Engineers From The United States

"We need to ask ourselves not only what computers can do, but what computers should do."

"When I think about my career, my successes are built on learning from failures."

"We are the only ones who can harness the power of software and deliver it through devices and services that truly empower every individual and every organization. We are the only company with history and continued focus in building platforms and ecosystems that create broad opportunity."

"Nothing is off the table in how we think about shifting our culture to deliver on this core strategy. Organizations will change. Mergers and acquisitions will occur. Job responsibilities will evolve. New partnerships will be formed. Tired traditions will be questioned. Our priorities will be adjusted. New skills will be built. New ideas will be heard. New hires will be made. Processes will be simplified. And if you want to thrive at Microsoft and make a world impact, you and your team must add numerous more changes to this list that you will be enthusiastic about driving."

"What I think needs to be done in 2018 is more dialogue around the ethics, the principles that we can use for the engineers and companies that are building AI [artificial intelligence], so that the choices we make do not cause us to create systems with bias."

"We have a lot of work to do. We have 90% of PC [market] share and 14% of total device share. We get that,"

"The competent specialist who has supplemented natural gifts and good judgment by analysis and synthesis can perceive attitudes and proclivities even in the very young, much more readily in those semi-matured, and can with almost infallible certainty point out, not only what work can be undertaken with fair hope of success, but also what slight modification or addition and diminution will more than double the personal power."

"The estimate that at least $1,000,000 a day could be saved by the pursuit of methods of scientific management was first made by Mr. Harrington Emerson. It is submitted that, with aggregate operating expenses by the railroads in 1908 of $1,669,938,717, of which $1,035,437,528 was for labor, this estimate appears moderate."

"In selecting human assistants such superficialities as education, as physical strength, even antecedent morality, are not as important as the inner attitudes, proclivities, character, which after all determine the man or woman."

"Twelve Principles of Efficiency"

"It is psychology, not soil or climate, that enables a man to raise five times as many potatoes per acre as the average in his own state."

"With the triumph of scientific management, unions would have nothing left to do, and they would have been cleansed of their most evil feature: the restriction of output. To underscore this idea, Taylor fashioned the myth that 'there has never been a strike of men working under scientific management', trying to give it credibility by constant repetition. In similar fashion he incessantly linked his proposals to shorter hours of work, without bothering to produce evidence of "Taylorized" firms that reduced working hours, and he revised his famous tale of Schmidt carrying pig iron at Bethlehem Steel at least three times, obscuring some aspects of his study and stressing others, so that each successive version made Schmidt's exertions more impressive, more voluntary and more rewarding to him than the last. Unlike Harrington Emerson, Taylor was not a charlatan, but his ideological message required the suppression of all evidence of worker's dissent, of coercion, or of any human motives or aspirations other than those his vision of progress could encompass."

"The type for the great newspaper is set up by linotype operators. Apprenticeship is rigorously limited. Some operators can never get beyond the 2500-em class, others with no more personal effort can set 5000 ems. Do the employers test out applicants for apprenticeship so as to be sure to secure boys who will develop into the 5000-em class? They do not: they select applicants for any near reason except the fundamental important one of innate fitness."

"The schedule is a moral contract or agreement with the men as to a particular machine operation, rate of wages and time. Any change in men [etc.] calls for a new schedule."

"The individual effort method of increasing the reward of the wage-earner includes all that is best in other methods, and attempts to exclude all that is objectionable. Its good points are summed up as follows:"

"Staff standards are not theological abstractions, but scientific approximations, and are evolved for the use of the line, the sole justification of the standards being that they will make line work more efficient. Staff standards being for the benefit of the line and often entrusted to line officials, must be put in the form of permanent instructions so that all may understand what is being aimed at, and deviations by the line be noted and reprimanded."

"We have not put our trust in Kings; let us not put it in natural resources, but grasp the truth that exhaustless wealth lies in the latent and as yet undeveloped capacities of individuals, of corporations, of States."

