9-inch try square I No. 12,' 4-inch try square I No. 18, bevel square Tools Sold Machinist Apprentices. I No. 79, 4-inch outside spring caliper, solid nut I No. 79, 6-inch outside spring caliper, solid nut I No. 26, lo-inch outside caliper I No. 75, 4-inch inside spring caliper, solid nut I No. 7Zj 6-inch inside spring caliper I No. 27, lo-inch inside caliper I No. 80, 4-inch spring outside thread caliper I No. 41, 6-inch Hermaphrodite caliper .1 No. 420, 6-inch scale. No. 4 graduation with hook I No. II, combination square, 12-inch scale blade I No S7B, Universal surface gauge, 12-inch spindle I No. 4 screw pitch gauge I No. 390, center gauge I No. 77, spring nut, 6-inch dividers I No. S9. Starrett's trammel heads six-months' period, the apprentice, having proved his adaptabiUty to his trade, is required to buy the necessary hand tools. The char- acter and extent of this equipment is indicated by the Hst here repro- duced. This outfit is suppUed by the company at wholesale prices, the full set arranged in a tool box, marked with the apprentice's name and provided with lock and key. The kit is inspected by the instructor APPRENTICESHIP AND EMPLOYEES' WELFARE. weekly, in order to see if it is in good condition, and instruction is. given the boy how to keep the tools in condition. He is not allowed to lend to any one nor to borrow from any one except on explicit instructions, nor to remove any of the tools from the shop without written authority from the instructor. The tools are of the best quality, guaranteed by the seller, and if any defect appears the tool is replaced at once upon request of the supervisor of apprentices, without question or debate. Payment is made by the apprentice at the rate of $1.50 to $2 a month, no charge being added for interest or handling, and the installment payments being remitted by special intervention of the supervisor of apprentices if the shops are shut down entirely for any length of time and the apprentice's wages are thus temporarily cut off. FILING CABINET FOR DRAWING BOARDS, BLUE PRINTS AND PROBLEM SHEETS, ALBUQUERQUE APPRENTICE SCHOOL. The boys are taught to cut their own drawing papers on the small table at the left. Shop training, for the apprentices presents more and larger prob- lems than the class-room work. One reason fpr this is the number of trades . represented — machinists, brass finishers, boilermakefs, blacksmiths, cabinet makers and coach carpenters, tinners and cop- persmiths, pattern makers, painters, miscellaneous and special. Topeka alone includes the entire list, btit several shpps have apprentices in- a half-dozen trades to' be provided with specialized instruction. Another cause of possible perplexity in the shop arrangements is the Number of Apprentices in Each Trade at Each Santa Fe Shop Point, April 30TH, 1909. IS Topeka 85 Shopt'on .... 21 Newton 22 Arkansas City 6 Shawnee .... i La Junta 17 Pueblo 5 Raton 19 Albuquerque. . 20 Winslow 1 S. Bernardino 28 iRichmond ... 8 .'Cleburne .,: . . 31 c m o m 20 I 3 I 1 s 2 4 10 'e V} S 9 =3ii "I (U Oi la rt |-S ^ o cacj U cs'E cd E c Pi Pli 13 3 I 4 '8 '2 2 3 7 All schoofe.. 264 8 48 14 30 24 20 Argentine . Emporia .. Corwith . . Chanute . . Dodge City ; Wellington . 2 i Canadian ... i Clovis 3 San Marcial. 6 ■Los Angeles. i .' Bakersfield . . 2 Needles 2 Amarillo .... 2 Temple 4 Silsbee 2 Galveston ... i Somerville . . i Not in School 38 a o H 168 23 26 7 I 21 S 20 33 I 44 14 57 5 420 I 3 I 5 2 2 I 3 6 I 3 2 2 4 2 2 I 41 Total number Apprentices . 302 8 50 15 30 24 4 20 3 5 461 Of the 461 apprentices, 420 receive school as well as shop instruction. There are altogether 11 apprentice schools, 9 school instructors, and 15 shop instructors. One school instructor takes care of Newton and Arkansas City, one serves La Junta, Raton and Pueblo, and at Richmond the same instructor oversees both school and shop work. .'Vt Topeka, on the other hand, there is a school instructor and an assistant instructor. The other school points shown have one instructor each. At Tcpeka there are 8 shop instruc- tors — two on the machine floor, one for machinist apprentices on the erecting floor, and one each in brass-shop, boiler-shop, blacksmith-shop, cabinet-shop and paint-shop. Shopton, Newton, La Junta, Raton, Albuquerque, San Bernardino and Cleburne have one shop instructor each. Schools will shortly be established at Argentine and Chanute under one instructor, and at Clovis and San Marcial under another. APPRENTICESHIP AND EMPLOYEES' WELFARE. 113 adjustment of relations between the instructor, who is in charge of and responsible for the apprentices, and the master mechanic, who is in charge of and responsible for the product and efficiency of the shop. The cordial approval with which master mechanics all along the road regard the apprentice system, and their active desire to enlarge the enrollment in their own shops, bears sufficient witness to the success with which this last problem has been solved. This success is the more signal because the line of demarcation between these co-operating authorities is difficult to draw and some diplomacy is necessary. The policy desired is that the foreman shall give all work to the instructor, and let him assign the apprentices to do it ; but this is in full force in but few places. In general, how- ever, the system is that