Violence was a common tactic used by company hired strike-breakers in many of the other strikes that took place in Seattle in 1935. The strikers at Arlington Dairy in March by milk wagon drivers were also met with excessive force. The milk wagon drivers walked out when Arlington Dairy refused to pay union scale wages for drivers and brought a restraining order against the union, saying it was interfering with retail business and should be kept out of the business. As in the brewery strike, milk wagon drivers picketing received threats of violence and destruction of property that were ignored by company and state officials. Guns were fired “accidentally” at picketers by scab drivers in an effort to intimidate and control the strikers, but these efforts were lost on the picketers who continued to protest against the company. The strike proved effective, cutting productivity at the Arlington Dairy and the Golden Rule Dairy. Huge community efforts were made to boycott the products and eventually most of Washington stopped buying products from both dairies.

As was the case in the dairy campaign, boycotting often followed picketing and produced results. In October, a strike was declared by two unions at Fisher Flouring Mills when that company refused to recognize the chartered unions, pressured employees to join the company union and discriminated against those who were members of the chartered union. After two months of negotiations, the workers had enough and began picketing, followed by an almost national boycott of Fisher Flouring products.

The picket started October 2nd and continued to get stronger week after week. Trucks leaving the mill had to be escorted out of the mill by police, but returned soon after due to the fact that nobody was buying the product. In an effort to regain lost business, Fisher Co. started printing false advertisements stating that the strike was over and all the men were returning to work under a new agreement. These advertisements were unsuccessful, and in response, Washington State Labor News and other local newspapers printed lists of all Fisher products to boycott buying. The strikers were supported by the organized labor community one-hundred percent, and by December Fisher Flouring Co. realized how devastating not seriously negotiating with the union men was. A hearing to declare a ruling on the fairness of the union strike against Fisher Flouring Mills Co. was scheduled and took place in the early months of 1936.

Another strike that got a lot of local attention was that of the Timber and Sawmill Workers’ Union. Tensions between sawmill and timber workers were very clear, but ultimately, they stood united under the United Brotherhood of Carpenters and Joiners. The strike and picketing were a result of the opposition by management to change working conditions that were completely unsatisfactory and unsafe. Men at the McCormick Mills began negotiations to get union recognition, the right to collective bargaining, time and a half for overtime, seniority rights, and the check-off system. Seattle mill workers used those as guidelines for an agreement to negotiate with local mills. Progress was slow, but several mills realized the potentially devastating effects of a strike and reopened under the new union agreements. Eventually, the strike was resolved and conditions were changed considerably, as well as an increase in union membership.

One of the most significant labor events in 1935 was a strike organized by the Dressmakers’ Union No. 184 in Seattle. This action is so significant because it is one of the few and first labor movements led mainly by women. The garment workers were forced to a breaking point by the garment industry and intolerable working conditions. The strike began in early March and continued until the end of June with victory for the union. Not only were there picketers from the Dressmakers’ Union, but the strike drew immense community support. Men and women members loyal to other trade unions joined the demonstrations and showed support both morally and financially.

Favorable rulings for the union were made, all but forcing the company to bargain with the union and employees, but these rulings were met with resistance. The company brought in replacement workers and refused to let them leave; feeding and housing the replacements in the company building itself, saying it was for their safety. But by June 28th, the Dressmakers’ Local No. 184 reached a settlement with the Schoenfeld Bros. Company. The results included a twenty percent wage increase and an agreement for a thirty-six hour work week.

If there was one motto for the year 1935 with regard to the Seattle labor movement, it was best stated by Spencer Miller who said, “There’s only one thing upon which we can rely, organization.” That commitment to solidarity helped the labor movement win a number of important campaigns. In 1935.