Now, by using the letters D, L, and N to represent the diameter, length of stroke, and number of strokes, respectively, we get the simple formula (a).

Let us take another example and find the capacity of the pump both in cubic feet and in gallons. Suppose the pump is a 12x16. The volume in cubic inches is found as shown in the calculation on the blackboard to be 1,809.55. As before, we divide by 231, and get as a result 7.833 gallons. Now, we know that one cubic foot equals 1,728 cubic inches. To find the capacity in cubic feet, we divide the volume in cubic inches by 1,728, giving us 1.047, which is the capacity of the pump in cubic feet per stroke. As in the first example, we use two constants, namely .7854 and 1,728. We can combine these constants into one by the same process. This gives us the fundamental formula shown at (b).

Losses

The above calculations give the theoretical capacity of a pump in cubic feet

per stroke and in gallons per stroke. In practice, the amount of water delivered will be somewhat less than this, because the stroke of a direct-acting pump varies somewhat, and there is some loss from leakage. Losses vary with the type of pump, the speed, the pressure, and the method of taking water. The losses are much smaller for large pumps than for small pumps, and they are smaller for low speed than for high speed. The loss for leakage, etc., in a large pump varies from 3 to 10 per cent. In small pumps it may go as high as 40 per cent. As a rough general average, we may take 25 per cent as the loss; and to find the actual capacity, we multiply the results of the above calculations by .75.

Other formulas similar to those given. in (a) and (b) can readily be made to suit the conditions-that is, when the diameter is given in feet and the stroke in inches, or the stroke in feet and the diameter in inches. But But those given should be sufficient for most cases, as the sizes of pumps are practically always given in inches.

1

R

EMARKABLE, even among that remarkable company of young millionaires known as "the thirty-five young partners of Andrew Carnegie," is William Ellis Corey, the present president of the United States Steel Corporation, better known as the "Steel Trust."

Mr. Corey is but thirty-seven years old; yet he went to work no less than twenty-one years ago for Andrew Carnegie, as a boy of sixteen, with no more than a grammar school education. Step by step he has climbed up in the service of the great steel master, until, when Charles M. Schwab was made the first president of the Steel Trust, Corey succeeded him at the head of the Carnegie Company, its largest and most important constituent concern. And later, when Schwab's retirement was forced, Corey was Carnegie's choice as his successor in the position of president of the largest and most powerful corporation ever formed.

The annual salary drawn by "Bill" Corey, as his old mates in the mill still call him, has been variously stated in the newspapers from a round million to a hundred thousand a year. Certainly it is one of the largest salaries ever paid, and it is even more certain that there are few positions in the world the occupants of which wield power as great or as far-reaching.

To review the life story of William E. Corey is to discover nothing especially new or startling. It is simply to add new and stronger emphasis to the importance of the possession of those simple. and fundamental qualities which are found at the bottom of most successful careers. And it is precisely because these qualities are so persistent and so easily understood, that the ambitious young

man, no matter what his station in life, should find in them the greatest possible inspiration and encouragement. If success were a matter of genius or due to some other equally mysterious cause, a young man who did not feel the fires of genius burning within him might well despair. When he finds that in practically every case success is due to hard work and a never-satisfied desire for exact knowledge, he may well conclude that the coveted prize lies within his grasp.

It is true that unequaled opportunities were offered to Corey and the other young men who entered the employ of the Carnegie Company, yet it is also true that out of the thousands who entered that employ only thirty-five or forty won their way upward to great success.

"Diligence," as Poor Richard says, was, in the case of Corey and his successful colleagues, "the mother and father of good luck."

He

It is told of Corey that he first entered the Carnegie service as a laborer at one dollar a day, and that his first work was hauling ore in a wheelbarrow. wheeled so much more ore than any other member of the gang that he was presently made foreman over the others. In that capacity he got so much more work out of his men than the other foremen that he was promoted to a still higher position. It is a good story, and it is a pity to spoil it, but Mr. Corey himself gives it the lie.

"I was a mere boy when I went to work," he says, "and I could not have hauled half a load of ore in a barrow. Nor were my wages one dollar a day. They were a good deal less than that amount."

As a matter of fact, when Corey was sixteen years old, he quit school and got

a small job as a helper in the chemical. laboratory connected with the Edgar Thomson Steel Works. And there, at the start, the qualities which are responsible for his success showed themselves. In the working hours, he did the rough work in and about the laboratory. In the evening, he read and studied books on chemistry and metallurgy which he borrowed from his superiors in the laboratory. The industry of the boy and his great desire for knowledge, quickly made an impression on the men immediately over him. They took an interest in his welfare, lent him more books, and helped him to direct his study in the best channels. It is almost always true that a diligent youth finds many friends and helpers.

A few years of hard study, while he was still working in the chemical laboratory, made Corey an authority on the chemistry of steel making; and when, in 1888, Charles M. Schwab was promoted from the position of superintendent of the plate mills and open hearth department, the young Corey, then just in his twenty-first year, was appointed to succeed him.

It was a hard task for a boy, just come of age, to undertake to superintend the work of hundreds of grown men and expert workmen; but Corey soon demonstrated that he knew all the details of the steel-making industry even a little better than the men who actually did the manual labor, and that demonstration quickly won the respect of the men under him. There is nothing which will so greatly help an executive in maintaining discipline among his subordinates as the realization on their part that he is their master in knowledge and skill.

Thanks to his home study in the science of steel making, Corey was able, soon after he took charge, to introduce some important economies in the mills. He also made some valuable innovations in the manufacture of armor plates,

which greatly strengthened the hands of his company in its efforts to secure, at a large profit, the contract for supplying the National Government with the armor for sheathing its battleships and cruisers. As the practical head of the plate mills, Corey was called upon to fill this difficult contract; and, in successfully performing the work, all his expert chemical and technical knowledge, acquired so largely by out-of-working-hours study, was called into play. The papers were full at the time of the great controversy between the officials of the Navy Department and the heads of the Carnegie Company over the armor-plate contract; but one heard nothing of this young and selfeducated engineer, whose skill and knowledge were among the determining factors in the case.

But he did the work and did it satisfactorily, and the keen eyes of Andrew Carnegie did not overlook his services. From that time on, his promotion was rapid and constant. He was made General Superintendent of the Carnegie Company, and finally, in 1901, when the Steel Trust was organized, he became president of the Carnegie Company.

In personal appearance Mr. Corey is a rather short, heavily-built man, with at fresh complexion, a small moustache, and an unwrinkled face which makes him look even younger than he really is.

In manner he is brisk and energetic. He wears loose and comfortably fitting clothes, and is democratic in his manners. He has never lost his great ining the various steel and iron products; terest in the practical processes of makand, as the present head of the steel corporation, it is understood that he devotes most of his time to their direction, leaving the handling of the financial problems connected with the administration to men especially trained in that direction. He is essentially an example of a successful technical man in the great steel industry.