Durham, North Carolina ...

Home of GE Aviation’s high performance self-directed work teams

500 acres of land 500,000 sq. ft. of floor space

Continuous evolution to support our Customers!

2003

1972 1994

1999

2002

1993

Constructed for GE

Energy PS Steam

Turbines

Site opened by Aviation

2007 2014

2004 2009

First GE90 & CF6-80C2

CFM 56-7 & CF34-8C

GE90-15BCF34-8D/ECFM56-5

CF34-10

GP7000CF6-80C2 L1F

LMS100

GEnX

GEnX/GE90 Repair Station

LEAPPassport

2018

GE9X

Durham Plant History

Support TeamCFM56-5/7

GE90/9XGEnx

LibertyMirage

Aviators

LEAP

FalconEquipodos

HorizonSynergy

Engineering, Quality, Materials, EH&S, HR, IT, Facilities and Finance

FreedomPatriotPhoenix

VectorVortexVoyager

KodiakRaven

OdysseySummit

Pioneer

Hospital & Surge

Frontier

Durham Product Mix

Titan

Drivers - reasons for implementation ✓ Location

✓ Environment

✓ Economy

✓ Aviation Industry

Jordan Lake

Falls Lake

Neuse River

Cape Fear River

Cultural Assessment & Action Plan – Step by Step Process

Determine Current CultureIdentify Specific Culture

Actions

5

How: Answer the following:

• What is the primary driver of our programs?

• How much time we spend primarily reacting or on proactive activities?

• What are employees’ perception?

• What does the data say about our Programs?

Who: Pulse all levels of employees( leadership, teams) – no formal assessment is required

Actions: Review available data for evidence (Site strategic plans, Team and individuals performance objectives, lagging and leading indicators, etc.)

How: Answer the following:

• Have we defined core values & aligned behaviors?

• What are the operation’s weaknesses?

• What additional training or help do we need?

• Based on assessment of current state, what characteristics are listed in improved culture categories that we can leverage?

Actions: Evaluate Components of Strong Culture (1) Engaged Leadership, (2) Employee partnership, (3) Risk-based/Learning focused strategy

Incorporate Actions into Strategic Plan

How: Answer the following:

• How will we track these actions to completion?

• How will we integrate culture actions & conversations into the operational process?

• What rhythms are needed to keep culture a primary focus during the year?

• How will we assess the success of your actions from the perception of all employees?

Actions: Integrate culture into Operational Rhythms

Train All Leaders/Managers

How:

• Use the Culture Fundamentals Training Presentation to deliver the training

• Identify external resources to deliver training as needed

Who: Training is required for anyone with a direct report

Actions: Culture Fundamentals Training

How:

• Formal perception survey of employees

• Roundtable meetings with employees

• Informal routine pulses

Actions: Review results and integrate into strategic plan

Formally Pulse Employee Perception

1 2 3 4 5

Define, Align, Integrate

Results - Electricity

-

200,000

400,000

600,000

800,000

1,000,000

1,200,000

1,400,000

1,600,000

JAN FEB MAR APR MAY JUNE JULY AUG SEPT OCT NOV DEC

2017 Electricity Consumption (13.9 MM kWh)

17.625

15.206

16.69516.044

14.137 14.16713.444

14.38913.751 13.587 13.642 13.772

0.00

2.00

4.00

6.00

8.00

10.00

12.00

14.00

16.00

18.00

20.00

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014

KW

H's

(M

illio

ns)

Results - Water

11

,69

3

13

,02

0

12

,56

4

10

,43

1

8,9

05

4,6

65

10

,35

8

5,9

87 8,0

68

5,0

25

5,6

01

397

430

438

526647

639

2,989

4,184

3,795

3,895

112

114

205

121

0

2,000

4,000

6,000

8,000

10,000

12,000

14,000

2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014

Gal

lon

s p

er

Year

(0

00

s)

Water Usage per Year (All Sources)Rainwater

Well

-

500,000

1,000,000

1,500,000

2,000,000

JAN FEB MAR APR MAY JUNE JULY AUG SEPT OCT NOV DEC

2017 Water Consumption(7.2 MM US gallons)

Results - Recycling

Wood – 100% of wood scrap and pallets

Plastic – 60% of all plastic

Cardboard – 100%

✓ Flat Organization

✓ Self Directed Workforce

✓ Flexible Culture

✓ Talented & Multi-skilled

✓ Structure without boundaries

✓ Individual ownership & accountability

328 Highly Skilled Technicians

20 High Performance Teams

Employee Involvement:

EHS Council

Management of Change Request

Workstation Owner

Incident Investigation

Near Miss report/follow upEHS Walks

Moonshine

Event planning

Training Owner

Contractors Awareness

EHS Coordinator

LEAN

Framework Element Owner

“Focus” Inspections

Quarterly Team-Awards System

Concern Reports

GEAPS

Contractors On-Site

Presence

9 Councils … 1 representative from each team sits on each council

Creates constant flow of information, strong dialogue & allows for facility wide decision making

Updated 10/25/17

Quality HR

PDPD

Materials

EHSTraining IT

Business Improvement

Tool & Gage

Engagement through Councils

Engaged Leadership

Employee Partnership in EHS

Risk-Based, Learning-Focused

Visibility - Cross-functional EHS Integration - EHS Rhythms

Decision-Makers - Develop Programs

Robust Heat Map - SODMs - MOC - Reactions to Events

Moving Forward

EHS

Cu

ltu

re