“The provision of a whole new system of electric generation emancipated industry from the leather belt and line shaft, for it eventually became possible to provide each tool with its own electric motor. This may seem only a detail of minor importance. In fact, modern industry could not be carried out with the belt and line shaft for a number of reasons. The motor enabled machinery to be arranged in the order of the work, and that alone has probably doubled the efficiency of industry, for it has cut out a tremendous amount of useless handling and hauling. The belt and line shaft were also tremendously wasteful – so wasteful indeed that no factory could be really large, for even the longest line shaft was small according to modern requirements. Also high speed tools were impossible under the old conditions – neither the pulleys nor the belts could stand modern speeds. Without high speed tools and the finer steels which they brought about, there could be nothing of what we call modern industry.”

Henry Ford and Samuel Crowther (1930). Edison as I Know Him. Cosmopolitan Book Company. p. 15

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Henry Ford80

American industrialist 1863–1947

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“But as president of General Motors, I realized our thinking affected the lives of hundreds of thousands directly and influenced the economic welfare of many important communities, in some of which we were almost the sole provider. In some way, visible or invisible, as we expanded, the economic welfare of millions was becoming linked with the welfare of General Motors. Previously, when industry was smaller, the absorbing problems of industrial management were largely limited to the fields of engineering, production and distribution. Out of its endeavors in these fields had come a continuous stream of new products, providing new comforts and making possible better ways of living. General Motors was becoming large through a, but only because it was rendering a service to community. As its volume of business expanded it became able to do more for workers, stockholders and customers.”

Alfred P. Sloan (1875–1966) American businessman

Source: Adventures of a White-Collar Man. 1941, p. 144

“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.
Others without number have been organizers of industry and commerce, each working out, with greater or less success, the solution of his own problems, but none perceiving that many of these problems involved common factors and thus implied the opportunity and the need of an organized science. Mr. Taylor was the first to grasp this fact and to perceive that in this field, as in the physical sciences, the Baconian system could be applied, that a practical science could be created by following the three principles of that system, viz.: the correct and complete observation oi facts, the intelligent and unbiased analysis of such facts, and the formulating of laws by deduction from the results so reached. Not only did he comprehend this fundamental conception and apply it; he also grasped the significance and possibilities of the problem so fully that his codification of the fundamental principles of the system he founded is practically complete and will be a lasting monument to its founder.”

Henry R. Towne (1844–1924) American engineer

Henry R. Towne, in: Frank Barkley Copley, Frederick W. Taylor, father of scientific management https://archive.org/stream/frederickwtaylor01copl, 1923. p. xii.

“Companies are in the midst of a revolutionary transformation. Industrial age competition is shifting to information age competition. During the industrial age, from 1850 to about 1975, companies succeeded by how well they could capture the benefits from economies of scale and scope. Technology mattered, but, ultimately, success accrued to companies that could embed the new technology into physical assets that offered efficient, mass production of standard products.
During the industrial age, financial control systems were developed in companies, such as General Motors, DuPont, Matsushita, and General Electric, to facilitate and monitor efficient allocations of financial and physical capital. A summary financial measure such as return-on-capital employed (ROCE) could both direct a company’s internal capital to its most productive use and monitor the efficiency by which operating divisions used financial and physical capital to create value for shareholders.
The emergence of the information era, however, in the last decades of the twentieth century, made obsolete many of the fundamental assumptions of industrial age competition. No longer could companies gain sustainable competitive advantage by merely deploying new technology into physical assets rapidly, and by excellent management of financial assets and liabilities.”

David P. Norton (1941) American business theorist, business executive and management consultant

Source: The Balanced Scorecard, 1996, p. 2-3

Robert S. Kaplan (1940) American accounting academic

Source: The Balanced Scorecard, 1996, p. 2-3

“No grant of feudal privilege has ever equaled, for effortless return, that of the grandparent who bought and endowed his descendants with a thousandshares ofGeneral Motors or General Electric.”

