Mechanical Engineering

THEORY and practice principally distinguish science from arts, and accordingly most branches of knowledge pass under one or the other of these denominations; tho we must allow, that our ideas in this respect are not always sufficiently precise; for we are often at a loss in naming the branches of knowledge where speculation is joined with practice. There are rules for the operations of the mind, and others for those of the body; the latter being confined to external subjects, require no more than the assistance of the hand to perform them. Hence proceeds the distinction between the liberal and mechanic arts, and the preference given to the former, tho very unjustly in many respects. The mechanic arts depending upon manual operation, and confined to a certain beaten track, are assigned over to those whom prejudice places in a lower class: and necessity rather than taste and genius, compelling them to the exercise of these arts, the arts themselves in time became subject to contempt; whilst the free operations of the mind were claimed by others, who, because they were more exempt from indigence, possibly thought themselves more favoured by nature. But this assumed superiority of the liberal over the mechanic arts, from the former's employing only the attention of the mind, and from the difficulty of excelling therein, is sufficiently counter-balanced by the greater utility commonly arising from the latter.

To the art of mechanics is owing all sorts of instruments to work with, all engines of war, ships, bridges, mills, curious roofs and arches, stately theatres, columns, pendent galleries, and all other grand works in building. Also clocks, watches, jacks, chariots, carts and carriages, and even the wheel-barrow. Architecture, navigation, husbandry, and military affairs, owe their invention and use to this art.

A key characteristic of the engineering culture is that the individual engineer’s commitment is to technical challenge rather than to a given company. There is no intrinsic loyalty to an employer as such. An employer is good only for providing the sandbox in which to play. If there is no challenge or if resources fail to be provided, the engineer will seek employment elsewhere. In the engineering culture, people, organization, and bureaucracy are constraints to be overcome. In the ideal organization everything is automated so that people cannot screw it up. There is a joke that says it all. A plant is being managed by one man and one dog. It is the job of the man to feed the dog, and it is the job of the dog to keep the man from touching the equipment. Or, as two Boeing engineers were overheard to say during a landing at Seattle, “What a waste it is to have those people in the cockpit when the plane could land itself perfectly well.” Just as there is no loyalty to an employer, there is no loyalty to the customer. As we will see later, if trade-offs had to be made between building the next generation of “fun” computers and meeting the needs of “dumb” customers who wanted turnkey products, the engineers at DEC always opted for technological advancement and paid attention only to those customers who provided a technical challenge.