Dr. David C. Wisler, Manager University Programs & Aero Technology Labs

1. GE Aircraft Engines Engineering – What You Don’t Necessarily Learn in School Dr. David C. Wisler, Manager University Programs & Aero Technology Labs dave.wisler@ae.ge.com

2. Introduction • Thirteen Insights • Where we’ve been and • where we’re going • Conclusions Outline

3. Penn State

4. Nittany Lions

5. General Electric Company Aircraft Engines NBC Eleven Diverse, Boundaryless Businesses … Plastics Power Systems Industrial Systems Lighting Appliances Information Services Capital Services Transportation Systems Medical Systems

6. GEAE Advanced/Growth Engines for the Future High Bypass Turbofans Turboshaft/ Turboprop CF6 GE90 T700/CT7 Growth GP7000 LV100 CFM56 CF34 Low Bypass Turbofans Stationary Gas Turbines F120 derivatives for JSF LM6000 (PC), LM6000 DLE (PD) LM6000(PC, PD) Sprint LM1600 DLE F110 Derivatives LM2500+ LM2500+DLE F414

7. GEAE Revenue Engine Services $5.1B (48%) $11 B Total IAD $0.7B (7%) International 48% USA 52% Commercial Engines $2.9B (27%) Military Engines $1.9B (18%)

8. Introduction I’m often asked – “How can I succeed in Engineering?” • No magic formula - but • Twelve Insights are presented • Not just “One manager’s opinion”- paper critiqued by >30 people in industry, government and academe - overwhelming support for validity

9. Does mean develop a “business mindset” • that understands: - How business works- How economics affects engineering decisions- How economics affects your customer Insight #1. Learn to be Business Oriented • Doesn’t mean get an MBA Operate within this mindset

10. Key Ideas: • Understand the “Cost of Doing Business” • Learn your companies “Business Model” • Realize that today’s marketplace is “Global” • Understand the relevance of Profit • Learn to diagnose & manage marketplace change • Beware of competition • Learn the color of money

11. 1a Understand the Cost of Doing Business High selling price Technically complex Market limited Materials exotic Manufacturing difficult Competition fierce Labor expensive

12. $ + - 1b. Learn Your Company’s Business Model GEAE’s business model requires competitive strategies and long term commitment

13. 1c. Realize that today’s marketplace is global • Buy “American” or “European” not reality • Must think and act multi-culturally with global brains • Products designed, manufactured, tested, serviced globally- Business partners and customers are global • Necessary to reduce cost and sell your product Ready or not you’ll be part of the global business world

14. GEAE Global Operations Nearly 200 Locations on 6 Continents

15. RR Fiat GE Volvo Snecma P&W MTU MTU Aero engines A DaimlerChrysler Company Cooperation structures in the aero engines field Yesterday’s competitive “enemies” can be tomorrow’s “partners” With permission

16. Therefore you will have to: • Work within a financial budget & time schedule • Adjust to manpower and budget changes needed to meet profit and other business goals 1d. Understand the Relevance of Profit Your company is in business to make a profit and can go out of business if it doesn’t, at which point you will not have a job. Profit is a sign of business health

17. 1e. Learn to Diagnose Marketplace Change Change happens • Competition, world economics, disease, war, contracts won or lost, new technology, etc. force companies to: • Realign workforce • Restructure ways of doing business • Adjust cost of products • Failure to recognize & respond to change can kill your company and your career. Manage it

18. “Outside competition, in its eternal efforts to succeed, wants to snatch your success, wealth, markets, affirmation, etc” * * Inside competition between you and your fellow workers must be handled more deftly and on a different level 1f. Beware of your Competition • Competition in today’s engine market is absolutely fierce. • Success can breed failure if complacency sets in.

