Engineers From The United States

"The first erroneous assumption is that quality means goodness, or luxury, or shininess or weight. The word "quality" is used to signify the relative worth of things in such phrases as "good quality," "bad quality," and that brave new statement 'quality of life.' 'Quality of life' is a cliche because each listener assumes that the speaker means exactly what he or she, the listener, means by the phrase. It is a situation in which individuals talk dreamily about something without ever bothering to define it."

"Management has to get right in there and be active when it comes to quality."

"Quality management is a systematic way of guaranteeing that organized activities happen the way they are planned."

"To succeed at reengineering, you have to be a missionary, a motivator, and a leg breaker."

"Change should be a friend. It should happen by plan, not by accident."

"Improving quality requires a culture change, not just a new diet."

"A rule to live by: I won't use anything I can't explain in five minutes."

"Quality is conformance to requirements - nothing more, nothing less."

"In 1897, Italian economist Vilfredo Pareto (1848-1923) noticed a regular pattern in distributions of wealth or income, no matter the country or time period concerned. He found that the distribution was extremely skewed toward the top end: A small minority of the top earners always accounted for a large majority of the total wealth. The pattern was so reliable that Pareto was eventually able to predict the distribution of income accurately before looking at the data. Pareto was greatly excited by his discovery, which he rightly believed was of enormous importance not just to economics but to society as well. But he managed to enthuse only a few fellow economists.... Pareto's idea became widely known only when Joseph Moses Juran, one of the gurus of the quality movement in the twentieth century, renamed it the "Rule of the Vital Few." In his 1951 tome The Quality Control Handbook, which became hugely influential in Japan and later in the West, Juran separated the "vital few" from the "trivial many," showing how problems in quality could be largely eliminated, cheaply and quickly, by focusing on the vital few causes of these problems. Juran, who moved to Japan in 1954, taught executives there to improve quality and product design while incorporating American business practices into their own companies. Thanks to this new attention to quality control, between 1957 and 1989, Japan grew faster than any other industrial economy."

"In a true zero-defects approach, there are no unimportant items."

"The problem of quality management is not what people don't know about it. The problem is what the think they do know."

"Reengineering has captured the imagination of managers and shareholders alike, sending corporations on journeys of radical business redesign that have already begun to transfigure global industry. Yet aside from earning them improvements in their business performance, the shift into more-process-centered organizations is causing fundamental changes in the corporate world, changes that business leaders are only now beginning to understand. What will the revolutions final legacy be?"

"There is so much to be learned by studying how Dr. Ishikawa managed to accomplish so much during a single lifetime. In my observation, he did so by applying his natural gifts in an exemplary way. He was dedicated to serving society rather than serving himself. His manner was modest, and this elicited the cooperation of others. He followed his own teachings by securing facts and subjecting them to rigorous analysis. He was completely sincere, and as a result was trusted completely."

"The key issues facing managers in sales are no different than those faced by managers in other disciplines. Sales managers say they face problems such as "It takes us too long...we need to reduce the error rate." They want to know, "How do customers perceive us?" These issues are no different than those facing managers trying to improve in other fields. The systematic approaches to improvement are identical. ... There should be no reason our familiar principles of quality and process engineering would not work in the sales process."

"Total Quality Management (TQM) in the Department of Defense is a strategy for continuously improving performance at every level, and in all areas of responsibility. It combines fundamental management techniques, existing improvement efforts, and specialized technical tools under a disciplined structure focused on continuously improving all processes. Improved performance is directed at satisfying such broad goals as cost, quality, schedule, and mission need and suitability. Increasing user satisfaction is the overriding objective. The TQM effort builds on the pioneering work of Dr. W. E. Deming, Dr. J. M. Juran, and others, and benefits from both private and public sector experience with continuous process improvement."

"Great inventions are never, and great discoveries are seldom, the work of any one mind. Every great invention is really an aggregation of minor inventions, or the final step of a progression. It is not usually a creation, but a growth, as truly so as is the growth of the trees in the forest."

"The wonderful progress of the present century is, in very great degree, due to the invention and improvement of the steam-engine."

"The first machine of Papin was very similar to the gunpowder-engine... of Huyghens. In place of gunpowder, a small quantity of water is placed at the bottom of the cylinder, A; a fire is built beneath it, "the bottom being made of very thin metal," and the steam formed soon raises the piston, B, to the top where a latch, E, engaging a notch in latch engaging the piston rod, H, holds it up until it is desired that it shall drop. The fire being removed, the steam condenses, and a vacuum is formed below the piston, and the latch, E, being disengaged, the piston is driven down by the superincumbent atmosphere and raises the weight which has been, meantime, attached to a rope... passing from the piston rod over pulleys... The machine had a cylinder two and a half inches in diameter, and raised 60 pounds once a minute; and Papin calculated that a machine of a little more than two feet diameter of cylinder and of four feet stroke would raise 8,000 pounds four feet per minute—i.e., that it would yield about one horse-power."

