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:—
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
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