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standardization into railroading was a necessary step for a growing company like the Pennsylvania Railroad. The man given much of the credit for struc- turing the railroad to be a success was J. Edgar Thomson, who was hired as chief engineer to construct the line. He soon took on the job of general superin- tendent and, in 1852, became presi- dent. During his time with the PRR he successfully oversaw the building and operating of the railroad, as well as its expansion. By the time of his death, in 1874, the railroad extended well beyond its original base in Pennsylvania with service to Jersey City, Baltimore, Wash- ington, D.C., Chicago and, through con- nections, on to St. Louis. While Thomson may have been the railroad’s leader during this era, there were many others who also played a role in the development of motive pow- er on the line and the author introduces us chronologically to these men and their work. With each railroad the PRR acquired,
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leased or gained control of (the Philadel- phia & Columbia; the Allegheny Por- tage; the Harrisburg, Portsmouth, Mountjoy & Lancaster; The Northern Central; the Cumberland Valley; the Philadelphia & Erie; the Allegheny Val- ley; the Pittsburgh, Ft. Wayne & Chica- go; the Columbus, Chicago & Indiana Central; the Pittsburgh, Cincinnati & St. Louis; the United Canal & Railroad Companies of New Jersey; the Philadel- phia & Trenton; and the Baltimore & Potomac, etc.) came a mix of locomo- tives. This was a time when there were many small, local builders and each lo- comotive was hand-built, one at a time. By 1874, Thomson, the man who rec- ommended the purchase of the PRR’s first locomotives, was running a compa- ny that rostered 920 steam engines. When it came to locomotives, control-
ew N Scale 60 Doub The Greenville 60’ auto parts box car designed in
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ling costs and improving efficiency were two important items on Thom- son’s agenda. Beginning in 1848, he wrote letters to Matthias Baldwin telling him what the railroad was look- ing for in a locomotive and compared Baldwin’s line of locomotives to that of rival Norris, pointing out the pros and cons of each and providing Baldwin with suggestions as to how to improve his locomotives. Fuel costs were one expense that the railroad was interested in lowering. In the 1850’s the PRR experimented with ways to burn coal–a less-expensive fuel–rather than wood. With some modifications to the firebox it was found that coal could be successfully used. Another expense that needed ad- dressing was maintenance. While the railroad had hundreds of locomotives on its roster, there were no inter- changeable parts, even among locomo- tives from the same builder. Each part had to be manufactured to fit a particu- lar locomotive. (As an example of the difficulties of maintaining the fleet, in 1857 the railroad had twelve different types of valve gear in use.) So, in 1867, the railroad instituted a system of uni- formity in plans and patterns for loco- motives. Over time this helped to re- duce needed parts and out-of-service time and resulted in substantial sav- ings in repair costs. Other changes included the use of
newer, stronger materials, such as steel instead of iron, and the develop- ment and refinement of a host of differ- ent parts. There is a ten-page chapter that outlines PRR practices as they re- late to a variety of locomotive appli- ances and it includes some charts and cost comparisons. Another topic covered is painting and lettering. While it doesn’t show in the black and white photos of the time pe-
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