19. – Capital improvements  Investment  Expense (overhead)  IR&D  Profit (DA)  Contract (buildings, equipment) – General & administrative, T&L developing something you don’t sell, marketing, management, training – Advance state of the art (technology) – What’s left after expenditures – What others give you to do work 1g. Learn the Color of Money Explanation or Use Type of Money

20. You’ll Need to Know This Because: • Types of monies cannot generally be interchanged • Penalties can be assessed for mixing types • Fines • Company barred from government contracts • Employee disciplined or dismissed

21. scientific term So Learn to be Business Oriented Engineering is much more than calculating stuff

22. Insight #2. Expect Tough, Multi-disciplinary Problems • Problems you’ll encounter are tough and more • multi-disciplinary than those in college • Will require your utmost technical acumen • Must draw simultaneously on many disciplines • Can’t say “This problem isn’t in my field” because many problems are caused by a “chain of events” • So broaden yourself technically

23. Learn not to: • Over-design things • Over-research things • Over-analyze things • Listen to the “Voice of the Customer” (VOC) • Find what is “Critical to Quality” (CTQ’s) BUT… Learn when to stop There comes a point when further design, further analysis, and further research does not add value and drives in unnecessary cost.

24. Insight #3. Learn to Work and Network in a New Environment • In a new faster-paced time scale- Shorten concept-to-market time, critical path scheduling • As a team player- You can accomplish little by yourself - Operate in boundaryless manner, form alliances - Rarely is a non-team player honored or promoted • In multi-cultural, multi-national environment- Vastly different cultures, languages, ethnicities, time zones • With good communication skills

25. Develop Good Communication Skills Like it or not, you will have to: • Document your work in –– reports of all kinds –– technical papers –– memos –– PowerPoint –– Design Record Books –– etc, etc. • Make oral presentations • Discuss things with peers, managers, customers, etc. AND … Learn to give a good “elevator speech”

26. From operations manual for pilots of a major non-US airline “There appears to be some confusion over the new Pilot Role titles.This notice will hopefully clear up any misunderstandings... The Landing Pilot is the Non-Handling Pilot untilthe decision altitude call, when the Handling Non-Landing Pilot hands the handling to the Non-Handling Landing Pilot, unless the latter calls “go-around”, in which case the Handling Non-Landing Pilot continues handling and the Non-Handling Landing Pilot continues non-handling until the next call of ‘land’ or ‘go-around’, as appropriate.”

27. Academe promotion metrics • Number of archival publications (freedom to publish) • Amount of research money brought in • Industry promotion metrics • Contribution to the business • Engineering or managerial excellence (design, fix problem, beat competition, etc.) • Archival publications often mean little (restrictions on publishing) Insight #4. Understand the Differences between Academe and Industry • Both are dedicated, but focus and metrics different

28. INDIVIDUAL oriented • TEAM oriented AcademiaIndustry Comparison • Who conceived of the idea? • Where are the results? • Is it ORIGINALwork? • Can we “leverage” existingwork? • Does it contribute to SCIENCE? • Does it contribute to theBUSINESS? • Is it interesting to do? • Is it worthwhile - financially? • Will it make archival • Will it make it into PUBLICATION? PRODUCTION? • Don’t limit my scientific inquiry • Does it make physical sense to do? • Develop the equations, analysis, • Fit a curve through the data and/or etc. from first principles. “anchor” existing analysis. • Is it “original” & complete - from • Is it institutionalized into “system” a scientific (physics)perspective? from engineeringperspective? • Can’t schedule ideas • Are we meeting budget, schedule? • Publish, Publish, Publish • Customer, Customer, Customer

29. AcademiaIndustry Comparison, Cont’d. • Will graduate when problem solved • Be done by _________ ! • Each faculty / student does • Each person follows design practice, things their own way (of course company procedures, templates, using sound scientific process). uses accepted tools • Non-profit institution • Must make a profit to stay in business • Informal management process • Formal management process • Solve roadblock and schedule • Identify and manage risks carefully issues, etc. as they present up front with: themselves - Risk abatement plan - Critical path scheduling • PI’s largely in business for • Each manager is agent for higher themselves manager up to corporate shareholders • Graduate students, publish papers • Sell the product You must understand these differences!

30. Universities are from Venus Industries are from Mars Or so it seems management, contracts/legal, promotion metrics, goals, focus, etc. Mars Venus Earth

31. Engineering is the practical application of science to construct useful things Get you hands on the product in some meaningful way. If you haven’t, you probably haven’t “experienced” the “art of engineering”.

32. Learn a new kind of differentiation • In manufacturing, the goal is to stamp out variance • With people, VARIANCE ISEVERYTHING • Learn to sort out the players • Top • Vital middle • Bottom Insight #5. Learn to Differentiate all over again Your management will do it, so give yourself edge and beat them to the game. • Identify your strong points, fix your weak ones.

