Mechanical Engineers

"The invention process is a great exercise for kids. It compels them to define an actual problem, formulate an original solution, develop a product, and share the results or products with their friends and peers."

"We want to get young people excited about inventing so they'll be future inventors, and change the world."

"Everything you can touch and depend on in our society goes back to science."

"Good science makes a clean environment."

"When you compare Mars to Earth, and Venus to Earth, you can see the problem [earthlings face]. We do not want to become Venus."

"If I were the king of the forest, and I’m not, we would have more astronomy."

"People like to grab stuff, hold things in their hands and make things happen. Children’s museums are ideal for these kinds of things. There’s nothing more fun, to me."

"Carbon dioxide has never entered the atmosphere so fast. In 1976 the carbon dioxide level was at 0.03 percent. We've lived through a change to 0.04 percent."

"The more we learn about volcanoes, the more we learn about the earth. Learning about the earth is more important than it has ever been."

"The Earth is just a speck of sand in the universe. And there's no cavalry coming over the hill to rescue it."

"The Earth has never warmed this fast. We need to see how much we can change the world in the next 20 years."

"Half the humans are women, so I think half the scientists should be women - a legacy of my parents."

"It will take more time for the change we have to effect, but we don't have more time. The carbon dioxide on Earth, just in the last four years, has increased from .03 percent to .04 percent. And the change will have a significant impact on everyone."

"Twelve Principles of Efficiency"

"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 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."

"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."

"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."

"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."

"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."

"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."

"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."

"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:"

"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."

"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."

""Theatrum machiuamm universale," &c. by Jacob Leupold, Leipsic, seven volumes, folio, 1724, 1727,1774. This is the greatest and most complete work of this kind that ever was published. The first volume is little more than an introduction to the work; the second and third volumes contain a description of hydraulic machines; the next two volumes relate to machines for raising weights, the theory of levelling, and other subjects; and the sixth treats principally on machines connected with the construction of bridges; the seventh volume is entitled, "Theatre arithmetico geometrique," where the author treats of all instruments employed in these two sciences This work would have been much more considerable if its author had lived to complete the immense task he had undertaken."

"Leupold is also credited as an early inventor of air pumps. He designed his first pump in 1705, and in 1707 he published a book Antlia pneumatica illustrata. In 1711 following an advice of its president Wilhelm Leibniz, Prussian Academy of Sciences acquired Leupold's pump. In 1720 Leupold started to work on the manuscript of his prominent encyclopedie Theatrium machinarum, a nine-volume series on machine design and technology, published between 1724 and 1739 . It was the first systematic analysis of mechanical engineering in the world."

"Jacob Leupold (1674-1727) German engineer who collected, for the first time in print, the basic principles of mechanical engineering."

"In the Histoire de l'Academie for the year 1725, p. 78, it is stated that when M. du Fay was at Strasbourg, M. Jacob Leupold had a pump which threw water in a continuous stream, using only one piston, and that he made a great mystery of it; but that M. du Fay immediately stated the reason of it."

"I had not only opportunity of seeing how different things have been made, but also manual work made me strong."

"[His work is addressed]... not to the learned and experienced mathematicians who are already, or should be, better acquainted with them... [and most of whom] have studied mechanics more as a subject of curiosity and a hobby, than with any view of service to the public. The people we had in mind were rather the mechanic, handicraftsman and the like, who, without education or knowledge of foreign languages have no access to many sources of information..."

"Most often it is the case that people know that something big can be manipulated with it [i.e., the screw], but not how and in what way it is connected to time, and that untold time, and finally such force of machines, wheels, and shafts is necessary as cannot be produced nor be had."

