Bill Nye Quotes

I'm an engineer by training.

I am not a politician. I am an engineer who has spent most of his career working in factories that manufacture the world's most advanced devices.

Manufacturing is more than just putting parts together. It's coming up with ideas, testing principles and perfecting the engineering, as well as final assembly.

I'm an engineer. I'm a techie, really.

I am a mechanical techie. I can build things with my hands.

My mum brought me to my first job when I was 12. I started electrical work at her plant. She was an engineer, a technical expert, at one of the plants in the south, and in the summer she brought me in and I learnt how industrial things work: casting, electricity, maintenance, everything.

I don't want to have to do production, which is very technical. I don't enjoy that.

The opportunity ahead of us in terms of transforming how we design and build, how we manufacture, is even greater than some of the product innovation that we're going to bring to the table.

Having a hardware development team in-house is a major strength.

Hard systems are everything we're using right now - computers, phones, planes, the clothes you're wearing, the room you're in. Everything there involves 100% use of technology and expertise to make it, and nothing we make - including space exploration vehicles and so on - is complex. Everything we make is complicated. Nothing is self-renewing.

It never ceases to amaze me what it takes to develop and bring to mass production a product.

So I went for engineering, specifically product design, which I enjoyed.

The design of each element should be thought out in order to be easy to make and easy to repair.

If I had done what I was programmed to do, I would now be sitting in a car factory looking at the sizes of wheels, or wondering how to get credit to start a new factory in Russia.

Britain's great strength is its innovative, design and engineering natural ability and we're not using it.

I realized early on, maybe better than some of my competitors did, that a textile business can run only if you have scale. I decided to horizontally and vertically integrate, adding everything from spinning, dyeing, weaving, and stitching to processing and packing.

One of the big failures for the big auto companies is that even the CEO and the top management often don't understand design and manufacturing. As a CEO, you have to make decisions; you need to have knowledge.

I was running an assembly line designed to build memory chips. I saw the microprocessor as a bloody nuisance.

The purpose creates the machine.

Now we shall see whether I can build anything but automobiles, tractors and ships.

The man who places a part does not fasten it. The man who puts in the bold does not out on the nut. The man who puts on the nut does not tighten it. Every piece of work in the shop moves. It may move on hooks, on overhead chains …. It may travel on a moving platform or go by gravity.

The key to making things affordable is design and technology improvements, as well as scale.

I've been to so many manufacturing plants. I've yet to walk into one where I did not think AI solutions wouldn't help.

I think the next massive wave of value creation will be when you can get a manufacturing company or agriculture devices company or a health care company to develop dozens of AI solutions to help their businesses.

The way AI complements people's work, it actually creates a lot of new jobs, a lot of demand. For example, if a automatic visual inspection technology helps spot flaws in manufacturing parts, I think that in some cases, this does create a lot more demand for people to come in to rework or to fix some of the parts that an AI has found to be flawed.