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By Team 9By Team 9Kahani ParekhKahani ParekhSmit ShahSmit ShahOmkar GhalsasiOmkar Ghalsasi
Under Guidance: Prof. Tom HellingUnder Guidance: Prof. Tom Helling
Introduction : Company BackgroundIntroduction : Company Background
• General Electrics(G.E.) is an American multinational Technology and Services Conglomerate, incorporated in New York.
• Its a technology and financial services company that develops and manufactures products for the generation, transmission, distribution, control and utilization of electricity.
• It’s the Second largest company in the world with 327000 workforce and its operations spread across 170 countries.
• Thomas Alva Edison, inventor of light bulb, established Edison General Electric company inc, Who finally mergerd with his rival Houston-Thomson company in 1896 to form General Electric Company, headquartered in Fairfield.
• GE is the only company listed in DOW Jones industrial index that was also included in the original index in 1896
• GE is one of the first adopters of six sigma.
Introduction : Business DivisionsIntroduction : Business DivisionsAs of 2015, the company operates through the following segments: GE Appliances, Power and Water, Oil and Gas, Energy Management, Aviation, Healthcare, Transportation and Capital which cater to the needs of Home Appliances, Financial services, Medical device, Life Sciences, Pharmaceutical, Automotive, Software Development and Engineering industries.
SWOT AnalysisSWOT Analysis
StrengthsStrengths: Global Recognition, Presence, IT Infrastructure, : Global Recognition, Presence, IT Infrastructure, Diversified Lines, Strong alliances, Skilled task force, Diversified Lines, Strong alliances, Skilled task force, Investment in technology, R&DInvestment in technology, R&D
WeaknessesWeaknesses: Under performing energy sector, pollution, : Under performing energy sector, pollution, threats to flexibility, Large Size, Unfocused Visionthreats to flexibility, Large Size, Unfocused Vision
OpportunitiesOpportunities: Green impact projects, Technology, : Green impact projects, Technology, Merger and Acquisitions, Cost Leadership, Emerging Merger and Acquisitions, Cost Leadership, Emerging MarketsMarkets
ThreatsThreats: Competition, Financial crisis, Media Depiction: Competition, Financial crisis, Media Depiction
GE Tools for Operational Excellence GE Tools for Operational Excellence GE Advantage projects leverage a variety of tools aimed at driving operational excellence, including:Six SigmaA rigorous, data driven, problem-solving methodology that identifies the drivers of variability in a process and eliminates defects using five phases: define, measure, analyze, improve, and control.Design for Six Sigma (DFSS)Expands on the Six Sigma toolkit to ensure that products and processes are designed for reliability and capability with a six step methodology: define, measure, analyze, design, optimize, and verify.LeanLooks at the process from the perspective of customer value. Process activity that does not create value such as overproduction and defect generation are significant causes of waste and are specifically targeted in order to accelerate the process
GE Tools for Operational ExcellenceGE Tools for Operational Excellence
Work-Out (WO)A facilitated session that brings together various stakeholders in order to identify dramatic process improvement opportunities and implement solutions.
Change Acceleration Process (CAP)A framework and toolkit for successfully implementing change. It focuses on making sure all the elements are considered and in place for a successful transition.
Quality Management System (QMS)Utilizes procedures, organizational structure, and resources to ensure quality control and improve the rigor of our processes.
Operations Management at GEOperations Management at GE
Design of Goods and Design of Goods and ServicesServices
Quality ManagementQuality Management
Process StrategyProcess Strategy
LocationLocation
LayoutLayout
Human ResourcesHuman Resources
Supply ChainSupply Chain
InventoryInventory
SchedulingScheduling
MaintenanceMaintenance
Supply Chain at G.E.Supply Chain at G.E.
Customer expectations is the base of GE’s supply chain.
Recently the formed an exercise to improve their supply chain.
Partnering with suppliers
Assessing internal capabilities
Using technology to improve supply chain
Quality ManagementQuality ManagementCEO Metrics – The “Big Ys”. They are CEO Metrics – The “Big Ys”. They are ::
Quality Systems and DocumentationQuality Systems and Documentation FulfillmentFulfillment Issue ResolutionIssue Resolution Billing QualityBilling Quality New Product Introduction (NPI) New Product Introduction (NPI) The Ys are determined throughThe Ys are determined through
customer feedback and defect trendscustomer feedback and defect trends
They are tracked through weekly team reviews, monthly CEO reviews, They are tracked through weekly team reviews, monthly CEO reviews, quarterly operational reviews, and annual progress reports and validationquarterly operational reviews, and annual progress reports and validation
They have operational targets and Lean, Six Sigma projects assigned to them.They have operational targets and Lean, Six Sigma projects assigned to them.