"In analyzing organization work, a single chart can frequently express more than any amount of detailed written explanation. First of all, clearly define author- ities within your establishment ; then chart those authorities simply and graphically, so that every workman knows to whom he is responsible, and every executive knows who is responsible to him. Place this chart conspicuously in every department where each employee can see it. In case of disputed authority, final proof is immediately at hand. There is then no loop-hole through which a neglectful workman, foreman or executive can crawl no longer does he have the excuse that he thought somebody else was going to do it. In clean-cut form, his duties and relations to other men of the organization are laid down once and for all, and responsibility rests on the right man. Failure so to specify responsibilities inevitably means confusion all down the line."

"The actual manufacture of material into a specific product is a sort of digestive process which must have a functioning organization purposed to meet the required ends, just as the human body has, and it is governed by similar conditions. It must also be directed by a specific intelligence and must have internal and external avenues of correspondence to keep it alive; and, like a living organism, must adhere to the eternal economy of things and show a profit by its activities or it cannot progress. To exemplify this in a simple way, the writer has laid out Figure I, showing the prime elements composing the anatomy of an industrial body. One does not have to draw on the imagination very far to make a comparison of this anatomy with that of man. It has its mind, will power, and brain to direct it, as indicated by the stockholders, directors and executive officers, a heart which keeps in flow the circulating medium internally ; and avenues of correspondence with the outside world which furnish to it the very elements of existence. This chart shows first, that the stockholders are simply elements belonging to the general public who have made an investment for some specific purpose; second, that immediately after this, the election of directors sets into action the first internal factor in the body, which is then divided into different functioning powers by the election of executive officers."

"Figure II, which is one of the most interesting and valuable charts made by the writer in his work for the larger industrials. While it is reduced here to the simplest possible expression, it at the same time contains all of the elements which govern the laying out of an organization of any magnitude. This is the Chart of Prime and Working Authorities, showing exactly where each authority is related to the others and how far each authority may extend in the business. The writer has retained in this chart the administrative, commercial and manufacturing sections in the Authorities for Position as exhibited in Figure I, and Industrial has separated these different sections into purpose of showing how the authorities governing different departments are related to the industrial body as a whole."

"Organization aims to unite individuals into a body which shall work together for a common end. Specifically, organization prepares for the transaction of business by electing and appointing officers and committees, delegating authorities and bringing into systematic connection and cooperation, each and every part of the industrial body. Right organization, in short, puts vitality into the entire factory, secures the efficient working-together of all employees, from the manager's office to the mechanic's bench, routes materials, sub-divides work, inspects output and delivers the right goods, fully processed, at the shipping room door on the correct delivery date."

"Clinton E. Woods... has become well known to electrical workers in the West during the last few years. Mr. Woods was born in Massachusetts in 1863, and at an early age was left an orphan and obliged to earn a living and acquire an education as best he might. In 1886 he drifted into steam and electrical work, being first identified with the local central station at Pittsfield, Mass; afterward at Peekskill and Newburg, N. Y. From this he worked at general construction and engineering until 1889, entered the employment of the National Electric Manufacturing Company, Eau Claire, Wis., as its inspecting engineer, and served in that capacity until 1892, when he was made electrician-in-chief. This position he held until the spring of 1893, when he entered the Standard Electric company of Chicago. His work has won for him reputation and prominence in the electrical field. He has designed for this company a complete line of arc, alternating and constant potential dynamos, motors, etc., such accessories as transformers and instruments for perfecting the system, during the last twelve months. Mr. Woods is not only an electrician but a manufacturer, having advanced many improved methods of manufacturing dynamo-electric machinery, which have greatly enhanced the value of his work from an artistic and mechanical standpoint. From the knowledge and ability Mr. Woods has displayed and opportunity for results which are in his possession, much is looked for from his future work. track."

"Clinton Edgar Woods was the son of a coach builder and a graduate of the Massachusetts Institute of Technology in mechanical and electrical engineering. He was one of the few American electric car pioneers to focus attention on the utilitarian application of electric traction right from its beginning in 1897. Woods set up the American Electric Vehicle Company with the support of none other than , the "utility car" of Chicago, and a number of "Standard Oil magnates"."