"The regulative principles of management along scientific lines include four important elements:"

"The prominent element in present-day industrial management to be: the mental attitude that consciously applies the transference of skill to all the activities of industry."

"Besides being in the forefront of the movement to add managerial training to the engineering curriculum, Diemer was among the first American educators to propose that manual technical skills (carpentry, metalworking, and the like) be taught in high schools and in special secondary institutions comparable to modern vocational-technical schools. He recognized that Penn State, with its long-standing two-year course in mechanic arts and its well-equipped shops, was in an ideal position to produce teachers for these manual training classes. With Dean Jackson's blessing, the Department of Industrial Engineering took over supervision of mechanic arts and renamed it the industrial education course. Seniors had the opportunity to do practice teaching in those few Pennsylvania high schools already equipped for shop instruction."

"With regard to men, he must know how to stimulate ambition, how to exercise discipline with firmness, and at the same time with sufficient kindness to insure the good-will and cooperation of all. The more thoroughly he is versed in questions of economics and sociology, the better prepared will he be to meet the problems that will daily confront him. As economic production depends not only on equipment and plant, but on the psychological effect of wage systems, he must be able to discriminate in regard to which wage system is best applicable to certain classes of product."

"The engineer must be able not only to design, but to execute. A draftsman may be able to design, but unless he is able to execute his designs to successful operation he cannot be classed as an engineer. The production engineer must be able to execute his work as he has planned it. This requires two qualifications in addition to technical engineering ability: He must know men, and he must have creative ability in applying good statistical, accounting, and " system" methods to any particular production work he may undertake."

"A manufacturing organization being a live, human thing, is like a municipality. Many of our shops are as fruitful fields for riddance of graft as are many of our cities. The graft in the shop consists mostly in the distortion of the managing and planning body into a wire-pulling and influence machine with easy berths filled by incompetents or idlers. This condition often exists not because of any intentional desire to be disloyal on the part of the employees, but simply on account of the work being allowed to drift without systematic attention to departmental organization."

"Students are here not for service or for culture, but for the selfish end of preparing for salary to come. Constantly I hear them asking, 'If I change over to your course, what kind of a job will it help me to get when I graduate?' Students are weighing every subject they take on the scales of jobs to come."

"Improvements in the prevailing methods of work and organization during this era were principally initiated by men actively engaged in industrial enterprises. The person most often referred to as the first to propose a rational and systematic science of management (and hence organization) was Henry R. Towne (1844-1924), president of the Yale and Towne Manufacturing Company, who in 1886 presented a paper titled "The Engineer as Economist." His comments, delivered at a meeting of the (ASME), stressed the importance of management as a field of independent study, equal to that of engineering. Noting the almost complete lack of management literature, the virtual absence of a medium for the exchange of administrative ideas and experience, and the total absence of management associations, Towne urged that ASME serve as a center for the development and study of industrial management. Such a suggestion was considered nothing less than revolutionary."

"It is the business of the production engineer to know every single item that constitutes his finished product, and every step involved in the handling of every piece. He must know what is the most advantageous manufacturing quantity of every single item so as to secure uniformity of flow as well as economy of manufacture. He must know how long each step ought to take under the best attainable working conditions. He must be able to tell at any time the exact condition as regards quantity and state of finishedness of every part involved in his manufacturing process."

"The Methods of Industrial Management. — A committee of the American Society of Mechanical Engineers made an extensive canvass in the fall of 1912 to determine what were the new elements in modern management as well as what the committee designated as the regulative principles of industrial management. The committee confirmed Adam Smith's statement made in 1776 in his Wealth of Nations, in which he held that the application of the principle of division of labor was the basis of manufacture. The committee also agreed with Charles Babbage, who in his work entitled Economy of Machinery and Manufacture written in 1832, added another principle, namely the transference of skill."

"The dollar is the final term in almost every equation which arises in the practice of engineering in any or all of its branches, except qualifiedly as to military and naval engineering, where in some cases cost may be ignored. In other words, the true function of the engineer is, or should be, not only to determine how physical problems may be solved, but also how they may be solved most economically. For example, a railroad may have to be carried over a gorge or arroyo. Obviously it does not need an engineer to point out that this may be done by filling the chasm with earth, but only a bridge engineer is competent to determine whether it is cheaper to do this or to bridge it, and to design the bridge which will safely and most cheaply serve, the cost of which should be compared with that of an earth fill. Therefore the engineer is, by the nature of his vocation an economist. His function is not only to design, but also so to design as to ensure the best economical result. He who designs an unsafe structure or an inoperative machine is a bad engineer; he who designs them so that they are safe and operative, but needlessly expensive, is a poor engineer, and, it may be remarked, usually earns poor pay; he who designs good work, which can be executed at a fair cost, is a sound and usually a successful engineer; he who does the best work at the lowest cost sooner or later stands at the top of his profession, and usually has the reward which this implies."

