Autobiography of Andrew Carnegie
The bait took. He launched forth into a description of several spans of horses he had seen and stables he had visited. I asked him if he could possibly stay over and select the horses. I knew very well that he would wish to see them and drive them many times which would keep him busy. It happened just as I expected. He purchased a splendid pair, but then another difficulty occurred about transporting them to Pittsburgh. He would not trust them by rail and no suitable boat was to leave for several days. Providence was on my side evidently. Nothing on earth would induce that man to leave the city until he saw those horses fairly started and it was an even wager whether he would not insist upon going up on the steamer with them himself. We held the bridge. "Pipe" made a splendid Horatius. He was one of the best men and one of the most valuable partners I ever was favored with, and richly deserved the rewards which he did so much to secure.
The Keystone Bridge Works have always been a source of satisfaction to me. Almost every concern that had undertaken to erect iron bridges in America had failed. Many of the structures themselves had fallen and some of the worst railway disasters in America had been caused in that way. Some of the bridges had given way under wind pressure but nothing has ever happened to a Keystone bridge, and some of them have stood where the wind was not tempered. There has been no luck about it. We used only the best material and enough of it, making our own iron and later our own steel. We were our own severest inspectors, and would build a safe structure or none at all. When asked to build a bridge which we knew to be of insufficient strength or of unscientific design, we resolutely declined. Any piece of work bearing the stamp of the Keystone Bridge Works (and there are few States in the Union where such are not to be found) we were prepared to underwrite. We were as proud of our bridges as Carlyle was of the bridge his father built across the Annan. "An honest brig," as the great son rightly said.
This policy is the true secret of success. Uphill work it will be for a few years until your work is proven, but after that it is smooth sailing. Instead of objecting to inspectors they should be welcomed by all manufacturing establishments. A high standard of excellence is easily maintained, and men are educated in the effort to reach excellence. I have never known a concern to make a decided success that did not do good, honest work, and even in these days of the fiercest competition, when everything would seem to be matter of price, there lies still at the root of great business success the very much more important factor of quality. The effect of attention to quality, upon every man in the service, from the president of the concern down to the humblest laborer, cannot be overestimated. And bearing on the same question, clean, fine workshops and tools, well-kept yards and surroundings are of much greater importance than is usually supposed.
I was very much pleased to hear a remark, made by one of the prominent bankers who visited the Edgar Thomson Works during a Bankers Convention held at Pittsburgh. He was one of a party of some hundreds of delegates, and after they had passed through the works he said to our manager:
"Somebody appears to belong to these works."
He put his finger there upon one of the secrets of success. They did belong to somebody. The president of an important manufacturing work once boasted to me that their men had chased away the first inspector who had ventured to appear among them, and that they had never been troubled with another since. This was said as a matter of sincere congratulation, but I thought to myself: "This concern will never stand the strain of competition; it is bound to fail when hard times come." The result proved the correctness of my belief. The surest foundation of a manufacturing concern is quality. After that, and a long way after, comes cost.
I gave a great deal of personal attention for some years to the affairs of the Keystone Bridge Works, and when important contracts were involved often went myself to meet the parties. On one such occasion in 1868, I visited Dubuque, Iowa, with our engineer, Walter Katte. We were competing for the building of the most important railway bridge that had been built up to that time, a bridge across the wide Mississippi at Dubuque, to span which was considered a great undertaking. We found the river frozen and crossed it upon a sleigh drawn by four horses.
That visit proved how much success turns upon trifles. We found we were not the lowest bidder. Our chief rival was a bridge-building concern in Chicago to which the board had decided to award the contract. I lingered and talked with some of the directors. They were delightfully ignorant of the merits of cast- and wrought-iron. We had always made the upper cord of the bridge of the latter, while our rivals' was made of cast-iron. This furnished my text. I pictured the result of a steamer striking against the one and against the other. In the case of the wrought-iron cord it would probably only bend; in the case of the cast-iron it would certainly break and down would come the bridge. One of the directors, the well-known Perry Smith, was fortunately able to enforce my argument, by stating to the board that what I said was undoubtedly the case about cast-iron. The other night he had run his buggy in the dark against a lamp-post which was of cast-iron and the lamp-post had broken to pieces. Am I to be censured if I had little difficulty here in recognizing something akin to the hand of Providence, with Perry Smith the manifest agent?
"Ah, gentlemen," I said, "there is the point. A little more money and you could have had the indestructible wrought-iron and your bridge would stand against any steamboat. We never have built and we never will build a cheap bridge. Ours don't fall."
There was a pause; then the president of the bridge company, Mr. Allison, the great Senator, asked if I would excuse them for a few moments. I retired. Soon they recalled me and offered the contract, provided we took the lower price, which was only a few thousand dollars less. I agreed to the concession. That cast-iron lamp-post so opportunely smashed gave us one of our most profitable contracts and, what is more, obtained for us the reputation of having taken the Dubuque bridge against all competitors. It also laid the foundation for me of a lifelong, unbroken friendship with one of America's best and most valuable public men, Senator Allison.