the foreman assigns work and the instructor supervises the execution. The object of the whole instructorship system is to get away from the old-time plan, under which a job might be given to a boy without any instructions as to how it should be done ; and however earnest the apprentice, he might spoil expensive work in his well-meaning ignorance. The object, therefore, of en- deavoring to have the assignment of work by the foreman passed to the boy through the instructor is to insure against the apprentice being confronted with the alternative of starting upon work he does not understand, or losing much time waiting for his preceptor to arrive. If instructors have to leave the floor they are therefore ex- pected to arrange with foremen or gang foremen to look after the boys temporarily. Reciprocity and harmony of action are strongly encouraged. The order of instruction in the use of machine tools is standard, subject to some adaptation to local conditions. In general, it pro- ceeds in the following order: baby drill press, heavier drill press, nut facer and bolt cutter, shaper, small lathe (fitting frame and rod bolts, taper bolts, etc.), heavier lathe (fitting axles, crank pins, bushings), boring mill and planer. Approximately three months is spent on each machine, but the time necessarily varies with individual ability and aptitude of the pupil. In order to avoid the discouragement which might come to an apprentice working beside skilled mechanics, especially where differ- ences in efficiency are emphasized by the bonus system, a higher bonus rate is paid to apprentices than to journeymen, 50 per cent being added to the" wages of first- and second-year apprentices who attain standard time, and 33 1-3 per cent to the wages of third- and fourth-year apprentices. It has been found that the stimulus of this bonus, combined with the careful oversight and instruction provided, 114 METHODS OF THE SANTA FE. permits a very good class of work to be assigned to the apprentice with little fear that valuable pieces will be spoiled, and with very fair results in product as compared with skilled mechanics. During the first six months, of course, the boy is not of much value to the com- pany ; but during the remainder of his term he more than makes up. Deducting the time spent in class-room instruction, the apprentice in the average will accomplish about 70 per cent as much work as the regular mechanic. The average rate of pay of an apprentice is $1.35 and the average cost of his instruction is about 22 cents a day, making the daily cost to the company $1.57. Considering his output, he is a profitable investment in comparison with the full-paid mechanic at $3.40 to $3.60. When a boy has completed his time and entered the shops in regular service, his record is reported monthly for the first six months to the supervisor of apprentices, account being given of what and how he is doing, or if he has left, where he went. About 80 per cent of all the apprentices remain in the service, and of those who leave, either before or shortly after graduation, about 50 per cent apply for reinstatement within one year or less. The discharge of an apprentice is considered a very serious matter and rests in the power only of the mastei- mechanic or superintendent of shops, with the final approval of the supervisor of apprentices. The attitude of the road on the subject can not be better expressed than in the words of the master mechanic of one of the largest shops on the Coast Lines. He said : "It is a very serious thing to discharge an apprentice. You take a boy of 16 or 18, keep hini in the railroad shops for a couple of years, and you have given him a 'set' that he will not easily lose. Now, if you throw him out he is too old to start over again. The chance is that he will go into rough work — perhaps into degrading work. You may have ruined his life. If a boy hides out Of is full of mischief, it often means only that he has qualities which are good if they are turned right. All boys are boys, even in railroad shops. You can generally work out their character for good if you take them right. "I won't allow any one to discharge a boy. He can recommend the discharge, but I make my own investigation. There are too many human weaknesses and dislikes and favoritisms among the many men in a shop to allow them free play. Often a boy will do little good for a year, or for two or three years, and then in the last of his apprentice- ship he turns right around and comes out fine. So I am very slow to act unfavorably on a boy's case because he does not make a good showing at the start." APPRENTICESHIP AND EMPLOYEES' WELFARE. 