Mechanical Engineers

"For me, I was just tired of being on the sidelines of seeing plastic. I really jumped in, off a cliff without a parachute. I was building it as I was falling down but isn't that how great things are done? So act for nature."

"We decided what more can we do instead of just sitting in the sidelines and complaining. Essentially, companies have to pay to dispose the waste, so we solved their problem."

"I feel so proud knowing I am building something useful out of waste."

"Plastic waste is not just a Kenya problem, but it's a worldwide problem."

"I was tired of being on the sidelines."

"Plastic waste is everywhere and it’s not going anywhere. The question is what we do with it. What you see as waste, I see as the foundation for something greater."

"Perfect communication established between England and America; God grant it will be a lasting source of benefit to our country."

"Make everything get-at-able"

"The lack of gender equity has been a systemic issue in the financial markets throughout its existence, so women-led businesses have been overlooked by capital allocators for far too long."

"Investment is more than just a transfer of funds."

"Startup investment is more than a transfer of funds."

"When it comes to innovation-based businesses there is a limited number of investors who have the skills to evaluate all the components of these companies and even fewer who work with such businesses in emerging markets."

"He would spend time looking up scholarships and master’s programmes abroad. I had never thought of leaving the country, let alone furthering my studies"

"When you don’t have anyone in high places to speak your name or open doors for you, your best bet is to take a chance on excellence, God, and a bit of luck"

"Keep stretching beyond the comfort zone."

"I wish I had been told to worry less, that what I needed more than anything else was a curious mind."

"If I hadn’t pursued excellence, none of this would have happened"

"I didn’t think I stood a chance, but I applied anyway, and to my surprise, I was one of only two Kenyans selected in 2015"

"His words stuck with me: 'It will be a steep learning curve, but you'll manage.' That was all the encouragement I needed to take the leap,"

"I was intrigued, but I was also terrified. Could I go from an undergraduate degree in Kenya to pursuing a PhD in engineering at one of the world's top universities? I barely had any research experience"

"The main factors that have paved the way for (United Arab Emirate's) progress (in space achievements) in such a short period of time is how the country's resources are being used to develop the people's skills and abilities. The drive that this country's leaders have planted in their people has pushed them to dream big and work hard in every sector, including space. An example of that is that the UAE's Mohammed bin Rashid Space Centre, which was established in 2006. Since then, there have been a variety of space programs."

"My Nigeria is where you can find a lot of women doing male-dominated professions. My Nigeria women are strong women."

"My Nigeria is giant of Africa by Nigeria is the first to produce female human mechanic in Africa."

"The constraints, the obstacles, the challenges they could have driven me back they became my opportunities. The future looks bright."

"Our clients keeps coming back because they prefer us because we are determined to be better than a lot of mechanics who take their jobs and salaries for granted."

"Buildings are important expressions of our feelings and intentions and provide a common space where we are at home and comfortable, and yet speak of our future. This is especially so with churches, which are extensions of our homes. The sacramental principle is at the heart of Catholicism, and no less so in its buildings."

"Do you want me to tell you how this is going? The guy suffocates, he sinks, he drowns, only his eyes are out of the water and what does he see? A bronze from Barbedienne."

"Because beyond hell, it is in any salon, with bronze of Barbedienne or not, that the suffering is: as soon as other people see clearly in the game of the human being."

"dear Bernard, with his two bronzes of Barbedienne and his wedding crown in orange blossom that stands on the mantelpiece..."

"I must add that Albertine greatly admired at home a large bronze of Barbedienne."

"... essentially, NASA was quite colorblind. If you could do the job, that was what mattered."

"Early one morning in the winter of 1906-7, Henry Ford dropped in at the pattern department of the Piquette Avenue plant to see me. 'Come with me, Charlie,' he said, 'I want to show you something.'"

"It isn't the incompetent who destroy an organization. The incompetent never get into a position to destroy it. It is those who have achieved something and want to rest upon their achievements who are forever clogging things up."

"It took only a few days to block off the little room on the third floor back of the Piquette Avenue plant and to set up a few simple power tools and Joe Galamb's two blackboards. The blackboards were a good idea. They gave a king-sized drawing which, when all initial refinements had been made, could be photographed for two purposes: as a protection against patent suits attempting to prove prior claim to originality and as a substitute for blueprints. A little more than a year later Model T, the product of that cluttered little room, was announced to the world. But another half year passed before the first Model T was ready for what had already become a clamorous market..."

"One of the hardest-to-down myths about the evolution of mass production at Ford is one which credits much of the accomplishment to 'scientific management.' No one at Ford—not Mr. Ford, Couzens, Flanders, Wills, Pete Martin, nor I—was acquainted with the theories of the 'father of scientific management,' Frederick W. Taylor. Years later I ran across a quotation from a two-volume book about Taylor by Frank Barkley Copley, who reports a visit Taylor made to Detroit late in 1914, nearly a year after the moving assembly line had been installed at our Highland Park plant. Taylor expressed surprise to find that Detroit industrialists 'had undertaken to install the principles of scientific management without the aid of experts.' To my mind this unconscious admission by an expert is expert testimony on the futility of too great reliance on experts and should forever dispose of the legend that Taylor's ideas had any influence at Ford."

"Henry M. Leland was the guiding genius of the Cadillac Motor Car Company. He was the company’s founder and became the Division's first general manager when it was purchased by Billy Durant and in 1909. Religiously devoted to accuracy of machining and quality construction, Leland recognized that in true interchangeability of parts lays the key to a great future automobile industry."

