sense a hyperbole, or throwing beyond the mark. So Bob

time: 2023-12-02 14:42:45laiyuan:toutiaovits: 75336

"Well, you needn't pay me if I don't."

sense a hyperbole, or throwing beyond the mark. So Bob

And thus Mr. Ott went to work and succeeded in accomplishing the results desired. Two weeks afterward Mr. Edison put him in charge of the shop.

sense a hyperbole, or throwing beyond the mark. So Bob

Edison's life fairly teems with instances of unruffled patience in the pursuit of experiments. When he feels thoroughly impressed with the possibility of accomplishing a certain thing, he will settle down composedly to investigate it to the end.

sense a hyperbole, or throwing beyond the mark. So Bob

This is well illustrated in a story relating to his invention of the type of storage battery bearing his name. Mr. W. S. Mallory, one of his closest associates for many years, is the authority for the following: "When Mr. Edison decided to shut down the ore- milling plant at Edison, New Jersey, in which I had been associated with him, it became a problem as to what he could profitably take up next, and we had several discussions about it. He finally thought that a good storage battery was a great requisite, and decided to try and devise a new type, for he declared emphatically he would make no battery requiring sulphuric acid. After a little thought he conceived the nickel-iron idea, and started to work at once with characteristic energy. About 7 or 7.30 A.M. he would go down to the laboratory and experiment, only stopping for a short time at noon to eat a lunch sent down from the house. About 6 o'clock the carriage would call to take him to dinner, from which he would return by 7.30 or 8 o'clock to resume work. The carriage came again at midnight to take him home, but frequently had to wait until 2 or 3 o'clock, and sometimes return without him, as he had decided to continue all night.

"This had been going on more than five months, seven days a week, when I was called down to the laboratory to see him. I found him at a bench about three feet wide and twelve to fifteen feet long, on which there were hundreds of little test cells that had been made up by his corps of chemists and experimenters. He was seated at this bench testing, figuring, and planning. I then learned that he had thus made over nine thousand experiments in trying to devise this new type of storage battery, but had not produced a single thing that promised to solve the question. In view of this immense amount of thought and labor, my sympathy got the better of my judgment, and I said: `Isn't it a shame that with the tremendous amount of work you have done you haven't been able to get any results?' Edison turned on me like a flash, and with a smile replied: `Results! Why, man, I have gotten a lot of results! I know several thousand things that won't work.'

"At that time he sent me out West on a special mission. On my return, a few weeks later, his experiments had run up to over ten thousand, but he had discovered the missing link in the combination sought for. Of course, we all remember how the battery was completed and put on the market. Then, because he was dissatisfied with it, he stopped the sales and commenced a new line of investigation, which has recently culminated successfully. I shouldn't wonder if his experiments on the battery ran up pretty near to fifty thousand, for they fill more than one hundred and fifty of the note-books, to say nothing of some thousands of tests in curve sheets."

Although Edison has an absolute disregard for the total outlay of money in investigation, he is particular to keep down the cost of individual experiments to a minimum, for, as he observed to one of his assistants: "A good many inventors try to develop things life- size, and thus spend all their money, instead of first experimenting more freely on a small scale." To Edison life is not only a grand opportunity to find out things by experiment, but, when found, to improve them by further experiment. One night, after receiving a satisfactory report of progress from Mr. Mason, superintendent of the cement plant, he said: "The only way to keep ahead of the procession is to experiment. If you don't, the other fellow will. When there's no experimenting there's no progress. Stop experimenting and you go backward. If anything goes wrong, experiment until you get to the very bottom of the trouble."

It is easy to realize, therefore, that a character so thoroughly permeated with these ideas is not apt to stop and figure out expense when in hot pursuit of some desired object. When that object has been attained, however, and it passes from the experimental to the commercial stage, Edison's monetary views again come into strong play, but they take a diametrically opposite position, for he then begins immediately to plan the extreme of economy in the production of the article. A thousand and one instances could be quoted in illustration; but as they would tend to change the form of this narrative into a history of economy in manufacture, it will suffice to mention but one, and that a recent occurrence, which serves to illustrate how closely he keeps in touch with everything, and also how the inventive faculty and instinct of commercial economy run close together. It was during Edison's winter stay in Florida, in March, 1909. He had reports sent to him daily from various places, and studied them carefully, for he would write frequently with comments, instructions, and suggestions; and in one case, commenting on the oiling system at the cement plant, he wrote: "Your oil losses are now getting lower, I see." Then, after suggesting some changes to reduce them still further, he went on to say: "Here is a chance to save a mill per barrel based on your regular daily output."

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