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parents. The young people found plenty of time on the trip to fall in love with each other. But they had discretion enough to wait until young Guggenheim was on his feet financially, before they were married. Five years after the landing in Philadelphia, the wedding was celebrated; and when the head of the family was ready to start in the embroidery business, they had a big family of seven sons and several daughters growing up around them. It was one of the eldest of the sons who was sent to Switzerland in his father's stead, to study the design and manufacture of embroideries.

velopment of a promising mine in Colorado. Mr. Guggenheim was not willing to advance the money unless he could go into the deal as a partner. The mine turned out poorly. There was plenty of ore, but even more water, and it it looked for a long while as though the whole enterprise was destined to be a complete failure. But Meyer Guggenheim was not accustomed to be connected with failures, and he did not propose to begin at this period of his life.

The embroidery business was so well organized that it would take care of itself

for a while under the direction of the boys. So he simply packed up, and went out to the mine to see for himself what was the matter. There he asked innumerable questions, studied for himself the problems which had baffled the managers, and presently began, as his critics said, to throw good money after bad in the purchase of new machinery and the sinking of new drifts. But the result was that in a little while the mine began to make a profit; and, before some people had recovered from their surprise, it was a handsomely paying property.

Nor was that all. Meyer Guggenheim's investigations had convinced him that there were great profits in the mining business, if properly conducted. He had been especially struck with the fact that the business of smelting was a good one. So he went to work again on the same old principles which had proved successful in so many other ventures. He bought some stock in a Denver smelter, and at the same time sent one of his seven sons to a technical school to master thoroughly the scientific side of smelting and metallurgy. When the young man had taken his course, Meyer Guggenheim wasted no time. With the aid of his son's technical knowledge, he designed and had built an enormous smelter, costing about one million dollars and containing all the latest and most improved devices for doing the work better than before as well as more economically. Presently, all of the seven boys were taken into the smelting business, and the firm of M. Guggenheim's Sons was organized, the senior retiring from active participation in the business, though he has always remained

the court of last resort in all the affairs of the firm.

Since then the firm has built several other large smelters, and has added to its holdings many rich mines in the West and in Mexico. To-day it is the largest factor in the smelting trade of the United States, and has to be reckoned with in the metal markets of the world.

Meyer Guggenheim has always been the severest critic of all his sons' business policies. He has insisted that everything they do must be based on as complete and thorough a technical knowledge as it is possible to acquire. At the same time, his "boys" are his greatest pride. And the young men-some of them well advanced now towards middle age-have always returned his paternal affection to the utmost.

Nowhere could there be found a stronger demonstration of the fact that, in the modern world of business, knowledge is still power. And if this lesson seems to be repeated over and over again as one studies the life work of successful men, it is only because the will and the determination to acquire exact and thorough knowledge in their several lines seems to lie close to the secret of their astonishing success. It was this determination to know "why the wheels go round," and the ability to apply that knowledge, once it was acquired, which have been the chief factors in raising Mr. Meyer Guggenheim, who started his business career so lowly in 1848, to his present unique position as the man who wrought out, built up, and still maintains, with his family of seven strong business men, a great branch of one of the most important of the technical industries of our country.

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Birthplace and Home of Asa Pollard, the first man to fall on the American side at the Battle of Bunker Hill. This house is still standing in practically the same condition as originally. It is located on the road from Lexington to Lowell, in the town of Billerica. Asa Pollard was one of the Minute Men, but it is not known whether he participated in the Battle of Lexington or not. Some Minute Men from Billerica did take part in that battle.

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Old Powder House, Somerville, Mass. Built prior to 1720. When first built it was a windmill. Sold in 1747 for a magazine. General Gage, commander of the British troops in Boston, seized the powder stored there in 1774. In 1775, soon after the Battle of Lexington, the American Army gained possession of it, and stored their powder there for a number of years. The relic is now owned and preserved by the City of Somerville.

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The Plymouth Lindens, Plymouth, Mass. In 1750 a shipmaster named Cameron brought to Plymouth from England in a raisin box a few rooted slips of the English lindens. Of these slips, three were planted by Col. George Watson, then a prominent resident of Plymouth. From slips taken from these trees, the row now standing along the street were planted. In 1760 they were about 15 feet high. At the present time they stand 80 feet in height, and are from 10 to 14 feet in circumference four feet from the ground. The trees are well known to tourists visiting the historic town where some of the foundation stones of popular liberty were laid; but they have seldom been photographed.

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The Harrington House, Lexington, Mass. There is no definite knowledge of the year in which this house was built, but it was standing at the time of the Battle of Lexington in practically its present condition. Its situation is on the left side of the Lexington Common. Directly in front of it stood a part of the Minute Men at the time of the battle, April 19, 1775. The owner, Jonathan Harrington, one of the Minute Men, was wounded at the first discharge of British firearms. When shot he was running from the meeting house, where he had gone to get powder. He dragged himself to the door of the house, and died at his wife's feet.

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Fire Departments for Single Buildings

A Valuable Principle Capable of Wide Application Suggested by a Recent Installation in the Great Retail Department Store of Marshall Field & Company, Chicago, Ill.

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By AYLMER JACKSON
Mechanical Engineer

FIRE DEPARTMENT for every building seems to be the tendency resulting from the erection of the tall and huge commercial structures of our modern cities. An ideal installation of the kind has recently been placed in service in the great retail establishment of Marshall Field & Company in Chicago, the largest store in the world. With equipments With equipments like this established in every large building, great fires such as recently devastated Baltimore and Toronto would be

practically impossible. Even with the private fire-protection apparatus that was installed by commercial houses in those cities, the spread of the flames was checked and many buildings saved. It is estimated that the property saved in each of these cities by such equipment. amounted in value to $5,000,000. Private fire apparatus is always on the ground ready for duty; while the city fire companies have to make runs from their stations, arrange their hose lines, make the necessary couplings, etc. A

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