better idea is that, generally speaking, the best dispatcher puts out the fewest orders. It is always easier to give orders of any kind than it is to execute them. It is a far cry from an O.S. on a train sheet to getting a heavy drag into a sidetrack and out again. It often takes longer to stop a train and get an order signed and completed than the additional time given in the order amounts to. Even a judicious use of the beneficent nineteen order involves more or less delay. One of the lessons a dispatcher has to learn is to know when he is up against it; when he has figured badly; and when not to make a bad matter worse by vainly trying to retrieve a hopeless delay. A good dispatcher will know without being told that he has made a poor meeting point. Educate him to consider that as an error to be avoided under like conditions in the future; not as a mistake to be made worse by putting out more orders that may fail to help the stabbed train enough, and may result in having every fellow on the road delayed. If any train must be delayed, let it be one that is already late rather than one that is on time. Above all get the confidence of your dispatchers so that they will not try to cover up their own mistakes or those of others. Teach them that, in the doubtful event of its becoming necessary, the superintendent is able to do the covering up act for the whole division.

Every superintendent and higher official should remember that if the same train order is given every day there must be something radically wrong with the time table. All over this broad land, day after day, hundreds of unnecessary train orders are being sent because many time tables are constructed on the models of forty years ago. At that time, in fact as in name, there were two classes of trains, passenger and freight. To-day there are in reality at least two distinct classes of passenger trains and two classes of freights, or at least four in all. On most of the roads in the country passenger trains of whatever nature or importance are all shown in one class, the first. As a result every limited train in the inferior direction on single track has to be given right by train order over opposing local passenger trains in the superior direction. In other words, the working time table, by definition a general law, has no more practical value, as between such trains, than an advertising folder. A train order by its very nature is an exception to the general law, the time table. When the exception becomes the rule it is high time to head in or to put out a thinking flag. Some years ago your old dad after much persuasion induced his superiors to let him make four classes of trains on a pretty warm piece of single track. The result directly and indirectly was to reduce the number of train orders by twenty or twenty-five per day. Every train order given increases the possibility of mistake and disaster; the fewer the orders the safer the operation. The change was made without even an approach to a mistake or the semblance of disaster. The dispatchers being less occupied were able to give more attention to local freights, and the general efficiency of the train service was greatly increased. The wires could go down and the most important trains would keep moving. It has stood the test of years and if the old method were resumed a grievance committee would probably wait on the management.

Successful politicians and public speakers have long since learned not to disgust their hearers by trying to talk in language ridiculously simple and uncultured. For us to say that the intelligent employes of to-day cannot keep in mind four or even five classes of trains is to confuse them with the comparatively illiterate men of a bygone generation. The public school and the daily newspaper have made a part of our problem easier. We are paying higher wages than ever before, but is it not partly our own fault if we fail to get full value received?

Therefore, see if your time tables appeal to tradition or to reason; if they belong to a period when women wore hoopskirts, or to a time when women ride wheels and play golf. In brief, before you take the stylus to remove the dirt ballast from the dispatcher's eye, be sure that there are no brakebeams stuck in your own headlight.

Affectionately, your own

D. A. D.

  LETTER III.

HANDLING A YARD.

April 3, 1904.

My Dear Boy:—You have asked me to give you some pointers on handling a yard. You will find that nearly all situations in a yard hark back to one simple rule, which is: When you get hold of a car move it as far as possible toward its final destination before you let go of it.

The training of a switchman is usually such that, if let alone, he will stick the car in the first convenient track and wait to make a delivery until he can pull every track in the yard and put with it all other cars with the same cards or marks. By this time some other fellow with a similar honesty of purpose but differently applied will come along and bury the car or block the first man in so that one engine has to stand idle. A yardmaster has to learn to keep his engines scattered and to hold each foreman responsible for the work of an engine. A good yardmaster knows instinctively where to be at a certain time to minimize the delay incident to engines bunching. The old switchman who becomes a yardmaster often proves a failure because he cannot overcome his inclination to follow one engine and take a hand in the switching himself. By so doing he may perhaps increase the work accomplished by that one engine, possibly five per cent; but in the meantime the other engines, for want of comprehensive, intelligent instructions, are getting in each other's way and the efficiency of the day's service is decreased maybe twenty per cent.

Good yardmasters are even harder to discover or develop than good train dispatchers. The exposure, the irregular hours for the yardmaster's meals in even the best regulated yards make a good conductor leery about giving up a comfortable run to assume the increased responsibility of a yard. The pay of a yardmaster is little more than that of a conductor and is sometimes less. Right here is a chance for some deep administrative thought. It is so much easier to get good conductors than good yardmasters, should we not make the latter position more attractive? Some roads have done this by making it one of the positions from which to promote trainmasters, and seldom have such appointees fallen down. However, there are hardly enough promotion loaves and fishes to go around. Men get tired of living on skimmed milk on earth for the sake of promised cream in heaven. Every switch engine worked costs the company several hundred dollars per month, and the yardmaster whose good figuring can save working even one engine is more than earning his salary.

The closer you can get your yardmasters to your official family the better your administration. Pick up a yardmaster occasionally and take him to headquarters with you so that he will keep acquainted with the dispatchers. This will hold down friction and save the company's good money. A dispatcher naturally wants to get all the trains he can into a terminal, while a yardmaster is doing his level best to get trains out. With such radically different points of professional view there is a big opportunity for the superintendent and the trainmaster to do the harmonizing act, to keep pleasantly before employes the fact that all are working for the same company, that all do business with the same paymaster. Blessed are the peacemakers doesn't mean necessarily there must first be trouble. Peace carried in stock is better than that manufactured on hurry-up shop orders.

If you are looking for talent to run a yard, consider some ambitious dispatcher. Too few dispatchers have become yardmasters. The same cool head, the same quick judgment, the same executive ability are needed in both positions. The man who has successfully