"By the time of Frederick Winslow Taylor's death, the gospel of industrial efficiency preached by American scientific managers was commonplace on both sides of the Atlantic. In the following years of world war, reconstruction, and adjustment, scientific management attracted a new generation of advocates and practitioners, many of whom would have perplexed and shocked Taylor and his immediate circle. Of the entrepreneurs of scientific management who succeeded Frank Gilbreth, Harrington Emerson, Richard Feiss, and other pioneers, none was more successful than (1886-1944). Unlike Tay­lor and his colleagues, Bedaux was and still is a mysterious figure. Secretive to a fault, he avoided professional contacts, refused to write for popular or technical journals, and spurned publicity. Yet he was a master salesman whose operations were global in scope and impact. Only in recent years, with the discovery of the papers of the British Bedaux Company, is it possible to gauge the impact of Bedaux and his extraordinary career."

"There are several world view assumptions present in enterprise engineering. The first assumption is that the enterprise can be viewed as a complex system. This is necessary because systems in organizations are systems of organized complexity. Complexity is the result of the multiplicity and intricacy of man’s interaction with other components of the system. Secondly, the enterprise is to be viewed as a system of processes. These processes are engineered both individually and holistically. The final assumption is the use of engineering rigor in transforming the enterprise. The enterprise engineering paradigm views the enterprise as a complex system of processes that can be engineered to accomplish specific organizational objectives. In the Enterprise Engineering paradigm, the enterprise is viewed as a complex system of processes that can be engineered to accomplish specific organizational objectives."

"An enterprise must be viewed from several perspectives if it is to be fully described and understood (Barnett 1994; ESPIRIT Consortium AMICE 1991). Previous work in the development of architectures by the Automation & Robotics Research Institute (Presley et al. 1993) describes a five view approach. The Business Rule (or Information) View defines the entities managed by the enterprise and the rules governing their relationships and interactions. The Activity View defines the functions performed by the enterprise (what is done) while the Business Process View defines a time sequenced set of processes (how it is done). The resources and capabilities managed by the enterprise are defined in a Resource View. Finally, the Organization View is used to define how the enterprise organizes itself and the set of constraints and rules governing how it manages itself and its processes."

"Reference disciplines are existing bodies of knowledge that help establish the new discipline, that are a foundation of support for future work, and that are logical linkages to previous works. Throughout history, new disciplines have emerged from the need to solve new problems that are not fully addressed by existing disciplines. Emerging disciplines build upon the knowledge, subject matter, methods, tools, and theories of existing reference disciplines."

"An enterprise architecture can be thought of as a "blueprint" or "picture" which assists in the design of an enterprise. The enterprise architecture must define three things. First, what are the activities that an enterprise performs? Second, how should these activities be performed? And finally, how should the enterprise be constructed? Consequently, the architecture being developed will identify the essential processes performed by a virtual company, how the virtual company and the agile enterprises involved in the virtual company will perform these processes, and include a methodology for the rapid reconfiguration of the virtual enterprise."

"The presence of an enterprise reference architecture aids an enterprise in its ability to understand its structure and processes. Similar to a computer architecture, the enterprise architecture is comprised of several views. The enterprise architecture should provide activity, organizational, business rule (information), resource, and process views of an organization."

"Enterprise Engineering is defined as that body of knowledge, principles, and practices having to do with the analysis, design, implementation and operation of an enterprise. In a continually changing and unpredictable competitive environment, the Enterprise Engineer addresses a fundamental question: “how to design and improve all elements associated with the total enterprise through the use of engineering and analysis methods and tools to more effectively achieve its goals and objectives”..."

"A discipline has six basic characteristics:"

"While Peggy and I lived in Los Angeles, we made some interesting friends [after 1944]... There was also Allen Rosenstein, a young professor of electrical engineering from UCLA who belonged to a group associated with the American Friends of the Hebrew University of Jerusalem.... My association with Allen Rosenstein, professor of electrical engineering at UCLA and president of Pioneer Magnetics, led me in 1985 to a USAID project in the Caribbean and to a two-and-a-half-year consulting role with Coopers & Lybrand as a part of President Reagan's Caribbean initiative."

"[Allen Rosenstein was a principal investigator with a Reports Group from the School of Engineering and Applied Science at the University of California, Los Angeles.] A first step in the UCLA project was to determine how designs are actually carried out. The group under Allen Rosenstein, was charged with investigating design. They interviewed some forty designers; people from all kinds of industries, petroleum, aeronautical, construction, electronics, etc. It was found that individuals who did design tended to follow a certain pattern, but they did not do it consciously."

