The Atlantic Monthly, Volume 02, No. 13, November, 1858

The difference between adaptation and non-adaptation will plainly be seen by the comparison below. The railway from Boston to Albany may be divided into four sections, of which the several lengths and corresponding maximum grades are as tabulated.

Length in miles. Steepest grade

Boston to Worcester, 44 30

Worcester to Springfield, 541/2 50

Springfield to Pittsfield, 52 83

Pittsfield to Albany, 431/2 45

A load of five hundred tons upon a grade of thirty feet per mile requires of the locomotive a drawing-power of 11,500 lbs.

Upon a 50 feet grade 15,500 lbs.

Upon an 83 feet grade 22,500 lbs.

Upon a 45 feet grade 14,500 lbs.

Now, if the engines are all alike, (as they are very nearly,) and each is able to exert a drawing-power of five thousand pounds to move a load of five hundred tons from Boston to Albany, we need as follows:

B. to W.—11500/5000 or 2 engines.

W. to S.—15500/5000 or 3 engines.

S. to P.—22500/5000 or 5 engines.

P. to A.—14500/5000 or 3 engines.

From which the whole number of miles run by engines for one whole trip would be,—

B. to W. 44 miles by 2 engines, or 88

W. to S. 541/2 miles by 3 engines, or 1631/2

S. to P. 52 miles by 5 engines, or 260

P. to A. 491/2 miles by 3 engines, or 1481/2

______

And the sum, 660

Now suppose, that, by making the engines for the several divisions strong in proportion to the resistance encountered upon these divisions, one engine only is employed upon each; our mileage becomes,

B. to W. 44 by 1 or 44

W. to S. 541/2 by 1 or 541/2

S. to P. 52 by 1 or 52

P. to A. 49 by 1 or 491/2

_____

And the sum, 200 miles.

And the saving of miles run is therefore 660 less 200, or 460; and if 500 tons pass over the road daily, the annual saving of mileage becomes 460 by 313, or 143,980, or 70 per cent. of the whole. The actual cost for freight-locomotives per ton, per mile run, during the year ending Sept. 30, 1855, was 384/1000 of a cent; and the above 143,980 miles saved, multiplied by this fraction, amounts to $55,288 per annum. The actual expense of working the power will not of course show the whole 70 per cent. of saving, as heavy and strong engines cost more at first, and cost more to operate, than lighter ones; but the figures show the effect of correct adaptation. If we call the saving 50 per cent. only of the mileage, we have then (as the locomotive power consumes 30/100 of the whole cost of operating) 50/100 of 30/100, or 15/100, of the whole cost of working the road, and this by simply knowing how to adapt the machinery to the requirement.

So very slight are the points of difference between a good and a bad engine, that they often escape the eye of those whose business it is to deal with such works. It is not the brass and steel and bright metal and elaborate painting that make the really good and serviceable engine,—but the length, breadth, and depth of its furnace, the knowledge of proportion shown in its design, and the mechanical skill exhibited in the fitting of its parts. The apparently complex portions are really very simple in action, while the apparently simple parts are those where the greatest knowledge is required. Any man of ordinary mechanical acquirements can design and arrange the general form,—the whole mass of cranks, pistons, connecting-rods, pumps, and the various levers for working the engine; but to find the correct dimensions of the inner parts of the boiler, and of the valve-gearing, by which the movements of the steam are governed, requires a very considerable knowledge of the chemistry of combustion, of practical geometry, and of the physical properties of steam. So nice, indeed, is the valve-adjustment of the locomotive, as depending upon the work it has to do, whether fast or slow, light or heavy, that a single eighth of an inch too much or too little will so affect its power as to entirely unfit it for doing its duty with any degree of economy.

When a single man takes the general charge of five hundred miles of railroad, upon which the annual pay-roll is a million of dollars, and which employs over two hundred locomotives and three thousand cars, earning five million dollars a year,—a road which cost thirty-three million, has five miles in length of bridges, and over four hundred buildings,—it is plain that the system of operation must be somewhat elaborate. And so it is. Indeed, so complete is the organization and management of employées upon the New York and Erie Railroad, that the General Superintendent at his office can at any moment tell within a mile where each car or engine is, what it is doing, the contents of the car, the consignor and consignee, the time at which it arrives and leaves each station, (the actual time, not the time when it should arrive,) and is thus able to correct all errors almost at the moment of commission, and in reality to completely control the road.