"As an engineer by training and practice, and as a manufacturer having upwards of thirty-five years of practical experience in industrial management in many phases, I avail myself with pleasure of this opportunity of meeting this large body of students who are preparing themselves for active work in the world, and of submitting for your consideration some suggestions concerning your future work, especially in the field with which I am most familiar and in which some of you, I feel sure, will find your best opportunities, and which will form the topic of my argument, namely, Industrial Engineering"

"The Engineer is one who, in the world of physics and applied sciences, begets new things, or adapts old things to new and better uses; above all, one who, in that field, attains new results in the best way and at lowest cost."

"To insure the best results, the organization of productive labor must be directed and controlled by persons having not only good executive ability, and possessing the practical familiarity of a mechanic or engineer with the goods produced and the processes employed, but having also, and equally, a practical knowledge of how to observe, record, analyze and compare essential facts in relation to wages, supplies, expense accounts, and all else that enters into or affects the economy of production and the cost of the product. There are many good mechanical engineers; — there are also many good " businessmen ;"— but the two are rarely combined in one person. But this combination of qualities, together with at least some skill as an accountant, either in one person or more, is essential to the successful management of industrial works, and has its highest effectiveness if united in one person, who is thus qualified to supervise, either personally or through assistants, the operations of all departments of a business, and to subordinate each to the harmonious development of the whole."

"The monogram of our national initials, which is the symbol for our monetary unit, the dollar, is almost as frequently conjoined to the figures of an engineer's calculations as are the symbols indicating feet, minutes, pounds, or gallons. The final issue of his work, in probably a majority of cases, resolves itself into a question of dollars and cents, of relative or absolute values. This statement, while true in regard to the work of all engineers, applies particularly to that of the mechanical engineer, for the reason that his functions, more frequently than in the case of others, include the executive duties of organizing and superintending the operations of industrial establishments, and of directing the labor of the artisans whose organized efforts yield the fruition of his work."

"Engineering has long been conceded a place as one of the modern arts, and has become a well-defined science, with a large and growing literature of its own, and of late years has subdivided itself into numerous and distinct divisions, one of which is that of mechanical engineering. It will probably not be disputed that the matter of shop management is of equal importance with that of engineering, as affecting the successful conduct of most, if not all, of our great industrial establishments, and that the management of works has become a matter of such great and far-reaching importance as perhaps to justify its classification also as one of the modern arts."

"Afternoon Session, Wednesday, May 26th."

"Executives must have a practical knowledge of how to observe, record, analyze and compare essential facts in relation to... all... that enters into or affects the economy of production, the costs of the product."

"Webster defines profit as excess of value over cost, and gain as that which is obtained as an advantage. I have availed of this well-expressed though delicate distinction between the two terms, to coin a name for the system herein described, whereby to differentiate it from profit-sharing as ordinarily understood and practised. The right solution of this problem will manifestly consist in allotting to each member of the organization an interest in that portion of the profit fund which is or may be affected by his individual efforts or skill, and in protecting this interest against diminution resulting from the errors of others or other extraneous causes not under his control. Such a solution, while not simple, is attainable under many circumstances, and attainable by methods which experience has shown to be both practical and successful."

"We conceive the prominent element in present-day industrial management to be: the mental attitude that consciously applies the transference of skill to all the activities of industry. Here emphasis is placed upon the word all, for the restricted application of this principle to machines and tools has been highly developed for a long period. But its conscious application in a broad way to the production departments, and particularly to the workmen, we believe has been made during the last quarter of a century."

"Among the names of those who have led the great advance of the industrial arts during the past thirty years, that of Frederick Winslow Taylor will hold an increasingly high place. Others have led in electrical development, in the steel industry, in industrial chemistry, in railroad equipment, in the textile arts, and in many other fields, but he has been the creator of a new science, which underlies and will benefit all of these others by greatly increasing their efficiency and augmenting their productivity. In addition, he has literally forged a new tool for the metal trades, which has doubled, or even trebled, the productive capacity of nearly all metal-cutting machines. Either achievement would entitle him to high rank among the notable men of his day; — the two combined give him an assured place among the world's leaders in the industrial arts."

"Henry R. Towne is unquestionably the pioneer of management science. He began, as early as 1870, the systematic application at the Yale & Towne works, of what are now recognized as efficient management methods. In 1886, his paper "The Engineer as Economist," delivered before the American Society of Mechanical Engineers, probably inspired Frederick W. Taylor, then a young man of twenty, to devote his energies to the labor that formed his life work."

