Manufacturing in Progress
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US Military Officers and the Intellectual Origins Of
Managing Men and Machines: U.S. Military Officers and the Intellectual Origins of Scientific Management in the Early Twentieth Century By Copyright 2016 David W. Holden Submitted to the graduate degree program in History and the Graduate Faculty of the University of Kansas in partial fulfillment of the requirements for the degree of Doctor of Philosophy ________________________________ Chairperson Jeffery Moran ________________________________ Co-Chair Ted Wilson ________________________________ Beth Bailey ________________________________ John Kuehn ________________________________ Paul Atchley Date Defended: February 8, 2016 The Dissertation Committee for David Holden certifies that this is the approved version of the following dissertation: Managing Men and Machines: U.S. Military Officers and the Intellectual Origins of Scientific Management in the Early Twentieth Century ____________________________________________ Chairperson Jeffery Moran Date approved: February 8, 2016 ii Abstract Managing Men and Machines: U.S. Military Officers and the Intellectual Origins of Scientific Management in the Early Twentieth Century. By David Holden Professor Theodore A. Wilson, Advisor The U.S. Army officer corps experienced an intellectual revolution following the experience of WWI that fundamental altered the relationship between man and machines in war. As a result, officers failed to develop the technology gene and began to think of war as being inherently quantitatively and technological based. This dissertation examines the relationship between technology and the U.S. Army and Navy officers specifically between 1900-1925. Furthermore, the treatise addresses the role of Frederick Taylor and the rise of scientific management within the U.S. Army and Navy. iii Acknowledgements In writing this dissertation, I received invaluable assistance and support from a number of people and organizations. -
Century American Machinery and Machine Tool Building
From Depression to Globalization: Reconfiguring 20th Century American Machinery and Machine Tool Building Philip Scranton, Rutgers University Prologue Practical Machinist: 06-14-2003, 11:51 AM Let's talk about Machine Tool Making. 1. The industry is Capital Intensive. A machine tool maker has a huge amount invested in plant and equipment. 2. The industry is Labor Intensive. Almost all the workers are highly skilled and not only that, each worker has to have significant experience working in the specific shop making that company's machines. 3. The Industry is cyclic. Some years there is a big backlog of orders. Some years, there is hardly anything for the skilled and valued workers to do. 4. The "Technical" competition is Brutal. As soon as a new machine design is fit for production, some competitor brings out a newer design with faster spindle speeds or faster motions or some other feature that he touts relentlessly in the trade publications. A Machine tool can be rendered obsolete by the time the first article is being crated up on a maker's loading dock. 5. The reverse of this can happen. A machine tool maker can devise a highly sophisticated design that just doesn't sell. Giddings and Lewis has had this happen to them several times and Davenport Machine had it happen with a servo-controlled, multi-spindle automatic bar machine. 6. During slow times, a machine tool manufacturer can be in competition with slightly used machine of his own manufacture. This is happening right now. None of the above points have anything to do with the government, and the best of the foreign competition suffers all of the above situations. -
Journal of Business and Management
Vol. 17 No. 1 J. B.M. Journal of Business and Management Editors Cristina M. Giannantonio, Ph.D. Amy E. Hurley-Hanson, Ph.D. Published by Chapman University’s Argyros School of Business and Economics WDSI Sponsored by the Western Decision Sciences Institute WDSI WESTERN DECISION SCIENCES INSTITUTE The Western Decision Sciences Institute is a regional division of the Decision Sciences Institute. WDSI serves its interdisciplinary academic and business members primarily through the organization of an annual conference and the publication of the Journal of Business and Management. The conference and journal allow academicians and business professionals from all over the world to share information and research with respect to all aspects of education, business, and organizational decisions. PRESIDENT Mahyar Amouzegar California State University, Long Beach PRESIDENT-ELECT Nafisseh Heiat Montana State University-Billings PROGRAM CHAIR/VICE PRESIDENT FOR PROGRAMS/PROCEEDINGS EDITOR John Davies Victoria University of Wellington VICE PRESIDENT FOR PROGRAMS-ELECT Sheldon R. Smith Utah Valley State College VICE PRESIDENT FOR MEMBER SERVICES David Yen Miami University of Ohio SECRETARY/TREASURER Richard L. Jenson Utah State University DIRECTOR OF INFORMATION SYSTEMS Abbas Heiat Montana State University - Billings IMMEDIATE PAST-PRESIDENT G. Keong Leong University of Nevada, Las Vegas REGIONAL VICE PRESIDENT Vijay Kannan Utah State University Journal of Business and Management – Vol. 17, No. 1, 2011 Journal of Business and Management Volume 17, Number 1 2011 EDITORS Cristina M. Giannantonio, Chapman University Amy E. Hurley-Hanson, Chapman University J. B.M. Journal of Business and Management EDITORS Cristina M. Giannantonio, Chapman University Amy E. Hurley-Hanson, Chapman University EDITORIAL BOARD Nancy Borkowski Florida International University Krishna S. -
