16-18;
bridge-building, 119-29;
begins making iron, 130-34;
introduces cost accounting system, 135, 136, 204;
becomes interested in oil wells, 136-39;
mistaken for a noted exhorter, 140;
leaves the railroad company, 140, 141.

_Period of acquisition:_
Travels extensively in Europe, 142, 143;
deepening appreciation of art and music, 143;
builds coke works, 144, 145;
attitude toward protective tariff, 146-48;
opens an office in New York, 149;
joins the Nineteenth Century Club, 150;
opposed to speculation, 151-54;
builds bridge at Keokuk, 154;
and another at St. Louis, 155-57;
dealings with the Morgans, 155-57, 169-73;
gives public baths to Dunfermline, 157;
his ambitions at thirty-three, 157, 158;
rivalry with Pullman, 159;
proposes forming Pullman Palace Car Company, 160;
helps the Union Pacific Railway through a crisis, 162, 163;
becomes a director of that company, 164;
but is forced out, 165;
friction with Mr. Scott, 165, 174;
floats bonds of the Allegheny Valley Railway, 167-71;
negotiations with Baring Brothers, 168, 169;
some business rules, 172-75, 194, 224, 231;
concentrates on manufacturing, 176, 177;
president of the British Iron and Steel Institute, 178;
begins making pig iron, 178, 179;
proves the value of chemistry at a blast furnace, 181-83;
making steel rails, 184-89;
in the panic of 1873, 189-93;
parts with Mr. Kloman, 194-97;
some of his partners, 198-203;
goes around the world, 204-09;
his philosophy of life, 206, 207;
Dunfermline confers the freedom of the town, 210;
coaching in Great Britain, 211, 212;
dangerously ill, 212, 213;
death of his mother and brother, 212, 213;
courtship, 213, 214;
marriage, 215;
presented with the freedom of Edinburgh, 215;
birth of his daughter, 217;
buys Skibo Castle, 217;
manufactures spiegel and ferro-manganese, 220, 221;
buys mines, 221-23;
acquires the Frick Coke Company, 222;
buys the Homestead steel mills, 225;
progress between 1888 and 1897, 226;
the Homestead strike, 228-33;
succeeds Mark Hanna on executive committee of the National Civic
Federation, 234;
incident of Burgomaster McLuckie, 235-39;
some labor disputes, 240-54;
dealing with a mill committee, 241, 242;
breaking a strike, 243-46;
a sliding scale of wages, 244-47;
beating a bully, 248;
settling differences by conference, 249, 250, 252;
workmen's saving