115 THE SHOP PASKj NEEDLES^ CAL. There is none of the arrogance of the administration here, none of the pitiless operation, as of a machine moving in a fixed path with- out swerve or stop, .that is often supposed by outsiders to characterize the conduct of the affairs of a railway. And a few days after the conversation from which the remarks just quoted were taken, I heard the superintendent of shops and the supervisor of apprentices in earnest special conference over the transfer of a sick subordinate to a healthful mountain post where he could regain his strength without impairing his earnings. The Santa Fe systern encourages individual efficiency; it also leaves room for the recognition of individual tem- perament, the consideration of individual needs, and the exercise of a broad humanity. The personal relations of the road with its employees are gen- erally in the direction of providing for removal of inconveniences directly caused by the environment of the service and beyond the power of the men to control. Whether or not this is the policy deliberately formulated by the road, I believe it is sound and the limitation is wise for any industrial concern. The earliest apparent and most pervasive feature of the Santa Fe practice is cleanliness and attractiveness in and about the shops. Flowers, grass, and shrubbery where they are practicable, whitewash and neatly graded cinders where gentler decoration can not be had, bring the outward aspect of the buildings and- grounds up to the best modern standards." Much effort is .matfe^'^t^peclanj^-'ln'foSifdlious^^flxSoi'S and pits, to secure ample and quick drainage and to avoid slop and puddles. WASH ROOM AND TOILET ROOMj SHOPTON, IOWA. Il6 APPRENTICESHIP AND EMPLOYEES' WELFARE. 117 Lockers, wash-rooms and toilet facilities are generally ample and well-kept. The shops are heated and ventilated, and particular effort is made to improve the atmosphere in roundhouses, extending even to partial rebuilding of the roofs of older, ill-designed and ill- ventilated houses. Emergency hospitals, with equipment for the care of accident cases, are installed at all important shops, and a staff instructed in first-aid measures is maintained among the employees and placed immediately in charge of any injured workmen. ^^^^ ^ nmmu '^'.rr i rr-"^^^ '' ^" '^'' ^ ' ' *" * * * SUMMER AND WINTER QUARTERS FOR JAPANESE WORKMEN, NEEDLES, CAL. The •'summer quarters" are in the dug-out in the foreground, which is comfortably fitted up and affords protection from the severe heat. The shade trees in the rear help to the same end. i Going a step farther, the road recognizes the need of wholesome mental and social occupation for men whose hours of work are often extraordinary, sometimes uncertain, and generally alternating with times of unavoidable waiting at points where there is little or no sane and desirable recreation. The reading-room system has been highly developed under its own staff superintendent, and is repre- sented by some kind of an establishment at every division point, the extent and refinement of the plant depending on local conditions and numbers to be served. At the least, it includes a couple of rooms with a selection of books, broad tables for the periodicals and plenty of chairs for readers, provision of the standard magazines and weeklies (both general and technical), some important dailies, and the local papers. Almost always there is a piano, card and billiard tables, and very frequently a bowling alley; a bath-room is the uni- versal adjunct. iiS APPRENTICESHIP AND EMPLOYEES' WELFARE. 119 At larger points a separate building is provided with many of the functions of a club house, and the library assumes fairly good proportions. While the list does not tolerate merely trashy books, it is generously extended to suit the character of the patrons. As one admiring user put it, "The superintendent thinks it's better for a man to be reading even a pretty bad book than to be doing the things he might be doing if he wasn't reading any book at all." Encouragement is given to employees to submit lists of books desired, suggestions of this kind receiving favorable con- sideration by the superintendent of reading-rooms, and opportunities are also afifofded for employees to accumulate libraries of their own, employees' reading-room, RICHMOND, CALIFORNIA. TYPICAL EXAMPLE OF A SMALL PLANT. by purchase through the reading-room service with the benefit of trade advantages in price thus secured. Both reading and circulating library privileges are absolutely free; it is only necessary for the reader to be properly certified by his superior officer, and to become responsible for books lost or injured while in his possession; for billiards and bowling a trifling charge is made to cover repairs. Another institution conducted under the auspices of the reading- room officials, and introducing a great deal of pleasure and interest into the lives of the men and their' families, is the supply of entertain- ments (musical, literary and dramatic) during the winter months, especially at small stations where nothing of the kind is oflfered by WRITING-ROOM AND PERIODICAL ROOM, SANTA FE RECREATION HALL^ NEEDLES, CAL. 120 APPRENTICESHIP AND EMPLOYEES' WELFARE. 