"C.E. Woods would perhaps be described by Law as a "heterogeneous engineer" who marshaled physical as well as social resources to help build an automotive industry."

"The basic value of any proposition is its commercial aspect, and naturally the first query of inventor, capitalist and layman is : "What conditions exist that will make a market for automobiles or create a desire in the public mind for their use?" Some will say progression, the spirit of which surrounds us everywhere; others say, expediency and the desire for saving- minutes and even seconds; others, again, their convenience and readiness for instant use; all of which are true but do not in a broad sense answer the question, but create another as to what has made all these things desirable on the part of the public as things necessary to its comfort and welfare."

"The writer has found, in analyzing and diagnosing organization and accounting work, that charts can express more on one page than is sometimes expressed in several chapters of writing, and has been the author and originator of many methods of charting industrial expressions. It is necessary, as a first step, for analytical and other purposes, to make a chart expressing all of the relations governing the organization of a business so as to show the very foundation upon which all authorities, accounting, and business transactions are based and conducted. There have been more failures scored both personally and financially for lack of these very elements in a business than by reason of any other one thing. As well try to build a house without a foundation as to try to conduct a business, especially a manufacturing business, without proper organization."

"Factories today are being run less and less by the authority of experience only, and more and more by the authority of figures and facts. The superintendent and manager of long experience and intuitive knowledge only is forced to make room for the younger man, of less experience, perhaps, but who modernizes his work by the jurisdiction of figures alone."

"Nowhere in the world of business at the present moment are conditions and methods changing more rapidly than in the work shop and factory itself. The application of new methods of processing, the invention of new tools, and the use of new combinations of cutting steels, are some of the things that in themselves are revolutionizing not only factory practice, but the character and skill of the labor employed; which results in a tendency toward a vast increase in output per capita. These things are in turn all forcing new methods and ways into industrial administration."

"The unsightly appearance of automobiles has been commented upon this country a great deal."

"The simplicity attached to the operation of an electric vehicle by any person of ordinary intelligence is too well known to need comment at this point ; but it is found from experience that there is the same difference in the care taken of an electric vehicle that there is among men who attend dynamos and steam engines, or drive horses, with a corresponding difference in troubles and aggravations."

"When we review all that has been done by mechanical devices toward the displacement of animal power, it is very hard to refrain from drawing a conclusion that the horse must go; that is, speaking in the broad sense of the word. Mechanically propelled vehicles for all purposes are here."

"The greatest problem before engineers and managers today is the economical utilization of labor. The limiting of output by the workman, and the limiting by the employer of the amount a workman is allowed to earn, are both factors which militate against that harmonious co-operation of employer and employee which is essential to their highest common good."

"For continuous flow production such as this I know of nothing better for recording output and comparing performance with capacity or what ought to be produced, than the straight line charts developed by Mr. H. L. Gantt, which show required and actual production in terms of both quantity and time. Their use, however, is not limited to the class of work just described."

"Mr. Gantt concentrated his attention on the development of a method of charting which would show a comparison between performance and promises... he had used a chart on which the work for machines was "laid out" according to the time required to do it. The Gantt Progress Chart, as developed from this early form, was found to help in the making of definite plans and to be highly effective in getting those plans executed. The rate at which the work goes forward is continuously compared with the advance of time, which induces action to accelerate or retard that rate. These charts are not static records of the past - they deal with the present and future and their only connection with the past is with respect to its effect upon the future."

"The achievement of Gantt offers a means of measuring the human or social efficiency of industry... Gantt's method has made it possible to ascertain the cause of the diseased industry just as blood analysis established the cause of malaria. While the latter made the completion of the Panama Canal possible, the former will transform industry from servitude into creative service and its pensioners into respectable members of the community... Unlike statistical diagrams, curve records, and similar static forms of presenting facts of the past (Gantt) charts... are kinetic, moving, and project through time the integral elements of service rendered in the past toward the goal in the future."