In Lowell live between seven and eight thousand young women, who are generally daughters of farmers of the different States of New England. Some of them are members of families that were rich the generation before. . . . The operatives work thirteen hours a day in the summer time, and from daylight to dark in the winter. At half-past four in the morning the factory bell rings and at five the girls must be in the mills. A clerk, placed as a watch, observes those who are a few minutes behind the time, and effectual means are taken to stimulate punctuality. . . . At seven the girls are allowed thirty minutes for breakfast, and at noon thirty minutes more for dinner, except during the first quarter of the year, when the time is extended to forty-five minutes. But within this time they must hurry to their boarding-houses and return to the factory. . . . At seven o'clock in the evening the factory bell sounds the close of the day's work. It was under these conditions that the coöperative movement had its brief day of experiment. As early as 1828 the workmen of Philadelphia and Cincinnati had begun coöperative stores. The Philadelphia group were "fully persuaded," according to their constitution, "that nothing short of an entire change in the present regulation of trade and commerce will ever be permanently beneficial to the productive part of the community." But their little shop survived competition for only a few months. The Cincinnati "Coöperative Magazine" was a sort of combination of store and shop, where various trades were taught, but it also soon disappeared. In 1845 the New England Workingmen's Association organized a protective union for the purpose of obtaining for its members "steady and profitable employment" and of saving the retailer's profit for the purchaser. This movement had a high moral flavor. "The dollar was to us of minor importance; humanitary and not mercenary were our motives," reported their committee on organization of industry. "We must proceed from combined stores to combined shops, from combined shops to combined homes, to joint ownership in God's earth, the foundation that our edifice must stand upon." In this ambitious spirit "they commenced business with a box of soap and half a chest of tea." In 1852 they had 167 branches, a capital of $241,712.66, and a business of nearly $2,000,000 a year. In the meantime similar coöperative movements began elsewhere. The tailors of Boston struck for higher wages in 1850 and, after fourteen weeks of futile struggle, decided that their salvation lay in coöperation rather than in trade unionism, which at best afforded only temporary relief. About seventy of them raised $700 as a coöperative nest egg and netted a profit of $510.60 the first year. In the same year the Philadelphia printers, disappointed at their failure to force a higher wage, organized a coöperative printing press.