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U.S. STEEL DUQUESNE WORKS HAER No. PA-115 (Page 19) installation of modern electrically powered hoisting equipment, at each furnace. 22 The construction of a central boiler house in 192 9 gave plant officials more flexibility and control over the generation of steam power throughout the works. Before its construction, steam was generated by a decentralized system of boilers located at each of the mill's component plants (i.e. blast furnace plant, open hearth plant, and rolling mills). Decentralization created the potential for the disruption of material flow through the works if the boilers at a particular site broke down. The design of the central boiler house overcame this problem because additional back-up boilers were provided for such emergencies. Another important feature of the new facility was the character of its boilers. Because the new facility contained six gas-fired and six coal-fired boilers, plant managers were better able to contain operating costs by having the option of using the cheapest fuel available at any particular time. 23 Finally, the construction of a modern electric furnace plant and heat treating facility in 1943 significantly increased the versatility of Duquesne's steelmaking operations. It also provided an important link to neighboring U. S. Steel facilities such as the forging plant at the Homestead Works. Built at a cost of $10,000,000 by the Defense Plant Corporation (D.P.C.) in order to aid in the war effort, the electric furnace plant provided the Homestead Works with high quality alloy steel ingots. The ingots were subsequently forged into armor plate for the U.S. Navy Department at Homestead's newly constructed, D.P.C. financed, heavy forging plant. After the war ended the new facilities allowed Duquesne to enter the burgeoning market for semi-finished alloy steel products. 24 Technology and Laborr 1918-1945 Organized labor made several attempts to gain recognition 22 Carnegie Steel Company, "Duquesne Works: Plant Description Book," 15-6, 25-8; The Duquesne Times, April 11, and 18, 1924; The Daily Newsf McKeesport, Pa.r April 18, 1924; and "New Capacity in Iron and Steel Works," The Iron Age 113(January 3, 1924): 110. 23 J. Patrick Ely, former General Superintendent of the National-Duquesne Works, interview with author, July 11, 1989. 24,, Alloy Steel Plant"- Duquesne, Penna. ," Defense Plant Corporation Brochure - Plancor 186D (Washington: 1943), 1-8; T. J. Ess, "War Time Expansion of Carnegie-Illinois Steel Corporation in the Pittsburgh District," Iron and Steel Engineer 24(September 1947): C-I 13 - C-I - 32.
U.S. STEEL DUQUESNE WORKS HAER No. PA-115 (Page 20) within the Duquesne Works between 1918 and 1945. Each was part of a larger effort to organize the steel industry nationwide and each, recognizing the realities of the job structures created by the technology of steel production, abandoned the craft exclusiveness of earlier union drives for a strategy based on some variant of industrial unionism. As with previous efforts, trade unionists sought to gain some measure of control over the technology in terms of the time spent operating it and the benefits derived from its output. Unlike previous efforts, however, their success or failure depended less on the increasingly outmoded occupational categories that formed the basis of the Amalgamated Association's activity than on social and political factors that bore little direct relationship to technological development. The first attempt at forming a union was made by the American Federation of Labor after America entered World War I. It culminated in the great steel strike of 1919. The impetus for organizing resulted from the favorable political climate created by an agreement between the A. F. of L. and the administration of President Woodrow Wilson. In return for the Federation's support of the national war effort, the administration, through the auspices of its National War Labor Board (NWLB), asserted the right of workers to organize into trade unions without any interference by employers. Shortly thereafter, in August of 1918, the Federation created the National Committee for Organizing the Iron and Steel Workers. The National Committee consisted of representatives from twenty-four member unions of the A. F. of L., each claiming some jurisdiction over workers in the steel industry. In order to prevent a fragmented approach to its organizational efforts, the National Committee agreed to conduct a unified effort and to centralize the newly created local chapters of the member unions at each steel center into informal central bodies known as Iron and Steel Workers Councils. The largest number of steelworkers — i.e. those having no skill — were given over to the Amalgamated Association which claimed about one-half of the total number of steelworkers. Despite declarations of unity and pledges of financial support by the member unions, the effort was hampered by jurisdictional disputes and meager operating expenses. Nevertheless, by skillfully appealing to immigrant workers around the concept of the eight-hour workday and by associating national war aims (making the world safe for democracy), with trade union goals (the extension of industrial democracy in America), the National Committee was able to enroll 100,000 steelworkers nationwide by late in the spring of 1919. This number reached an estimated 300,000 by September 22nd when the NWLB was dissolved and the recalcitrance of employers led the National Committee to call a nationwide strike for union recognition.
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