Hugo Diemer Quotes

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

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.''

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.

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.

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.

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.

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.

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.