The great regulator upon long lines of railroad is the electric telegraph, which connects all parts of the road, and enables one person to keep, as it were, his eye on the whole road at once.

A single-track railroad, says Mr. McCallum, may be rendered more safe and efficient by a proper use of the telegraph than a double-track railroad without,—as the double-tracks commonly obviate collisions which occur between trains moving in opposite directions, whilst the telegraph may be used effectually in preventing them between trains moving either in opposite directions or in the same direction; and it is a well-established fact, deduced from the history of railroads both in Europe and in this country, that collisions from trains moving in the same direction have proved by far the most fatal and disastrous, and should be the most carefully guarded against.

From the admirable report of Mr. McCallum, above referred to, we take the following:—Collisions between fast and slow trains moving in the same direction are prevented by the following rule: 'The conductor of a slow train will report himself to the Superintendent of Division immediately on arrival at a station where, by the time-table, he should be overtaken by a faster train; and he shall not leave that station until the fast train passes, without special orders from the Superintendent of Division.' A slow train, under such circumstances, may, at the discretion of the Division Superintendent, be directed to proceed; he, being fully apprised of the position of the delayed train, can readily form an opinion as to the propriety of doing so; and thus, while the delayed train is permitted to run without regard to the slow one, the latter can be kept entirely out of its way.

"The passing-place for trains is fixed and determined, with orders positive and defined that neither shall proceed beyond that point until after the arrival of the other; whereas, in the absence of the telegraph, conductors are governed by general rules, and their individual understanding of the same,—which rules are generally to the effect, that, in case of detention, the train arriving first at the regular passing-place shall, after waiting a few moments, proceed cautiously (expecting to meet the other train, which is generally running as much faster, to make up lost time, as the cautious train is slower) until they have met and passed; the one failing to reach the half-way point between stations being required to back,—a dangerous expedient always,—an example of which operation was furnished at the disaster on the Camden and Amboy Railroad near Burlington; the delayed train further being subjected to the same rule in regard to all other trains of the same class it may meet, thus pursuing its hazardous and uncertain progress during the entire trip."

The following table shows the rate and direction of subordination for a first-class railroad:—

General Superintendent

 
Superintendent Roadmaster. Section men.
of road. Roadmaster. Section men.
Roadmaster. Section men.
 
 
Foreman of machine-shop. Machinists.
Foreman of blacksmith's shop Blacksmiths.
Superintendent Foreman of carpenter's shop. Carpenters.
of Machinery. Foreman of paint-shop Painters.
Engineers (not on trains). Firemen.
Car-masters. Oilers and cleaners.
Brakemen.
 
 
Conductors. Engineers (on trains).
Ticket-collectors.
General passenger-agent. Mail agents.
Station agents. Hackmen.
Switchmen.
 
 
Express agents.
Police.
Conductors. Brakemen.
Engineers (on trains).
 
 
General freight-agent. Station agents.
Weighers and gaugers.
Yard masters.
 
 
Supply agent. Clerks and teamsters furnishing supplies.
Fuel agent. All men employed about wood-sheds.
 

All subordinates should be accountable to and directed by their immediate superiors only. Each officer must have authority, with the approval of the general superintendent, to appoint all employees for whose acts he is responsible, and to dismiss any one, when, in his judgment, the interests of the company demand it.

Fast travelling is one of the most dangerous as well as one of the most expensive luxuries connected with the railroad system. Few companies in America have any idea what their express-trains cost them. Indeed, the proper means of obtaining quick transport are not at all understood. It is not by forcing the train at an excessively high speed, but by reducing the number of stops. A train running four hundred miles, and stopping once in fifty minutes,—each stop, including coming to rest and starting, being five minutes,—to pass over the whole distance in eight hours, must run fifty-five miles per hour; stopping once in twenty minutes, sixty-three miles per hour; and stopping once in ten minutes, eighty-six miles per hour.

The proportions in which the working expenses are distributed under the several heads are nearly as follows:—

Management 7

Road-repairs 16

Locomotives 35

Cars 38

Sundries 4

____

In all 100

And the percentage of increase due to fast travelling, to be applied to the several items of expense, with the resulting increase in total expense, this:—

Management 7 increased by 0 per cent. is 0.0

Road-repairs 16 do. 27 do. 4.3

Locomotives 35 do. 30 do. 10.5

Cars 38 do. 10 do. 3.8

Sundries 4 do. 0 do. 0.0

____ ____

100 And the whole increase 18.6

The causes of accident beyond the control of passengers are,—

Collision by opposition,

Collision by overtaking,

Derailment by switches misplaced,

Derailment by obstacles on the track,

Breakage of machinery,

Failure of bridges,

Fire,

Explosion.