The moral of that story lies on the surface. If you want a contract, be on the spot when it is let. A smashed lamp-post or something equally unthought of may secure the prize if the bidder be on hand. And if possible stay on hand until you can take the written contract home in your pocket. This we did at Dubuque, although it was suggested we could leave and it would be sent after us to execute. We preferred to remain, being anxious to see more of the charms of Dubuque.
After building the Steubenville Bridge, it became a necessity for the Baltimore and Ohio Railroad Company to build bridges across the Ohio River at Parkersburg and Wheeling, to prevent their great rival, the Pennsylvania Railroad Company, from possessing a decided advantage. The days of ferryboats were then fast passing away. It was in connection with the contracts for these bridges that I had the pleasure of making the acquaintance of a man, then of great position, Mr. Garrett, president of the Baltimore and Ohio.
We were most anxious to secure both bridges and all the approaches to them, but I found Mr. Garrett decidedly of the opinion that we were quite unable to do so much work in the time specified. He wished to build the approaches and the short spans in his own shops, and asked me if we would permit him to use our patents. I replied that we would feel highly honored by the Baltimore and Ohio doing so. The stamp of approval of the Baltimore and Ohio Railroad would be worth ten times the patent fees. He could use all, and everything, we had.
There was no doubt as to the favorable impression that made upon the great railway magnate. He was much pleased and, to my utter surprise, took me into his private room and opened up a frank conversation upon matters in general. He touched especially upon his quarrels with the Pennsylvania Railroad people, with Mr. Thomson and Mr. Scott, the president and vice-president, whom he knew to be my special friends. This led me to say that I had passed through Philadelphia on my way to see him and had been asked by Mr. Scott where I was going.
"I told him that I was going to visit you to obtain the contracts for your great bridges over the Ohio River. Mr. Scott said it was not often that I went on a fool's errand, but that I was certainly on one now; that Mr. Garrett would never think for a moment of giving me his contracts, for every one knew that I was, as a former employee, always friendly to the Pennsylvania Railroad. Well, I said, we shall build Mr. Garrett's bridges."
Mr. Garrett promptly replied that when the interests of his company were at stake it was the best always that won. His engineers had reported that our plans were the best and that Scott and Thomson would see that he had only one rule—the interests of his company. Although he very well knew that I was a Pennsylvania Railroad man, yet he felt it his duty to award us the work.
The negotiation was still unsatisfactory to me, because we were to get all the difficult part of the work—the great spans of which the risk was then considerable—while Mr. Garrett was to build all the small and profitable spans at his own shops upon our plans and patents. I ventured to ask whether he was dividing the work because he honestly believed we could not open his bridges for traffic as soon as his masonry would permit. He admitted he was. I told him that he need not have any fear upon that point.
"Mr. Garrett," I said, "would you consider my personal bond a good security?"
"Certainly," he said.
"Well, now," I replied, "bind me! I know what I am doing. I will take the risk. How much of a bond do you want me to give you that your bridges will be opened for traffic at the specified time if you give us the entire contract, provided you get your masonry ready?"
"Well, I would want a hundred thousand dollars from you, young man."
"All right," I said, "prepare your bond. Give us the work. Our firm is not going to let me lose a hundred thousand dollars. You know that."
"Yes," he said, "I believe if you are bound for a hundred thousand dollars your company will work day and night and I will get my bridges."
This was the arrangement which gave us what were then the gigantic contracts of the Baltimore and Ohio Railroad. It is needless to say that I never had to pay that bond. My partners knew much better than Mr. Garrett the conditions of his work. The Ohio River was not to be trifled with, and long before his masonry was ready we had relieved ourselves from all responsibility upon the bond by placing the superstructure on the banks awaiting the completion of the substructure which he was still building.
Mr. Garrett was very proud of his Scottish blood, and Burns having been once touched upon between us we became firm friends. He afterwards took me to his fine mansion in the country. He was one of the few Americans who then lived in the grand style of a country gentleman, with many hundreds of acres of beautiful land, park-like drives, a stud of thoroughbred horses, with cattle, sheep, and dogs, and a home that realized what one had read of the country life of a nobleman in England.
