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As for the canned product, Miles reported, during the war he had received many complaints about its poor quality. His officers provided many striking descriptions of it. "The meat ... soon became putrid," wrote one colonel, "and in many of the cans was found in course of putrefaction when opened." An infantry major declared that "'Nasty' is the ...
In the mid-1950s, Lyng went into business and eventually became president of the Ed. J. Lyng Co., a seed and bean processing company. In 1973, Lyng became the President of the American Meat Institute, serving until 1979. [3] In 1980, Lyng was appointed to deputy secretary of agriculture, and then secretary of agriculture under President Reagan ...
"Swift & Co. v. United States: The Beef Trust and the Stream of Commerce Doctrine," American Journal of Legal History (1984) 28#3 pp 244–279 in JSTOR Levin, Leslie A. "One Man's Meat Is Another Man's Poison: Imagery of Wholesomeness in the Discourse of Meatpacking from 1900–1910," Journal of American & Comparative Cultures (2001) 24#1‐2 ...
Regardless, the huge slabs of meat that once characterized the average American's diet became rarer. Although beef certainly made a comeback, it never really regained its position at the center of ...
The company became a driving force in the Chicago meat packing industry, and was incorporated in 1885 as Swift & Co. with $300,000 in capital stock and Gustavus Swift as president. It is from this position that Swift led the way in revolutionizing how meat was processed, delivered, and sold.
The company also employed children past 7 p.m. on weekdays, according to investigators. The Fair Labor Standards Act prohibits 14 and 15 year-old teens from working before 7 a.m. or after 7 p.m ...
The top brass of a well-known deli-meat company is so secretive that its chief financial officer didn’t know who its CEO was as recently as two years ago. ... not even the company’s former ...
Thomas E. Wilson (1868-1958), president of Morris & Company in 1913. Between 1904 and 1910, National Packing acquired 23 stockyards and slaughtering plants nationwide, which gave it control over about one-tenth of U.S. meat production. The company owned branches in over 150 cities around the world, along with a fleet of 2,600 refrigerated railcars.