Those causes which are aggravated by fast travelling are the first, second, fifth, and sixth. The effects of all are worse at high than at low velocities.

The proportion of accidents due to each of these causes, taken at random from one hundred cases on English roads, (American reports do not detail such information with accuracy,) were,—

Collision 56 56

Breakage of machinery 18 18

Failure of road 14 14

Misplaced switches 5

Obstacles on rails 6

Boiler explosions 1

__ ___

88 100

Eighty-eight per cent. being from those causes which are aggravated by increase of speed; and if we suppose the amount of aggravation to augment as the speed, the danger of travelling is eighty-eight per cent. greater by a fast than by a slow train.

These are the direct evils of high speeds; there are also indirect evils, which are full as bad.

All trains in motion at the same time, within a certain distance of the express, must be kept waiting, with steam up, or driven at extra velocities to keep out of the way.

Where the time-table is so arranged as to call for speed nearly equal to the full capacity of the engine, it is very obvious that the risks of failure in "making time" must be much greater than at reduced rates; and when they do occur, the efforts made to gain the time must be correspondingly greater and uncertain. A single example will be sufficient to show this.

A train, whose prescribed rate of speed is thirty miles per hour, having lost five minutes of time, and being required to gain it in order to meet and pass an opposing train at a station ten miles distant, must necessarily increase its speed to forty miles per hour; and a train, whose prescribed rate of speed is forty miles per hour, under similar circumstances, must increase its speed to sixty miles per hour. In the former case it would probably be accomplished, whilst in the latter it would more probably result in failure,—or, if successful, it would be so at fearful risk of accident.

However true it may be that many of our large roads are well, some of them admirably, managed, it is none the less a fact that the greater portion are directed in a manner far from satisfactory,—many, indeed, being subjected to the combined influence of ignorance and recklessness.

Many people wonder at the bad financial state of the American railroads; the wonder is, to those who understand the way in which they are managed, that they should be worth anything at all. It is useless to disguise the fact, says a writer in one of our railroad-papers, that the great body of our railroad-directors are entirely unfit for their position. They are, personally, a very respectable class of men, (Schuylerisms and Tuckermanisms excepted,) —men who, after having passed through their active business-lives successfully, and after retirement, are, in the minds of some, eminently fitted to adorn a director's chair. Never was there a greater mistake. What is wanted for a railway-director is an active, clear-headed man, who has not outlived his term of activity. We want railway-directors who know how to reduce the operating-expenses per mile, and not men who oppose their bigoted ignorance to everything like change or improvement, who can see no difference between science and abstract ideas. It would seem that the only question to be asked with regard to the fitness of a man for being a director is—Is he rich and respectable? If he has these qualities, and is pretty stupid withal, he is in a fair line for election. We tell our railway-readers, that, if they desire to make their property valuable, and rescue it from becoming a byword and a reproach, they have got to elect men of an entirely different stamp,—men of practical experience, in the best sense of the term, who have intelligence enough to know and apply all those vital reforms upon which depends the future success of their undertakings,—the men of the workshop, the track, and the locomotive. And we shall yet see the more intelligent of them taking the place, at the directors' board, of the retired merchants, physicians, and other respectable gentlemen, who now lend only the names of their respectability to perpetuate a system of folly that has reduced our railroad-management below contempt. As at present constituted, our boards are a very showy, but very useless piece of mechanism. The members attend at meetings when they feel just like it, and sign their names to documents and statements which have been prepared for them by others, without much knowledge of what the contents are; their other duties consisting chiefly in riding over their own and connecting roads, free of charge.

Why should railway-directors work for nothing for the stockholders? Ah, Messrs. Stockholders, you little know in reality how fat a salary your directors make to themselves, by nice little commissions, by patronizing their favorite builders of locomotives and cars, and by buying the thousand and one patents that are so urgently recommended! Do you carry your broken watch to a blacksmith or to a stone-mason to be mended? Neither, we think. Why, then, do you leave the management of a work which engineers, machinists, carpenters, masons, and men of almost every trade, have spent time and care upon to build, to the respectable merchant, lawyer, or banker, who thinks the best road that which has the softest cushions and the most comfortable seats on which to ride?