At a later date he had fully determined that his railroad company should engage in the manufacture of steel rails and had applied for the right to use the Bessemer patents. This was a matter of great moment to us. The Baltimore and Ohio Railroad Company was one of our best customers, and we were naturally anxious to prevent the building of steel-rail rolling mills at Cumberland. It would have been a losing enterprise for the Baltimore and Ohio, for I was sure it could buy its steel rails at a much cheaper rate than it could possibly make the small quantity needed for itself. I visited Mr. Garrett to talk the matter over with him. He was then much pleased with the foreign commerce and the lines of steamships which made Baltimore their port. He drove me, accompanied by several of his staff, to the wharves where he was to decide about their extension, and as the foreign goods were being discharged from the steamship side and placed in the railway cars, he turned to me and said:
"Mr. Carnegie, you can now begin to appreciate the magnitude of our vast system and understand why it is necessary that we should make everything for ourselves, even our steel rails. We cannot depend upon private concerns to supply us with any of the principal articles we consume. We shall be a world to ourselves."
"Well," I said, "Mr. Garrett, it is all very grand, but really your 'vast system' does not overwhelm me. I read your last annual report and saw that you collected last year for transporting the goods of others the sum of fourteen millions of dollars. The firms I control dug the material from the hills, made their own goods, and sold them to a much greater value than that. You are really a very small concern compared with Carnegie Brothers and Company."
My railroad apprenticeship came in there to advantage. We heard no more of the Baltimore and Ohio Railroad Company entering into competition with us. Mr. Garrett and I remained good friends to the end. He even presented me with a Scotch collie dog of his own rearing. That I had been a Pennsylvania Railroad man was drowned in the "wee drap o' Scotch bluid atween us."
CHAPTER X
THE IRON WORKS
THE Keystone Works have always been my pet as being the parent of all the other works. But they had not been long in existence before the advantage of wrought- over cast-iron became manifest. Accordingly, to insure uniform quality, and also to make certain shapes which were not then to be obtained, we determined to embark in the manufacture of iron. My brother and I became interested with Thomas N. Miller, Henry Phipps, and Andrew Kloman in a small iron mill. Miller was the first to embark with Kloman and he brought Phipps in, lending him eight hundred dollars to buy a one-sixth interest, in November, 1861.
I must not fail to record that Mr. Miller was the pioneer of our iron manufacturing projects. We were all indebted to Tom, who still lives (July 20, 1911) and sheds upon us the sweetness and light of a most lovable nature, a friend who grows more precious as the years roll by. He has softened by age, and even his outbursts against theology as antagonistic to true religion are in his fine old age much less alarming. We are all prone to grow philosophic in age, and perhaps this is well. [In re-reading this—July 19, 1912—in our retreat upon the high moors at Aultnagar, I drop a tear for my bosom friend, dear Tom Miller, who died in Pittsburgh last winter. Mrs. Carnegie and I attended his funeral. Henceforth life lacks something, lacks much—my first partner in early years, my dearest friend in old age. May I go where he is, wherever that may be.]
Andrew Kloman had a small steel-hammer in Allegheny City. As a superintendent of the Pennsylvania Railroad I had found that he made the best axles. He was a great mechanic—one who had discovered, what was then unknown in Pittsburgh, that whatever was worth doing with machinery was worth doing well. His German mind made him thorough. What he constructed cost enormously, but when once started it did the work it was intended to do from year's end to year's end. In those early days it was a question with axles generally whether they would run any specified time or break. There was no analysis of material, no scientific treatment of it.
How much this German created! He was the first man to introduce the cold saw that cut cold iron the exact lengths. He invented upsetting machines to make bridge links, and also built the first "universal" mill in America. All these were erected at our works. When Captain Eads could not obtain the couplings for the St. Louis Bridge arches (the contractors failing to make them) and matters were at a standstill, Kloman told us that he could make them and why the others had failed. He succeeded in making them. Up to that date they were the largest semicircles that had ever been rolled. Our confidence in Mr. Kloman may be judged from the fact that when he said he could make them we unhesitatingly contracted to furnish them.
I have already spoken of the intimacy between our family and that of the Phippses. In the early days my chief companion was the elder brother, John. Henry was several years my junior, but had not failed to attract my attention as a bright, clever lad. One day he asked his brother John to lend him a quarter of a dollar. John saw that he had important use for it and handed him the shining quarter without inquiry. Next morning an advertisement appeared in the "Pittsburgh Dispatch":
"A willing boy wishes work."
This was the use the energetic and willing Harry had made of his quarter, probably the first quarter he had ever spent at one time in his life. A response came from the well-known firm of Dilworth and Bidwell. They asked the "willing boy" to call. Harry went and obtained a position as errand boy, and as was then the custom, his first duty every morning was to sweep the office. He went to his parents and obtained their consent, and in this way the young lad launched himself upon the sea of business. There was no holding back a boy like that. It was the old story. He soon became indispensable to his employers, obtained a small interest in a collateral branch of their business; and then, ever on the alert, it was not many years before he attracted the attention of Mr. Miller, who made a small investment for him with Andrew Kloman. That finally resulted in the building of the iron mill in Twenty-Ninth Street. He had been a schoolmate and great crony of my brother Tom. As children they had played together, and throughout life, until my brother's death in 1886, these two formed, as it were, a partnership within a partnership. They invariably held equal interests in the various firms with which they were connected. What one did the other did.
