“It is this detachment, this use of comparison, his faith in the possibility of applying scientific processes of thought to the organisation of industry, which constitute Babbage's unique contribution to the advancement of management. More than half a century before Taylor was to illuminate the same point, with far greater effect because he was a practising engineer, Babbage had stumbled on the underlying truth that there are general principles applicable to the manufacture of products by machinery, and that it is an understanding of these principles rather than the technical knowledge of how to make a particular article which is of the first importance.”

Vol II. p. 23 as cited in: Hopf (1947).
1940s, The Making Of Scientific Management, 1945

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Lyndall Urwick16

British management consultant 1891–1983

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“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.”

Hugo Diemer (1870–1937) American mechanical engineer

(1921, p. 10)
Factory organization and administration, 1910

“A number of engineers became so-called disciples of Frederick W. Taylor, even though he had passed on to his reward in 1915. A considerable number of engineers took up the so-called scientific management of Frederick Taylor and further embroidered it and publicized themselves as efficiency engineers and management consultants. Henry L. Gantt had been Taylor's assistant at the Midvale Steel and the Bethlehem Steel Company. Gant, were among the many prominent advocates of Taylor's efficiency system with some variations.
Gant, Barth and others tried to start an organization, ' 'The New Machine." ' 'The New Machine" never got off the ground; all of them wrote articles and delivered papers in the engineering societies and management conferences. But their chief purpose was in creating a national image so they could sell their services to large-scale private enterprise as scientific managers and efficiency engineers who would be able to install the system that could extract more productivity from the American worker.”

Howard Scott (1890–1970) American engineer

Source: History and Purpose of Technocracy, 1965, p. 7

“Babbage, even with remarkably generous support for his time, could not produce his great arithmetical machine. His idea was sound enough, but construction and maintenance costs were then too heavy.”

Vannevar Bush book As We May Think

As We May Think (1945)
Context: Babbage, even with remarkably generous support for his time, could not produce his great arithmetical machine. His idea was sound enough, but construction and maintenance costs were then too heavy. Had a Pharaoh been given detailed and explicit designs of an automobile, and had he understood them completely, it would have taxed the resources of his kingdom to have fashioned the thousands of parts for a single car, and that car would have broken down on the first trip to Giza.

“There is then no analogy whatever between the operations of the Chess-Player, and those of the calculating machine of Mr. Babbage, and if we choose to call the former a pure machine we must be prepared to admit that it is, beyond all comparison, the most wonderful of the inventions of mankind.”

Edgar Allan Poe (1809–1849) American author, poet, editor and literary critic

Poe stating his arguments that Maelzel's Chess-Player was a hoax. Maelzel's Chess-Player http://www.eapoe.org/works/essays/maelzel.htm, Southern Literary Journal (April 1836).

“The phenomenon of the production of motion by heat has not been considered from a sufficiently general point of view. We have considered it only in machines… [for which] the phenomenon is… incomplete. It becomes difficult to recognize its principles and study its laws. …[T]he principle of the production of motion by heat… must be considered independently of any mechanism or… particular agent. It is necessary to establish principles applicable not only to steam-engines but to all imaginable heat-engines, whatever the working substance and whatever the method by which it is operated.”

Nicolas Léonard Sadi Carnot (1796–1832) French physicist, the "father of thermodynamics" (1796–1832)

Reflections on the Motive Power of Heat (1824)

“In the first stages of the industrial revolution, animals were used as machines. As also were children. Later, in the so-called post-industrial societies, they are treated as raw material. Animals required for food are processed like manufactured commodities. … This reduction of the animal … is part of the same process as that by which men have been reduced to isolated productive and consuming units. Indeed, during this period an approach to animals often prefigured an approach to man. The mechanical view of the animal’s work capacity was later applied to that of workers. F. W. Taylor who developed the “Taylorism” of timemotion studies and “scientific” management of industry proposed that work must be “so stupid” and so phlegmatic that he (the worker) “more nearly resembles in his mental makeup the ox than any other type.” Nearly all modern techniques of social conditioning were first established with animal experiments. As were also the methods of so-called intelligence testing. Today behaviourists like Skinner imprison the very concept of man within the limits of what they conclude from their artificial tests with animals.”

John Berger (1926–2017) British painter, writer and art critic

Source: About Looking (1980), Chapter "Why Look at Animals?"

“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.”

Henry R. Towne (1844–1924) American engineer

Attributed to Henry R. Towne in: William Kent (1914) Investigating an Industry, p. 3-4
Comment: William Kent mentions the "The Engineer as an Economist," (1886) as the source.

“Suppose a clothing manufacturer learns of a machine that will make men’s and women's overcoats for half as much labor as previously. He installs the machines and drops half his labor force.This looks at first glance like a clear loss of employment. But the machine itself required labor to make it; so here, as one offset, are jobs that would not otherwise have existed. The manufacturer, how ever, would have adopted the machine only if it had either made better suits for half as much labor, or had made the same kind of suits at a smaller cost. If we assume the latter, we cannot assume that the amount of labor to make the machines was as great in terms of pay rolls as the amount of labor that the clothing manufacturer hopes to save in the long run by adopting the machine; otherwise there would have been no economy, and he would not have adopted it.So there is still a net loss of employment to be accounted for. But we should at least keep in mind the real possibility that even the first effect of the introduction of labor-saving machinery may be to increase employment on net balance; because it is usually only in the long run that the clothing manufacturer expects to save money by adopting the machine: it may take several years for the machine to "pay for itself."After the machine has produced economies sufficient to offset its cost, the clothing manufacturer has more profits than before. (We shall assume that he merely sells his coats for the same price as his competitors, and makes no effort to undersell them.) At this point, it may seem, labor has suffered a net loss of employment, while it is only the manufacturer, the capitalist, who has gained. But it is precisely out of these extra profits that the subsequent social gains must come. The manufacturer must use these extra profits in at least one of three ways, and possibly he will use part of them in all three: (1) he will use the extra profits to expand his operations by buying more machines to make more coats; or (2) he will invest the extra profits in some other industry; or (3) he will spend the extra profits on increasing his own consumption. Whichever of these three courses he takes, he will increase employment.”

Henry Hazlitt book Economics in One Lesson

Economics in One Lesson (1946), The Curse of Machinery (ch. 7)

“Babbage was one of the founders of the Cambridge Analytical Society whose purpose he stated was to advocate "the principles of pure d-ism as opposed to the dot-age of the university.”

W. W. Rouse Ball (1850–1925) English mathematician

W. W. Rouse Ball, History of Mathematics, (London, 1901), p. 451

“As Uchimaru sees things, an engineer who doesn't think TQM applies to technical activities must not understand either engineering or TQM or both. TQM is the application of the scientific method to business (pick an important problem, get the facts, analyze the facts, find the underlying truth, plan a method of improvement based on the underlying truth, systematically test it to verify that it works, standardize the new method, and then the cycle around again)”

Shoji Shiba (1930) Japanese academic

Shōji Shiba, New American TQM. Productivity press, 1993. p. 463
Shiba talks about Kiyoshi Uchimaru, who was president of NEC's main microchip design subsidiary in the 1980s.

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Lyndall Urwick16

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