Taylor's Unsung Contribution: Making Interchangeable Parts Practical
Paxton 75 Taylor’s Unsung Contribution: Making Interchangeable Parts Practical John Paxton Wayne State College For at least two centuries before they became practical, manufacturers and craftsmen searched for techniques to make identical parts that would exchange quickly and readily between machines of the same type. However, they failed and the solution was not found until the turn of the 20th century. The problem was straightforward, even if its solution was not. This solution is largely unreported in the literature, despite the importance of both the problem and its solution. The idea that the solution came from one of management’s giant figures makes this even more difficult to believe, yet it is so. Frederick Winslow Taylor scarcely needs an introduction. Familiar to any student of management, Taylor is acknowledged as the father of scientific management and the first to bring the scientific method to the study of production and business. His Principles of Scientific Management and The Art of Shop Management are classics and still available through booksellers, despite being a century old now. Although largely discredited for their (seemingly) narrow focus, they remain as some of the first applications of the scientific method to the art of business, and were largely responsible for the establishment of management as a profession and academic discipline. Because of this towering reputation, it is often forgotten that Taylor was first educated as a machinist through apprenticeship and later earned a Bachelor’s Degree in Mechanical Engineering as a young man. After several other industrial jobs, Taylor came to Bethlehem Steel, where much of his ground-breaking work was done. -
The Post-Second World War Decline of the United States Machine Tool Industry
International Contributions to Labour Studies 1997, 7, 37-58 The cutting-edge dulled: the post-Second World War decline of the United States machine tool industry Robert Forrant* After World War 11 United States preeminence in machine tool technology conveyed productivity advantages to final goods producers that enabled both machine tool builders and goods producers to prosper and provide well paying jobs to their employees. Quite soon after the war numerous technological and managerial deficiencies eroded this competitive advantage and contributed to the inability of the machine tool industry to compete successfully in the global economy. This in turn cost good producers their first access to top notch production machinery. The rusting of the machine tool industry thus contributed to the hollowing out of the country's manufacturing base and the elimination of thousands of once stable blue collar jobs. Introduction After the Second World War, US pre-eminence in machine tool technology and the productivity advantages that this accrued to manufacturers enabled its machine tool builders and goods producers to prosper, and to provide good jobs for their employees. But after out-pacing the world in the 1950s and 1960s, machine tool builders suffered through a period of sharp decline as a consequence of heightened international com petition and numerous organisational and managerial deficiencies. These shortcomings include a failure to invest sufficiently in product and process developments; an inability to manage erratic business cycles; a failure to capitalise on important technology develop ments like computer controls; an inability to establish effective collaborations among a host of quite small firms; a disregard for customer needs; and a failure to invest in work force development. -
76295398.Pdf
A MENTAL REVOLUTION Scientific Management since Taylor A Mental Revolution includes eight original essays that analyze how the scientific management principles developed by legendary engineer Frederick W. Taylor have evolved and been applied since his death in 1915. Taylor believed that a business or any other complex organization would oper ate more effectively if its practices were subjected to rigorous scientific study. His classic Principles of Scientific Management spread his ideas for organization, planning, and employee motivation throughout the industrialized world. But scientific man agement, because it required, in Taylor's words, "a complete mental revolution," was highly disruptive, and Taylor's famous time-motion studies, especially when ap plied piecemeal by many employers who did not adopt the entire system, helped make the movement enormously unpopu lar with the organized labor movement. Though its direct influence diminished by the 1930s, Taylorism has remained a force in American business and industry up to the present time. The essays in this volume discuss some of the important people and organizations involved with Taylorism throughout this A MENTAL REVOLUTION HISTORICAL PERSPECTIVES ON BUSINESS ENTERPRISE SERIES Mansel G. Blackford and K. Austin Kerr, EDITOR S Henry E. Huntington and the Creation of Southern California WILLIAM B. FRIEDRICKS Making Iron and Steel: Independent Mills in Pittsburgh, 1820-1920 JOHN N. INGHAM Eagle-Picher Industries: Strategies for Survival in the Industrial Marketplace DOUGLAS KNERR Rebuilding Cleveland: The Cleveland Foundation and Its Evolving Urban Strategy DIANA TITTLE Daniel Willard and Progressive Management on the Baltimore & Ohio Railroad DAVID M. VROOMAN A MENTAL REVOLUTION Scientific Management since Taylor EDITED BY Daniel Nelson Ohio State University Press • COLUMBUS Copyright © 1992 by the Ohio State University Press.