"For generation accustomed to thinking of the United States as the world's leading industrial power, something was lost when the U.S, became the world's largest debtor."

"Within the past ten years there have appeared with increasing frequency books, articles, conferences, and monograms dealing with system engineering, system analysis, system design, the systems approach, the design of systems, system theory, and problems of systems engineering. The number of publications and the stature of their authors does not allow the dismissal of the subject as a passing fad. The breadth of engineering activity involved in even a cursory examination of recent publications is of interest... It is therefore obvious that whatever Systems Engineering may or may not be, it is non-sectarian and encompasses activities that are of concern in all phases of engineering. On the other hand undergraduate college offerings akin to Systems Engineering are rather limited and even graduate programs are not extensive."

"The pressure to generate the ideas and methods attributed to Systems Engineering stems directly from the needs of 20th century society. As our frontiers have disappeared, man has turned to technology to furnish the "good life" in a rapidly shrinking, crowded world. Our interdependence upon one another has increased in direct proportion to the population increase. The race to maintain or improve the operating efficiency of society has required that the systems and mechanisms that serve the society also become increasingly complex and interdependent. Goode and Machal have provided statistics to illustrate the above. They note that the world population increased from 800 million in 1750, to 1200 million in 1850, and 2400 million in 1950. Maximum transportation speeds went from 40 mph in 1850, and 100 mph in 1900, to commercial transport speed of 350 mph in 1950 and supersonic transport planes of over 1200 mph in the 1960's. Our communication systems are a good indication of increasing complexity. U.S. telephones jumped from 350,000 in 1900, to 55 million in 1955."

"Like concepts such as national energy policy or war on drugs, competitiveness covers a lot of territory"

"In a city where buzzwords and catch phrases have a half-life of perhaps six months to a year, the term and the concept of "competitiveness" have lasted much longer; there is every sign we'll hear it for many years to come."

"Management practitioners today largely ignore Frank and Lillian Gilbreth, possibly because the principles of motion study they pioneered are now very unfashionable. Motion study entailed the detailed examination of the movements individual workers made in the process of carrying out their work. It was, however, just one of the concepts the Gilbreths developed. Through Frank's concerns that the efficiency of employees should be balanced by an economy of effort and a minimisation of stress, and Lillian's interest in the psychology of management, their work laid the foundations for the development of the modern concepts of job simplification, meaningful work standards and incentive wage plans."

"The things which concerned him more than anything else were the what and the why--the what because he felt it was necessary to know absolutely what you were questioning and what you were doing or what concerned you, and then the why, the depth type of thinking which showed you the reason for doing the thing and would perhaps indicate clearly whether you should maintain what was being done or should change what was being done."

"The aim of the process chart is to present information regarding existing and proposed processes in such simple form that such information can become available to and usable by the greatest possible number of people in an organization before any changes whatever are actually made, so that the special knowledge and suggestions of those in positions of minor importance can be fully utilized."

"The greatest misunderstandings occur as to the aims of scientific management. Its fundamental aim is the elimination of waste, the attainment of worth-while desired results with the least necessary amount of time and effort. Scientific management may, and often does, result in expansion, but its primary aim is conservation and savings, making an adequate use of every ounce of energy of any type that is expended."

"Process-chart notes and information should be collected and set down in sketch form by a highly intelligent man, preferably with an engineering training and experience, but who need not necessarily have been previously familiar with the actual details of the processes. In fact, the unbiased eye of an intelligent and experienced process-chart maker usually brings better results than does the study of a less keen man with more special information regarding present practices of the processes. The mere act of investigating sufficiently to make the notes in good enough condition for the draftsman to copy invariably results in many ideas and suggestions for improvement, and all of these suggestions, good and bad, should be retained and filed together with the description of the process chart. These suggestions and proposed improvements must be later explained to others, such as boards of directors, managers and foremen, and for best results also to certain workmen and clerks who have special craft or process knowledge. To overcome the obstacles due to habit, worship of tradition and prejudice, the more intelligence shown by the process-chart recorder, the sooner hearty cooperation of all concerned will be secured. Anyone can make this form of process chart with no previous experience in making such charts, but the more experience one has in making them, the more certain standard combinations of operations, inspection and transporting can be transferred bodily to advantage to the charts of proposed processes."

"No definite and permanent advance is made in any kind of work, whether with materials or men, until use is made of measurement."