John Kenneth Galbraith book The New Industrial State

Source: The New Industrial State (1967), Chapter XXXV, Section 3, p. 394

“What has taken place is a shift of business from one manufacturer to another, and the announcements in the press as well as the general publicity of those manufacturers who have succeeded in increasing their business give, I think, the impression that this is true of the whole industry. If we could assume, for the sake of argument, that we will reach the point at which twenty-five million cars and trucks will be registered in the United States an assumption that from what we have accomplished so far is certainly perfectly reasonable then I think we could safely say that the replacement demand, plus the export demand which will increase for many years yet, plus the normal growth, would amount to something like four to four and one half million vehicles a year and would require the manufacture of a number of cars equal to or greater than has yet been produced in any year in the history of the industry…
I am sure that I do not need to elaborate what the automotive industry consists of, its influence on the prosperity of the United States, the influence that it has had in many other industries which contribute to its production necessities. General Motors is an important part of this great industry of ours and as my contribution to your visit with us I would like to tell you in a brief way something about General Motors; how we are thinking, what we are doing, and our ambitions for the future.”

Alfred P. Sloan (1875–1966) American businessman

Source: Alfred P. Sloan in The Turning Wheel, 1934, p. 332-3: Speech by President Alfred P. Sloan, Jr., 1927 (II)

“Specialization, as has been noted, is the confining of human activity to a limited field. In industrial work this means the limitation of an enterprise to a portion of the field and to the production of a limited line of products. But even when the line of products is limited, there are usually many types that are possible in that line and an infinite number of sizes of any one type. Thus suppose a manufacturer specializes in the manufacture of men's shoes. Here there is no limit to the types that may be produced and no limit to the number of sizes of any type since no two feet are exactly alike. Again a manufacturer may specialize on the production of motors between the sizes, say, of one-half horse-power and twenty horse-power. Here again many types are possible and an infinite number of sizes for each type. But it has been shown that one of the essentials of cheap production is quantity, and for a given total output the greatest number of each element entering into the product is secured when the numbers of types and sizes are a minimum.”

Dexter S. Kimball (1865–1952) American engineer

Source: Principles of industrial organization, 1913, p. 41-42

“We may usefully think of the language faculty, the number faculty, and others as 'mental organs,' analogous to the heart or the visual system or the system of motor coordination and planning. There appears to be no clear demarcation line between physical organs, perceptual and motor systems and cognitive faculties in the respects in question.”

Noam Chomsky (1928) american linguist, philosopher and activist

Source: Quotes 1960s-1980s, 1980s, Rules and Representations (1980), p. 4.

“Quality is free, but no one is ever going to know it if there isn't some sort of agreed-on system of measurement. Quality has always suffered from the lack of an obvious method of measurement in spite of the fact such a method was developed by General Electric in the 1950' s as a tool for determining the need for corrective action on a specific product line.”

Philip B. Crosby (1926–2001) Quality guru

Quality Is Free, 1977

“Modern industrial civilization has developed within a certain system of convenient myths. The driving force of modern industrial civilization has been individual material gain, which is accepted as legitimate, even praiseworthy”

Noam Chomsky (1928) american linguist, philosopher and activist

Quotes 1990s, 1990-1994, Manufacturing Consent: Noam Chomsky and the Media, 1992
Context: Modern industrial civilization has developed within a certain system of convenient myths. The driving force of modern industrial civilization has been individual material gain, which is accepted as legitimate, even praiseworthy, on the grounds that private vices yield public benefits, in the classic formulation. Now, it has long been understood, very well, that a society that is based on this principle will destroy itself in time. It can only persist, with whatever suffering and injustice that it entails, as long as it is possible to pretend that the destructive forces that humans create are limited, that the world is an infinite resource, and that the world is an infinite garbage can. At this stage of history either one of two things is possible. Either the general population will take control of its own destiny and will concern itself with community interests, guided by values of solidarity, sympathy and concern for others, or alternatively there will be no destiny for anyone to control. As long as some specialized class is in a position of authority, it is going to set policy in the special interests that it serves. But the conditions of survival, let alone justice, require rational social planning in the interests of the community as a whole, and by now that means the global community. The question is whether privileged elite should dominate mass communication and should use this power as they tell us they must—namely to impose necessary illusions, to manipulate and deceive the stupid majority and remove them from the public arena. The question in brief, is whether democracy and freedom are values to be preserved or threats to be avoided. In this possibly terminal phase of human existence, democracy and freedom are more than values to be treasured; they may well be essential to survival.

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