From Batch to Flow: Production Technology and Work-Force Skills in the Steel Industry, 1880—1920 MICHAEL NUWER The evolution of mass-production technologies is often associated with the predominance of machine-tending jobs. Most observers of early-20th-century steelmaking practices in the United States main tained that technological changes created a large class of machine operators. “The tendency in the American steel industry,” wrote Ste phen Jeans of the British Iron and Steel Institute in 1902, “is to reduce by every possible means the number of highly skilled men employed and more and more to establish the general wage on the basis of common unskilled labor. This is not a new thing, but it becomes every year more accentuated as a result of the use of automatic appliances which unskilled labor is usually competent to control.”1 Five years later, in 1907, John Fitch, a contemporary journalist, claimed that “fifteen or twenty years ago a large proportion of the employees in any steel plant were skilled men. The percentage of the highly skilled has steadily grown less; and the percentage of the unskilled has as steadily increased.”2 Based on such observations, Katherine Stone maintains that be tween 1890 and 1910 the vast majority of production jobs in the steel industry became semiskilled in the sense that the worker was required to “operate the machines, to feed them and tend them, to start them and stop them.”3 Mechanization led to the downgrading of skilled Dr. Nuwer is assistant professor of economics and industrial relations at Potsdam College of the State University of New York. Phis article is based on research under taken for his 1985 University of Utah dissertation, “Labor Market Structures in His torical Perspective.” He wishes to acknowledge helpful comments by Mark Prus, Peter Philips, Janet Callahan, and the Technology and Culture referees. ’J. Stephen Jeans, ed., American Industrial Conditions and Competition (London, 1902), p. 317. 2John Fitch, The Steel Workers (New York, 1910; repr. ed., 1969), p. 141. 3Katherine Stone, “The Origins of Job Structures in the Steel Industry,” in Labor Market Segmentation, ed. Richard C. Edwards, Michael Reich, and David M. Gordon (Lexington, Mass., 1975), p. 37.© 1988 by the Society for the History of Technology. All rights reserved. 0040- 165X/88/2904-0009$01.00 808 Technology and Work-Force Skills in the Steel Industry 809 workers and the upgrading of unskilled workers. By 1910 jobs in the steel industry were homogeneous enough that occupational skill dis tinctions were “virtually meaningless.”4 According to Stone, homo geneity tended to lower worker morale and thus highly differentiated job hierarchies were designed by steel industry management “to in crease individual worker output.”5 More recently Bernard Elbaum has shown that comprehensive earnings data from 1910 contradict Stone’s interpretation of job hierarchies. He reports that the range of relative occupational wages between the highest paid occupation and common labor was 1.4:1 in blast furnaces and 6:1 in bar mills. Furthermore, average pay was 12 percent greater than the common labor rate in blast furnaces and 70 percent in bar mills. According to Elbaum, these earnings differentials are “simply too wide to be plau sibly interpreted as a price willingly paid by management for labor peace and morale.”6 Instead Elbaum interprets the wage structure of the steel industry as resulting from the bargaining leverage of workers strategically lo cated in a high-throughput production process. In the steel industry, industry-specific production jobs were insulated from competitive labor-market constraints, which left broad latitude for group bar gaining. The piece-rate payment system afforded strategically placed process workers the ability to capture the benefits of increases in plant productivity.7 Elbaum and Frank Wilkinson have elsewhere pointed out that “although training and skill requirements may not have been great for machine tendingjobs, responsibility for machinery and ma terials could be considerable, as high throughput in bigger plants increased the costliness of errors. Top production hands . . . thereby retained strategic importance. In these circumstances bargaining le verage of groups of workers could well increase even as the skill and supervisory status of hands declined.”8 ’Ibid., p. 45. "’Ibid., p. 43. ’’Bernard Louis...