Identifier: masteringpowerpr01pola (find matches)
Title: Mastering power production ; the industrial, economic and social problems involved and their solution
Year: 1921 (1920s)
Authors: Polakov, Walter N. (Walter Nicholas), 1879-1948
Subjects: Efficiency, Industrial Power-plants
Publisher: New York, The Engineering magazine company
Contributing Library: The Library of Congress
Digitizing Sponsor: The Library of Congress

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ast three months has averagedless than 50 cents per 1000 pounds of steam for the first time sincewe commenced to keep records of steam generated. When it isborne in mind that this has gradually been reduced from a high costof $1.11 per 1000 pounds in December, 1918, it can be seen thatthe improvement has been marked. It might be noted here thatthis cost included all the costs of generating steam and transformingit into various forms of energy in which it is sent out from thepower house and represents the total monthly cost of the power de-partment divided by the total steam generated.The comparison for 1919 is as follows: Cost Per1919 Total Cost Total Pounds 1000 Pounds Steam Steam January $24,096.27 25,381,000 $0,951 February 22,345.38 23,400,000 0.953 March 21,895.90 24,571,000 0.693 April 18,985.95 29,741,066 0.637 May 16,340.47 26,900,000 0.572 June 18,142.36 26,476,000 0.685 July 16,987.25 36,127,000 0.468 August 18,985.40 36,066,000 0.525 September 16,384.33 33,527,000 0.588 265
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266 In other words, in spite of increased cost of coal and other material,over 50 per cent higher wages per hour and from 60 cents to $1.75bonus paid on top of the day wages, more than half of the expensesof power production were eliminated since formerly they representedpure waste. At the same time the factorys demand for power hasincrased 80 per cent while the total cost of power department de-creased from $24,000 to $17,000 per month-average.,, A more complete story of actual results accomplished within twoyears of mastering power production according to the fundamentalsadvocated by us is told graphically in Figure 78. After almost ayear spent in studies, organization of auxiliary departments, regula-tion of service and gaining confidence and cooperation of the em-ployees a fairly rapid progress in bettering operating practice wasmade. The limit was reached however at about 67 per cent effi-ciency and only the payment of a secondary rate for applied skillfinally secured the high ef

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