"[A]dvancement of the human factor in industry... varies so much that unless we use measurement and abide by the results, there is no possibility of repeating the process accurately and efficiently at will, or of predicting and controlling the future conditions that assure that advancement."

"Blessed is the man who makes two blades of grass grow where only one grew before. More blessed is he who multiplies the harvests of toil not merely two-fold, but three-fold or more-fold, for he virtually lengthens life when be adds to its fruitage. Such a man is Frank B. Gilbreth who tells in this book just how he wrought this wonder. For years he has closely watched workers at tasks of all kinds ; he has discovered how much they lose by moving unprofitably hither and thither, by neglecting to take the shortest and easiest paths. In the ancient trade of bricklaying he has increased the output almost four-fold by doing only what must be done, and using a few simple devices of his own invention."

"The first step in any great movement is to... arouse interest in the subject, to discuss the great problems involved, to outline the possible solutions, and to assign the various problems to those best fitted to undertake and handle them. The next step is to realize that all this discussion, valuable as it is, can grow into such action as it deserves, only if measurement is insisted upon from the very beginning of making the investigations outlined, if the records of measurement are in such form that they can be used by those who did not make them, that skill and experience may thus be transferred, and if the results of the measurements are incorporated into actual and universal practice as soon as they are properly synthesized into practical methods of least waste. The world has come to realize the truth of this as applied to material things. The day of standardization of materials and of machines is far advanced, and is daily progressing; but such has been rarely the case with measurement as applied to the human element."

"There is no industrial opportunity that offers a richer return than the elimination of needless motions, and the transformation of ill-directed and ineffective motions into efficient activity."

"This country has been so rich in human and material resources that it is only recently that the importance of waste elimination has come to be realized. The material element received the first consideration, and in the comparatively few years during which the subject has received attention, an enormous amount has been done to conserve natural resources, to economize in the use."

"The Process Chart is a device for visualizing a process as a means of improving it. Every detail of a process is more or less affected by every other detail; therefore the entire process must be presented in such form that it can be visualized all at once before any changes are made in any of its subdivisions. In any subdivision of the process under examination, any changes made without due consideration of all the decisions and all the motions that precede and follow that subdivision will often be found unsuited to the ultimate plan of operation."

"There is some confusion today as to the meaning of scientific management. This concerns itself with the nature of such management itself, with the scope or field to which such management applies, and with the aims that it desires to attain. Scientific management is simply management that is based upon actual measurement. Its skilful application is an art that must be acquired, but its fundamental principles have the exactness of scientific laws which are open to study by everyone. We have here nothing hidden or occult or secret, like the working practices of an old-time craft; we have here a science that is the result of accurately recorded, exact investigation."

"Motion Study is a means to permanent and practical waste elimination, — hence a prerequisite to efficient preparedness that shall be adequate, constructive and cumulative."

"A better name for scientific management is "measured functional management." It is not sufficient to call it " labor saving 'management " for it deals with more than labor and labor saving. It is a way for obtaining methods of least waste. It not only saves useless labor, but it improves labor conditions; improves quality of product; prolongs the period of the worker's productivity; conserves, teaches and transfers skill and experience. The committee have caused the Society and the world to recognize at last the importance of the feature of the transference of skill, but they apparently still lack appreciation of the even greater feature of the recording and transference of experience of Mr. Taylor's measured functional management and of micro-motion study. Mr. Taylor's system is best described in his writings entitled A Piece Kate System, Shop Management, and On the Art of Cutting Metals, published by the Society, and Principles of Scientific Management, published by Harper & Brothers."

"It... has long been realized by those engaged in the work of installing scientific management, that transference of skill is one of the most important features(*)... The importance of transference of skill was realized many years ago. Studies in division of work and in elapsed time of doing work were made by Adam Smith, Charles Babbage, M. Coulomb and others, but accurate measurement in management became possible when Mr. Taylor devised his method of observing and recording elementary unit net times for performance with measured allowance for fatigue."

"Time study is the art of recording, analyzing, and synthesizing the time of the elements of any operation, usually a manual operation, but it has also been extended to mental and machinery operations."

"Motion study is the science of eliminating wastefulness resulting from using unnecessary, ill-directed, and inefficient motions. The aim of motion study is to find and perpetuate the scheme of least waste methods of labor."