The errand boy is now one of the richest men in the United States and has begun to prove that he knows how to expend his surplus. Years ago he gave beautiful conservatories to the public parks of Allegheny and Pittsburgh. That he specified "that these should be open upon Sunday" shows that he is a man of his time. This clause in the gift created much excitement. Ministers denounced him from the pulpit and assemblies of the church passed resolutions declaring against the desecration of the Lord's Day. But the people rose, en masse, against this narrow-minded contention and the Council of the city accepted the gift with acclamation. The sound common sense of my partner was well expressed when he said in reply to a remonstrance by ministers:
"It is all very well for you, gentlemen, who work one day in the week and are masters of your time the other six during which you can view the beauties of Nature—all very well for you—but I think it shameful that you should endeavor to shut out from the toiling masses all that is calculated to entertain and instruct them during the only day which you well know they have at their disposal."
These same ministers have recently been quarreling in their convention at Pittsburgh upon the subject of instrumental music in churches. But while they are debating whether it is right to have organs in churches, intelligent people are opening museums, conservatories, and libraries upon the Sabbath; and unless the pulpit soon learns how to meet the real wants of the people in this life (where alone men's duties lie) much better than it is doing at present, these rival claimants for popular favor may soon empty their churches.
Unfortunately Kloman and Phipps soon differed with Miller about the business and forced him out. Being convinced that Miller was unfairly treated, I united with him in building new works. These were the Cyclops Mills of 1864. After they were set running it became possible, and therefore advisable, to unite the old and the new works, and the Union Iron Mills were formed by their consolidation in 1867. I did not believe that Mr. Miller's reluctance to associate again with his former partners, Phipps and Kloman, could not be overcome, because they would not control the Union Works. Mr. Miller, my brother, and I would hold the controlling interest. But Mr. Miller proved obdurate and begged me to buy his interest, which I reluctantly did after all efforts had failed to induce him to let bygones be bygones. He was Irish, and the Irish blood when aroused is uncontrollable. Mr. Miller has since regretted (to me) his refusal of my earnest request, which would have enabled the pioneer of all of us to reap what was only his rightful reward—millionairedom for himself and his followers.
We were young in manufacturing then and obtained for the Cyclops Mills what was considered at the time an enormous extent of land—seven acres. For some years we offered to lease a portion of the ground to others. It soon became a question whether we could continue the manufacture of iron within so small an area. Mr. Kloman succeeded in making iron beams and for many years our mill was far in advance of any other in that respect. We began at the new mill by making all shapes which were required, and especially such as no other concern would undertake, depending upon an increasing demand in our growing country for things that were only rarely needed at first. What others could not or would not do we would attempt, and this was a rule of our business which was strictly adhered to. Also we would make nothing except of excellent quality. We always accommodated our customers, even although at some expense to ourselves, and in cases of dispute we gave the other party the benefit of the doubt and settled. These were our rules. We had no lawsuits.
As I became acquainted with the manufacture of iron I was greatly surprised to find that the cost of each of the various processes was unknown. Inquiries made of the leading manufacturers of Pittsburgh proved this. It was a lump business, and until stock was taken and the books balanced at the end of the year, the manufacturers were in total ignorance of results. I heard of men who thought their business at the end of the year would show a loss and had found a profit, and vice-versa. I felt as if we were moles burrowing in the dark, and this to me was intolerable. I insisted upon such a system of weighing and accounting being introduced throughout our works as would enable us to know what our cost was for each process and especially what each man was doing, who saved material, who wasted it, and who produced the best results.
To arrive at this was a much more difficult task than one would imagine. Every manager in the mills was naturally against the new system. Years were required before an accurate system was obtained, but eventually, by the aid of many clerks and the introduction of weighing scales at various points in the mill, we began to know not only what every department was doing, but what each one of the many men working at the furnaces was doing, and thus to compare one with another. One of the chief sources of success in manufacturing is the introduction and strict maintenance of a perfect system of accounting so that responsibility for money or materials can be brought home to every man. Owners who, in the office, would not trust a clerk with five dollars without having a check upon him, were supplying tons of material daily to men in the mills without exacting an account of their stewardship by weighing what each returned in the finished form.
The Siemens Gas Furnace had been used to some extent in Great Britain for heating steel and iron, but it was supposed to be too expensive. I well remember the criticisms made by older heads among the Pittsburgh manufacturers about the extravagant expenditure we were making upon these new-fangled furnaces. But in the heating of great masses of material, almost half the waste could sometimes be saved by using the new furnaces. The expenditure would have been justified, even if it had been doubled. Yet it was many years before we were followed in this new departure; and in some of those years the margin of profit was so small that the most of it was made up from the savings derived from the adoption of the improved furnaces.