"Without titles and tier of officials how could one build an organization? When Flanders resigned as production manager taking with him his assistant Walborn, to work for a newly formed company, Henry Ford called Ed Martin and me to his office. "Ed and Charlie," he said, "Flanders and Walborn are leaving, and I want you to take their places. You Ed, will be plant superintendent and you Charlie, will be assistant superintendent. Just go out there and run the plant. I know you can do it. But there's one thing I want to add: work together as one. I don't ever want to hear that you can't work together. And don't worry about titles.""

"The summer before, Mr. Ford told me to block off the experimental room for Joe Galamb, a momentous event occurred which would affect the entire automotive industry. The first heat of vanadium steel in the country was poured at the United Steel Company's plant in Canton, Ohio."

"I had trouble at first, in the early 1900s, in selling Mr. Leland our roller bearings. He then taught me the need for greater accuracy in our products to meet the exacting standards of interchangeable parts. Mr. Leland came to the industry with a mature experience in general engineering and in gasoline engines, which he had long made for boats. One of his specialties was precision metalwork, which went back to his experience in toolmaking for a federal arsenal during the Civil War, and which he afterward developed in the Brown and Sharpe Company, machine-tool makers of Providence, Rhode Island. It has been called to my attention It has been called to my attention that Eli Whitney, long before, had started the development of interchangeable parts, a fact which suggests a line of descent from Whitney to Leland to the automobile industry."

"On the train I was going over the problem of Sixes versus Fours and the disturbing periodic vibrations with which the 'six-cylinder manufacturers were contending. I realized the emphasis our competitors were placing on the fact that six smaller cylinders, producing the same maximum power as four larger ones, would result in smaller individual impulses, and consequent smoother action."

"Henry Leland had a profound influence not only on GM, but also on many later automakers. His nickname became “the Grand Old Man of Detroit.”"

"Our car was an Oldsmobile, delivered to our home by Mr. Olds himself. I recall how our family went out to the street curb to look at it. Mr. Olds worked quite a while cranking it, muttering something about each car having an individuality of its own. But after we began to make motors for him, father took the individuality out of them. After our own little Oldsmobile was properly equipped, it acted in quite an exemplary fashion."

"At first we were of necessity slow in putting out those motors, but after we had gotten under way we delivered them so rapidly that Mr. Olds said we must have a motor incubator at our place."

"If they had made that longer six-cylinder strong enough and had supported it well enough, they would have obtained the smoother action they talks about in their advertisements. But they could not do that, and those early sixes had a very undesirable period vibration at certain speeds. That vibration more than offset the gain that they would have realized, if they had treated the crankshaft properly."

"After getting to know the young Daytonians () Henry Leland told them about a friend of his who had stopped to help a woman whose car had stalled. As he cranked the starter, it kicked back and broke his jaw. The man later died from an infection as a result of that accident. This led Leland to ask Kettering and Deeds if they could use electricity to start a car. Of course, they accepted the challenge. A self-starter would not only prevent such accidents but would also open up the car market to women who were unable to crank a car. They returned to the Barn to try and make the first self-starter for automobiles..."

"Actually it took four years and more to develop Model T. Previous models were the guinea pigs, one might say, for experimentation and development of a car which would realize Henry Ford's dream of a car which anyone could afford to buy, which anyone could drive anywhere, and which almost anyone could keep in repair. Many of the world's greatest mechanical discoveries were accidents in the course of other experimentation. Not so Model T, which ushered in the motor transport age and set off a chain reaction of machine production now known as automation. All our experimentation at Ford in the early days was toward a fixed and, then wildly fantastic goal."

"Around 1930, Sloan considered the problem of ride quality as one of the most pressing and most complex in , and the problem was getting worse as car speeds increased. The early solid rubber tyres had been replaced by vented thick rubber, and then by inflated tyres. In the 1920s, tyres became even softer, which introduced increased problems of handling stability and axle vibrations. On a trip to Europe, Sloan met French engineer who had patented a successful independent suspension, and had him visit the US to make contact with GM engineers. Also, by 1933 already had an independent front suspension, which was on cars imported to the USA. , who had previously worked for Rolls-Royce, was employed by GM, and worked on the introduction of independent suspensions there. In Sloan's autobiography, a letter from Olley describes an early ride meter, which was simply an open-topped container of water, which was weighed after a measured mile at various speeds. Rolls-Royce had been looking carefully at ride dynamics, including measuring body inertia, trying to get a sound scientific understanding of the problem, and Olley introduced this approach at GM."

"Before World War II management was the concern of a tiny band of “true believers,” mostly consultants and professors. Very few practicing managers paid any attention, though Alfred P. Sloan at General Motors, at Sears, Roebuck, and Chester Barnard at the American Telephone Company—to mention some prominent Americans—were significant exceptions. But even Barnard’s colleagues at the Telephone Company showed no interest in what they considered his hobby. Few managers at that time would have even realized that they practiced management; and concern with management as a field of study, as a discipline, and as a social function was practically nonexistent."

"Mr. Sloan, are made to run, not just to sell."

"I hold that if companies are attacked simply because they are big then an attack on efficiency must be a corollary of that attack. If we penalize efficiency, how can we as a nation compete in the economy of the world at large?"