"The measurement of the angles was made by Mr. J. E. Hilgard, whose zeal and the ability with which he has discharged these duties deserve notice here, as they have received it in the reports of the chief of his party."

"It affords me unusual gratification to acknowledge the services of Mr. Hilgard, in charge of the computing department, and to commend the zeal, promptitude, and accuracy of every member of that department."

"During the illness of my lamented predecessor the administration of the Survey fell upon the shoulders of the assistant in charge, Mr. J. E. Hilgard. The distinguished ability with which this difficult service was discharged was manifest to all. He has extended to me the benefit of this experience liberally and loyally. While I willingly acknowledge myself under deep and lasting obligations to him for the aid thus rendered me, I can also testify that in all respects he has been equally true to my predecessor, the greatness of whose reputation has not been diminished in his keeping."

"Glasnost was a phenomenal, renaissance period in the history of Russia and taught me much about importance of freedom of information. The only real way to improve conditions of civilizations is to provide open access to information for education and culture, and to be honest about the past. Otherwise we spend our lives siloed from each other and we repeat the mistakes of our grandparents."

"Bezos is a serial innovator: with Amazon, he changed the way the retail industry works; and now he’s applying that same spark of creativity to media, with his ownership of the Washington Post and the founding of Amazon Studios. Still, for me it is his zeal for helping humanity return to the moon, settle Mars and reach destinations beyond that is the most thrilling."

"The three most prominent US newspapers haven’t run a critical investigative piece on Jeff Bezos’ company Amazon in almost two years, a FAIR survey finds. A review of 190 articles from the New York Times, Wall Street Journal and the Bezos-owned Washington Post over the past year paints a picture of almost uniformly uncritical–ofttimes boosterish–coverage. None of the articles were investigative exposes, 6 percent leaned negative, 54 percent were straight reporting or neutral in tone, and 40 percent were positive, mostly with a fawning or even press release–like tone."

"Activists have also noted that Bezos is much less philanthropic than many of his peers. Among America’s top five billionaires, he is the only one who has not signed the Giving Pledge—a program, created by Bill Gates and Warren Buffett, that encourages the world’s wealthiest citizens to give away at least half their wealth."

"In January, Jeff Bezos announced that he would donate $33 million to help 1000 people go to college. This week, shortly after Amazon posted a $2 billion quarterly profit to end 2017, his company announced hundreds of layoffs at its headquarters. Meanwhile the 20 finalist cities for Amazon HQ2 are working feverishly to put together the most lavish package of taxpayer-funded subsidies. It’s great that Mr. Bezos wants to help 1,000 Dreamers – immigrants who were brought to the United States illegally as children – to attend college. But just imagine how many people he could help if Amazon paid taxes, wasn’t focused obsessively on replacing workers with automation, didn’t employ hundreds of thousands of temps who are paid low wages and receive no benefits, and declined to engage in reality TV-style “contests” to find out which state and local governments will succumb to desperation and give his very, very profitable company billions of dollars that might otherwise be spent on things like… education, for one."

"Jeff Bezos is filthy rich. The richest man in the world has a net worth of $170 billion. His wealth becomes all the more astonishing when you break it down. Bezos earns $2500 a second. That works out at $150,000 a minute. Every hour, he becomes a millionaire nine times over. If Jeff Bezos were a country, he would be the 54th wealthiest country in the world. His title as the world’s richest person means he’s revered as a great capitalist, entrepreneurial success story... Rather than helping to solve world hunger, the fortune of people like Bezos is the very reason millions go hungry. Extreme wealth inequality means a few live in unbelievable splendour, while millions live in dire squalor. This is a shocking state of affairs, yet our society celebrates it... A consumer-centric society is a world of extremes, where a few have too much, and too many have nothing at all. Imagine if Bezos started questioning a system of extremes that makes him so wealthy at the expense of so many. He could go down in history as the man that catalysed a transformation of society. His wealth buys him the power to exert extraordinary influence. And yet, the appalling working conditions in Amazon hint at the fact Bezos has one goal in mind, to become richer."

"Think migrant farmworkers have it bad? Talk to anyone who works in an Amazon fulfillment center, where every step an employee takes is tracked electronically by management; fail to account for a five-minute period and you’re punished. No textile mill ever dehumanized its workers more thoroughly. Yet when was the last time you heard a liberal criticize working conditions at Amazon? You won’t. Amazon is the future. Jeff Bezos supported Hillary for president. So did virtually all the most successful CEOs. Amazingly, liberals support them back. The distinction between successful businessman and progressive political activist gets blurrier by the day."