Railroad-building, remarks a late writer, (Mr. Whiton,) may be divided into three periods,—the first, the introductory, in which roads were a sort of experimental enterprise, where the men who labored expected to be paid for their time or money, and were willing to wait a reasonable time for the expected profit. Second, the speculative period, when men were possessed with an unhealthy desire for fortune-making, and, not content to wait the natural harvest of the seed sown, departed from the sound and honest principles of construction and management; trying, at first, by all sorts of pretence and misrepresentation, to conceal, and last by legislation to counterbalance, the results of their ignorance and of their insane desires. Railroads were compared, as an investment, to banks; and it was even supposed that the more they cost the more they would divide; and tunnels, rock-cuts, and viaducts were then as much sought after as they are now avoided. Shrewd and intelligent business-men, who had made for themselves fortunes, embraced these ridiculous opinions, and seemed at once, upon taking hold of railroad-enterprises, to lose whatever of common sense they before might have possessed; and even at the present day these same men have not the manly honesty to acknowledge their errors, but endeavor to cover them up with greater.—The third period is that of reaction, which embraces the present time. To a person unacquainted with the management of railroads, to see a body of men, no one of whom has ever before had anything to do with mechanical operations, assembled to decide upon the relative merits of the different plans of bridges or of locomotives or cars, upon the best means of reducing the working-expenses of a machine of whose component parts they have not the slightest idea, of the most complicated and elaborate piece of mechanism that men have ever designed, might at first seem absurd; but custom has made it right. It is generally supposed that the moment a man, be he lawyer, doctor, or merchant, is chosen director in a railroad enterprise, immediately he becomes possessed of all knowledge of mechanics, finance, and commerce; but, judging from past experience, it appears in reality that he leaves behind at such time whatever common sense he perchance possessed before; otherwise why does he not follow the same correct business-rules, when managing the property of others, as when he accumulated his own? A man who should show as much carelessness and ignorance, when operating for himself, as railway-directors do when operating for others, would be considered as a fit subject for an insane asylum.

When railroads are built where they are needed, at the time they are wanted, in a country able to support them, by permanent investors, and not by speculators, and are well made by good engineers, and well managed by competent men, whose interest is really connected with the success of the enterprise, then they will pay, and be railroads indeed. But so long as money is obtained on false pretences, to be played for by State and Wall Street gamblers on the one hand, and ravenous contractors on the other hand, they will be what they are,—worthless monuments of extravagance and folly.

"Experience keeps a dear school," says poor Richard, "but fools will learn in no other."

Let not the reader think for a single moment that we have no appreciation of the labors of a De Witt Clinton, or of a Livingston, —that we at all underrate the services of the Eastern capitalists who render available the public-land grants of the West, whether to build ship-canals or railroads. We have the highest respect for that talent without which our Western lands would still be left to the buffalo and the deer, and the gold and silver of Europe would remain on the other side of the Atlantic. These capitalists are the mainsprings of the system; but we should no more apply their energy and skill to the detailed operation of so mechanical a structure as a railroad, than we should attach the mainspring of a watch to the hands directly, without the intermediate connecting chains and wheels.

Not less incompetent for the construction of railways, than are the directors for the management of the completed roads, are at least one half of the so-called engineers in America. Obliged to complete no course of education, to pass no examination, they are at once let loose upon the country whenever they feel like it, to build what go by the names of railroads and bridges, but are in reality traps in which to lose both life and money. Indeed, any man (in the United States) who has carried a rod or chain is called an engineer; while the correct definition is, a man who has, first, a thorough knowledge of mechanics, mathematics, and chemistry,—second, the knowledge necessary for applying these sciences to the arts,—and last, the knowledge requisite to the correct adaptation of such arts to the wants of man, but more than all, that experience which is got only from continual practice. We have such a class of engineers, and to them we owe what of fame we have in the engineering world. Second, comes another grade, men who, commencing as subordinates, without any preparatory knowledge, but with natural genius, and an intuitive knowledge of mechanics, need only to have their ideas generalized to see the bearing of their special knowledge upon the whole, in order to rank high in the profession. Third, a class who lack both natural and acquired knowledge, and whose only recommendation is that they are always for sale to the highest bidder, whether he be president, director, or contractor; sometimes working nominally for the company, but really for the contractor,—or in some cases, so debased is this class of persons, for both contractor and company openly. Of late years this prostitution of mongrel engineers has had place to an alarming extent. Let us hope that the old professional pride, and, better still, a love of truth and honesty for their own sake, may yet triumph, and place real engineers high above the dead level to which ignorance and pretence and venality have degraded the profession.

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