the steel industry was based_.

On the intensive development of this idea
by Andrew Carnegie, within his expanding
organization, hinged the tremendous progress
and profits of the Carnegie Company. ``The
little boss'' matched furnace against furnace,
mill against mill, superintendent against
superintendent. He scanned his weekly and

monthly reports not merely for records of
output, but for comparative consumption of
ore, fuel, and other supplies, for time and labor
costs in proportion to product.

If a superintendent, foreman, or gang failed
to respond to this urging, failed to get into
the race for the famous broom which crowned
the stack of the champion Carnegie mill or
furnace, the parallel showing of the other mills
became a club to drive the laggards into line.
So intense was the competition, so sharp the
verbal goads applied that Jones, after resigning
in indignation, parodied in sarcastic
notes in this manner the Carnegie fashion of
bringing executives to task: ``Puppy dog
number three, you have been beaten by puppy
dog number two on fuel. Puppy dog number
two, you are higher on labor than puppy
dog number one.''