121 regular amusement agencies. The quality of these performances is excellent, and as they are opened generously to townspeople as well as railroad employees, they become a valuable gift to the communi- ties reached by the railroad. Perhaps only those who have seen and realized the barrenness and deadly starvation of interest in a small desert town can understand how much a provision of this sort can mean for the contentment and satisfaction of those whose work com- pels them to make these towns their residence. And apart from the direct result in relieving the restlessness and increasing the satisfac- tion of railroad employees, the Santa Fe officials have found a marked indirect benefit from the institution of the reading-rooms. This comes from the reflex influence on the men, who perhaps unconsciously begin to feel themselves members of a more stable and intellectually better society, and consequently conduct themselves accordingly. The other institutions of the Santa Fe worthy of special examina- tion are the hospital service and the pension system. Both of these were so thoroughly explained in Mr. Jacobs' article on "The Square Deal to the Railway Employee," which appeared in the issue of The Engineering Magazine for June, 1907, that it would be but a repe- tition to describe them at length here. Briefly, the hospital system is supported by monthly contributions from every employee and official of the road, the sums ranging from 25 cents to $1 per month. In return it affords unlimited care and treatment in case of injury or illness of the employee or any of his family. The work is carried on by fine central and sufficient local hospitals, a large permanent medical staff, and several hundred affiliated physicians and surgeons in the towns along the road. It includes, also, an ambulance service and a first-aid corps among the shop men, regularly enlisted and instructed, with emergency rooms properly equipped at all the larger shops. Pensions are granted on retirement at the age of 65, after fifteen years of service, or earlier if the retirement is on account of perma- nent incapacity for work arising from causes incident to employment. The amount granted is determined by salary and length of service, with a minimum of $20 and a maximum of $75 a month. These pensions are provided wholly at the expense of the company, no sub- scription to the fund being required from employees. In conjunction with the measures that have just been explained, these institutions complete a cycle of provisions covering practically the entire period of life during which a man might be in responsible associations with the road. The apprentice courses prepare him for. his trade, the bonus system enables him to make an amply good living Q Ul 1) Hj ■■" 1- M« c - Z 2 APPRENTICESHIP AND EMPLOYEES' WELFARE. 123 INTERIOR VIEW OF SMALL EMERGENCY HOSPITAL^ FOR FIRST AID, SAN BERNARDINO. while he is at work, the reading and recreation rooms furnish him healthful and pleasant diversion during his hours of leisure, the hospital and medical service takes care of him while he is ill or sufifer- ing from injury, and the pension provides for him when he is super- annuated. This article closes the review of the principal methods by which the "manufacture of transportation" on the Santa Fe is distinguished. While the spirit of what is usually known as "welfare work" appears most strongly in the reading-room, hospital, and pension systems, the apprentice trailiing and the efficiency and bonus methods of dealing with wage questions are more characteristically distinctive. „ The largest influence upon economic progress at large is exerted by the bonus plans. This effect is only beginning to be reflected in the financial reports of the Santa Fe, which have recently attracted so much attention. As yet the application is limited (as these articles have been) to the "manufacture of transportation" so far as that lies within the province of the Mechanical Department. The extension of similar ideals and agencies to the conduct of transportation and traffic would open, not only to the Santa Fe but to the railways of the United States at large, vast opportunities for financial betterment and for release from present difficulties — opportunities that are almost 124 METHODS OF THE SANTA FE. MASTER mechanics' OFFICE, SAN BERNARDINO, SHOWING INTRODUCTION OF PARK SYSTEM. The fire house is next to the office, and the emergency hospital shows on the extreme right. incalculable in extent. The particular functions of the transportation department touch the public directly and are most conspicuous in the public eye. Low efficiency here (in some of its most subtle forms), is largely responsible for the popular irritation against railways and against their management, which has found expression in much punitive and injurious legislation. Efficiency methods, given free play in the transportation field, would bring in a new era under which a very large fraction of the present problems of the railways — fiscal, physical, and political — would disappear. The change is not easy nor smooth to make. No upheaval of a long-established order and organization can be free from friction, from misunderstandings, or from hardship on individuals. A railroad organization is inherently an assemblage of strong and positive men, unready to yield their settled convictions easily to every preaching of a new philosophy. The efficiency system minimizes that human or personal element which is most likely to arouse animosity during the introduction and oversight of the requisite changes of procedure; it substitutes the impersonal, but inflexible, testimony and report of times, costs, and results. The merit by which it must eventually con- vince even the most hesitant, the most reluctant, the most resistant, is that by its organic operation it apportions the benefits of the change so fairly that all those who co-operate must profit by the improve- ments, each one naturally and indefeasibly according to his own proper share. ■ ''!^'!;iiii!iiii IP ;!ip'"i!;llii Hlliyp ''"'liii'ii