The "long turn" of twenty-four hours and the "seven-day week" I have never heard defended, either in the mill by any foreman or workman, or outside by any member of the management, or even in a public statement. If, by an arrangement of extra workers, it were possible to eliminate these features and still keep the twelve-hour work-day for six days a week, there would, I think, be a certain number of men ready enough to work under that arrangement. I met one man, for example, who said: "Good job, work all time, no spend, good job save." There are a few foreign workers whose plan is to work steadily for ten or fifteen years, and then carry the money back to the old country. These men are willing to spend the maximum time within mill walls, since they have no intention of marrying, settling down, and becoming Americans. But their numbers are small, and the desirability of their type is questionable. It is unwise, at any rate, to build the labor policy of a great industry in their interest.
On those first night-shifts I wondered if my feelings on the arrangement of hours were not solely those of a sensitive novice. I'd "get used to it," perhaps. But I found that first-helpers, melters, foremen, "old timers," and "Company men" were for the most part against the long day. They were all looking forward, with varying degrees of hope, to the time when the daily toll of hours would be reduced.
The twelve-hour day gives a special character to the industry itself as well as to the men. I remember noticing the difference in pace, in tempo, from that of a machine shop or a cotton mill. Men learn to cultivate deliberate movement, with a view to the fourteen-hour stretch they have before them. When I began work with a pickaxe on some hot slag, on my first night, I was reproached at once: "Tak' it eas', lotza time before seven o'clock." And the foremen fell in with the men. They winked at sleeping, for they did it themselves.
Another kind of inefficiency that flowed quite naturally from excessive hours was "absenteeism," and a high "turnover" of labor. Men kept at the job as long as they could stick it, and then relaxed into a two or three weeks' drunk. Or they quit the Company and moved to another mill, for the sake of change and a break in the drudgery. I remember an Austrian with whom I worked in the "pit," who said he was going to get drunk in Pittsburgh, go to the movies, and move to Johnstown the following Monday. He had been on the job three weeks. New faces appeared on the gangs constantly, and dropped out as quickly. I achieved my promotion from common labor in the pit to the floor of the furnace by supplying on a twenty-four-hour shift, when absentees are apt to be numerous, and it is hard fully to man the furnaces. The company kept a large number of extra men on its pay roll because of the number of absentees, and the turnover percentage ran high.
It is impossible to live under this loose régime—with high turnover, and the work-pace necessarily keyed low because of the excessive burden of hours spent under the roof of the mill—and not wonder if there isn't an engineering problem in it. The impression was of a vast wastage of man-hours. The question suggested itself: "Is it in the long run, good business—an efficient thing?" An exhaustive investigation by engineers and economists could surely be made to answer this question.
People ask: "Is there any mechanical or metallurgical reason for the twelve-hour day?" The answer is: No. There are several plants of independent steel companies that run on a three-shift, eight-hour basis; and the steel mills in England, France, Germany, and Italy operate with three eight-hour shifts. The long day is not a metallurgical necessity, therefore. The metallurgical explanation of the twelve-hour day, however, is this. The process of making iron or steel is necessarily a continuous one, because the heat of the furnaces must be conserved by keeping up the fires twenty-four hours a day. So the division into either two shifts of twelve hours or three shifts of eight becomes imperative. Other industries might reduce their hours gradually from twelve to ten, and then to nine. With steel the full jump from twelve to eight must be made. Without doubt, this metallurgical factor accounts in some measure for the conservatism of the steel companies in making the change.
It is none of my business, in summing up a personal experience, to review the story of steel mills which have undertaken a three-shift plan of operation, of eight hours each, in place of the two shifts of twelve. But the study has been made by engineers and economists, who have collected figures as to the cost of operation on an eight-hour basis as contrasted with a twelve. The increased cost in product which such a change would entail is between three and five per cent.[3]
The community of workers takes on a special character, where men live whose day is twelve hours long. "We haven't any Sundays," the men said; and "There isn't time enough at home." This is the most far-reaching effect of "hours" in steel, I think, and easily transcends the others.
"What do you do when you leave the mill?" people ask. "On my night-week," I answer, "I wash up, go home, eat, and go to bed." Anything that happens in your home or city that week is blotted out, as if it occurred upon a distant continent; for every hour of the twenty-four is accountable, in sleep, work, or food, for seven days; unless a man prefers, as he often does, to cheat his sleep-time and have his shoes tapped, or take a drink with a friend.
The day-week is decidedly better. You work only ten hours, from seven to five. Those evenings men spend with their families, or at the movies, or going to bed early to rest up for the "long turn." It is not, however, as if it were a "ten-hour industry." Some of the wear and tear of the seven fourteen-hour shifts of the night-week protracts itself into the day-week, and you hear men saying: "This ten-hour day seems to tire me more than the fourteen; funny thing." However the week may be divided up, it is impossible to keep the human body from recording the fact that it averages seven twelve-hour days, or eighty-four hours of work, in the week.