James Watt- He was a Scottish inventor and mechanical engineer whose improvements to the Newcomen steam engine were fundamental to the changes brought by the Industrial Revolution in both his native Great Britain and the rest of the world. While working as an instrument maker at the University of Glasgow, Watt became interested in the technology of steam engines. He realised that contemporary engine designs wasted a great deal of energy by repeatedly cooling and reheating the cylinder. Watt introduced a design enhancement, the separate condenser, which avoided this waste of energy and radically improved the power, efficiency, and cost-effectiveness of steam engines. Eventually he adapted his engine to produce rotary motion, greatly broadening its use beyond pumping water. Watt attempted to commercialise his invention, but experienced great financial difficulties until he entered a partnership with Matthew Boulton in 1775. The new firm of Boulton and Watt was eventually highly successful and Watt became a wealthy man. In his retirement, Watt continued to develop new inventions though none was as significant as his steam engine work. He died in 1819 aged 83. He developed the concept of horsepower, and the SI unit of power, the watt, was named after him. From an early age Watt was very interested in chemistry. In late 1786, while in Paris, he witnessed an experiment by Berthollet in which he reacted hydrochloric acid with manganese dioxide to produce chlorine. He had already found that an aqueous solution of chlorine could bleach textiles, and had published his findings, which aroused great interest among many potential rivals.

Henry Laurence Gantt- He was an American mechanical engineer and management consultant who is best known for his work in the development of scientific management. Gantt Charts were employed on major infrastructure projects including the Hoover Dam and Interstate Highway System and continue to be an important tool in project management and program management. In his 1916 book "Work, Wages, and Profits" Gantt explicitly discusses scheduling, especially in the job shop environment. He proposes giving to the foreman each day an "order of work" that is an ordered list of jobs to be done that day. Moreover, he discusses the need to coordinate activities to avoid "interferences". However, he also warns that the most elegant schedules created by planning offices are useless if they are ignored, a situation that he observed. Gantt shows a progress chart that indicates for each month of the year, using a thin horizontal line, the number of items produced during that month. In addition, a thick horizontal line indicates the number of items produced during the year. Each row in the chart corresponds to an order for parts from a specific contractor, and each row indicates the starting month and ending month of the deliveries. It is the closest thing to the Gantt charts typically used today in scheduling systems, though it is at a higher level than machine scheduling. Gantt’s machine record chart and man record chart are quite similar, though they show both the actual working time for each day and the cumulative working time for a week. Each row of the chart corresponds to an individual machine or operator. These charts do not indicate which tasks were to be done, however.