GoalGoal
HowHow
Achieve superior management quality and cost Achieve superior management quality and cost competitiveness by eliminating loss due to faults or competitiveness by eliminating loss due to faults or mistakes by management systemsmistakes by management systems
Define high-level project goals and the current process
Set up control mechanisms and continuously monitor the process
Measure key aspects of the current process and collect relevant data
Analyze the data to verify cause-and-effect relationships. Improve or optimize the process based upon data analysis
Six Sigma Process DMAIC
Success Factors
Six Sigma Org. Structure
Champion Responsible to represent the needs and to improve the operational effectiveness
Master Black Belt
Ensure that quality objectives and targets are set, plans are determined, progress is tracked, and education is provided
Black BeltHeart and soul of the Six Sigma quality initiative. Lead quality projects and work full time until they are complete.
Green Belt Employees trained in Six Sigma
Definition
Measurement
Analysis
Improvement
Control
Strong Top-level Leadership Systematic Nurturing of Six Sigma Experts Formation of Organizational Structure committed to Innovation Support management in consulting, training, finance issues Link to Reward/Promotion Structure Regular sharing of Know-How Sharing of Success Cases/Best Practices
Quality Management : Six SigmaQuality Management : Six Sigma
GE Appliances: Online tool to schedule a service.GE Appliances: Online tool to schedule a service.
GE Healthcare: API for staff scheduling optimization.GE Healthcare: API for staff scheduling optimization.
SchedulingScheduling
SchedulingScheduling
Uses “On time Delivery” Uses “On time Delivery” methodology for product methodology for product deliveriesdeliveries
Smart TrucksSmart Trucks
Electronically located Electronically located WarehousesWarehouses
Strategic positioning of Strategic positioning of warehouseswarehouses
Real time order trackingReal time order tracking
IPhone tracking APPIPhone tracking APP
Location StrategyLocation Strategy
Global presence in Developed Global presence in Developed as well as Developing as well as Developing countries countries
Business units are strategically Business units are strategically located near raw material and located near raw material and supplierssuppliers
Countries are chosen as per Countries are chosen as per social, legal, political, and cost social, legal, political, and cost based criteria.based criteria.
Location Strategy: Digitization across all Location Strategy: Digitization across all LocationsLocations
Work Force Management at G.E.Work Force Management at G.E.Talent Management Programs:Talent Management Programs:
Operations Management Leadership Program (OMLP): fast tracks Operations Management Leadership Program (OMLP): fast tracks the development of entry level talents and produce leadersthe development of entry level talents and produce leaders
Commercial Leadership program: Entry level program for sales Commercial Leadership program: Entry level program for sales and sales supportand sales support
Incentives Programs:Incentives Programs:
Pay for performance program: Dividends to senior executives on Pay for performance program: Dividends to senior executives on the shares they ownedthe shares they owned
Retirement Funds: Tax benefits to accelerate the growth of both Retirement Funds: Tax benefits to accelerate the growth of both personal saving and company’s contributionpersonal saving and company’s contribution
Sustainability at GESustainability at GE
Shifting Focus of OperationsShifting Focus of Operations
Key Initiatives:Key Initiatives:
EcomaginationEcomagination
HealthymaginationHealthymagination
Sustainable PartnershipsSustainable Partnerships
Key ProblemsKey Problems
Finished Product Lay Over at DealersFinished Product Lay Over at Dealers
Ecomagination in Oil and Gas sectorEcomagination in Oil and Gas sector
Need for Digitization for Industrial internet of things: M & ANeed for Digitization for Industrial internet of things: M & A
Cost of sustainable goods: Maintaining ProfitabilityCost of sustainable goods: Maintaining Profitability
Our Solutions and RecommendationsOur Solutions and Recommendations
Direct Connect Systems: Manufacturers respond to customer Direct Connect Systems: Manufacturers respond to customer demand and not inventorydemand and not inventory
More focus on cleaner, renewable energy resourcesMore focus on cleaner, renewable energy resources
Differentiation Strategy of SustainabilityDifferentiation Strategy of Sustainability
TOWS TransformationTOWS Transformation
Investing more in IT cloud infrastructure(M and A)Investing more in IT cloud infrastructure(M and A)