Richard Feynman quote: “If we are to replace standard numerical probability usage with engineering judgment, why do we find such an enormous di…”

“Management of an industrial company must be giving targets to the engineers constantly; that may be the most important job management has in dealing with its engineers.”

Akio Morita (1921–1999) Japanese businessman

Source: Made in Japan (1986), p. 168.

“If we look at the discipline of software engineering, we see that the microeconomics branch of economics deals more with the types of decisions we need to make as software engineers or managers.”

Barry Boehm (1935) American software engineer

Source: Software engineering economics. (1984), p. 4

“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.”

Henry R. Towne (1844–1924) American engineer

Source: "The Engineer as an Economist," 1886, p. 428-9

“Amin is a splendid man by any standards and is held in great respect and affection by his British colleagues. … He is tough and fearless and in the judgment of everybody … completely reliable. Against this he is not very bright and will probably find difficulty in dealing with the administrative side of command.”

Idi Amin (1925–2003) third president of Uganda

OG Griffith, 1969 despatch on Amin's promotion to major, released by Public Record Office. Amin hailed as splendid, but not very bright, June 23, 2000, Richard Norton Taylor, The Guardian.

“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

“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)

“My final word about editing. I was to appear on the cover of a business magazine, and the writer who came to interview me was intrigued with engineers, scientists, PhDs founding and running companies. It was somewhat more unusual back in those days than now, although it was not without ample precedents in the past. So the question he put to me right away starting the interview was, "Would you say, Dr. Ramo, that engineers make the best managers?" And I said, "Engineers make the best engineers." It may be that some engineers will have managerial talents, and be in the right place at the right time, just as may be true of lawyers or accountants or salesmen, or tax experts or whatever. Now, on the magazine then, here was this picture of me, and here was this quote: "Engineers make the best engineers." Well, someone, before the cover actually got out, knew that that was a mistake. Obviously that had been a misprint. So looking at the text, and seeing the question that was asked of me, he changed it to: "Engineers make the best managers." "I quote Dr. Ramo on engineers."”

Simon Ramo (1913–2016) Father of the ICBM

All right.
An Interview Conducted by Frederik Nebeker, Center for the History of Electrical Engineering, 27 February 1995; Republished at Oral-History:Simon Ramo http://www.ieeeghn.org/wiki/index.php/Oral-History:Simon_Ramo, at ieeeghn.org, accessed May 30, 2014.

“In the judgment of design engineers, the ordinary means of communicating with a computer are entirely inadequate. […] Graphical communication in some form or other is of vital importance in engineering as that subject is now conducted; we must either provide the capability in our computer systems, or take on the impossible task of training up a future race of engineers conditioned to think in a different way.”

Maurice Wilkes (1913–2010) British computer scientist

Sect. 4: Design and Assembly
"Computers Then and Now" (1968)

“Industrial age companies created sharp distinctions between two groups of employees. The intellectual elite—managers and engineers—used their analytical skills to design products and processes, select and manage customers, and supervise day-to-day operations. The second group was composed of the people who actually produced the products and delivered the services. This direct labor work force was a principal factor of production for industrial age companies, but used only their physical capabilities, not their minds. They performed tasks and processes under direct supervision of white-collar engineers and managers. At the end of the twentieth century, automation and productivity have reduced the percentage of people in the organization who perform traditional work functions, while competitive demands have increased the number of people performing analytic functions: engineering, marketing, management, and administration. Even individuals still involved in direct production and service delivery are valued for their suggestions on how to improve quality, reduce costs, and decrease cycle times…
Now all employees must contribute value by what they know and by the information they can provide. Investing in, managing, and exploiting the knowledge of every employee have become critical to the success of information age companies”

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

Source: The Balanced Scorecard, 1996, p. 5-6

“Industrial age companies created sharp distinctions between two groups of employees. The intellectual elite—managers and engineers—used their analytical skills to design products and processes, select and manage customers, and supervise day-to-day operations. The second group was composed of the people who actually produced the products and delivered the services. This direct labor work force was a principal factor of production for industrial age companies, but used only their physical capabilities, not their minds. They performed tasks and processes under direct supervision of white-collar engineers and managers. At the end of the twentieth century, automation and productivity have reduced the percentage of people in the organization who perform traditional work functions, while competitive demands have increased the number of people performing analytic functions: engineering, marketing, management, and administration. Even individuals still involved in direct production and service delivery are valued for their suggestions on how to improve quality, reduce costs, and decrease cycle times…
Now all employees must contribute value by what they know and by the information they can provide. Investing in, managing, and exploiting the knowledge of every employee have become critical to the success of information age companies”

Robert S. Kaplan (1940) American accounting academic

Source: The Balanced Scorecard, 1996, p. 5-6

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