33. Capture the Four E’s • Energy - has high energy levels • Energize - can energize others • Edge - has discernible characteristics that separate in meaningful, favorable ways • Execute - consistently delivers of promises

34. Insight #6. Understand the Values, Code of Conduct and Culture of your Company • Learn them and live by them • - honesty, trustworthiness, diversity - conflict resolution, safety, etc. • Improve them if needed • Move on if you can’t fit in • (or you may be moved on faster than you think)

35. Insight #7. Be Open to Ideas from Everywhere • Attitude, Attitude, Attitude • - Nourish a positive, receptive attitude - A bad attitude hinders you quickly • No NIH (Not invented here) Attitude • - Often pathological with people & organizations - Others may have a better idea than you (even if you are a manager) Learn to accept right approaches and reject wrong ones

36. History’s Bold Forecasts 1. “This ‘telephone’ has too many shortcomings to be seriously considered as a means of communication. The device is inherently of no value to us.” Western Union internal memo, 1876 2. “Heavier-than-air flying machines are impossible.” Lord Kelvin, president, Royal Society, 1895 3. “Everything that can be invented has been invented.” Charles H. Duell, Commissioner, US Office of Patents, 1899 4. “Airplanes are interesting toys but of no military value.” Marshal Ferdinand Foch, Prof. of Strategy, Ecole Superieure de Guerre

37. History’s Bold Forecasts, Cont’d 5. “Professor Goddard does not know the relation between action and reaction and the need to have something better than a vacuum against which to react. He seems to lack the basic knowledge ladled out daily in high school.” New York Times editorial re Goddard’s rocket work, 1921 6. “The wireless music box has no imaginable commercial value. Who would pay for a message sent to nobody in particular.” David Sarnoff’s associates, in response to his urgings for investment in the radio in the 1920’s.

38. History’s Bold Forecasts, Cont’d 7. “Who the hell wants to hear actors talk.” Harry M. Warner, Warner Bros., 1927 8. “I think there is a world market for maybe five computers.” Thomas Watson, Chairman of IBM, 1943. 9. “There is no reason for any individuals to have a computer in their home.” Ken Olsen, President, Chairman and founder of Digital Equipment Corporation, 1977.

39. So… Persist with your ideas • Invent Something • Make Something Work (or happen) • Be an “Idea” person

40. Insight #8. Have Unyielding Integrity • Cheating is wrong whether you get caught or not. • Character is important and will get you respect. • Non-technical society is at the mercy of the technical person, therefore your utmost vigilance is necessary • Hidden flaws, careless science, lazy analysis can cause: • technical embarrassment • economic, social, environmental damage to society • people’s injury or death Can it pass the “Newspaper Test?”

41. Insight #9. Make Your Manager a Success Your manager: • Recommends people to promote • Determines salary actions • Writes performance appraisals • Assigns work projects • Recommends who to downsize Regarding your manager as an antagonist is a sure way to fail.

42. If you don’t like, respect, admire your boss, then move on to another job. You’re wasting your time … BUT the problem may be YOU. • Handle your job so it doesn’t need your manager’s attention. Be a “Can Do” person.

43. Insight #10. Support Your University & Technical Society • You owe a great deal to your college / university- give seminars, talk to students • - visit the campus, dialogue with the faculty • Technical societies provide many benefits • Education • Technical journals • Professional development • Conferences (attendance may be tough) • Scholarships • Government relations

44. Have “Lion Pride”

45. Insight #11. Have fun Love your work

46. Insight #12. Learn about your Heritage and Build Upon It • What are the accomplishments of the engineers • in your field who have gone before you? • - Benefit to improving standard of living, safety, etc. • Benefit to society • How will you contribute to and build upon this heritage? Do you understand the “Big Picture”?

47. 11. Highways 12. Spacecraft 13. Internet 14. Imaging 15. Household Appliances 16. Health Technologies 17. Petroleum and Petrochemical Technology 18 Lasers & Fiber Optics 19. Nuclear Technologies 20. High Performance Materials 1. Electrification 5. Electronics 6. Radio & Television 7. Agricultural Mechanization 8. Computers 9. Telephony 10. Air Conditioning & Refrigeration Twenty Engineering Achievements that Transformed our Lives 2. Automobile 3. Airplane 4. Water Purification & Distribution Cross-functional, Multi-disciplinary Nature of the Accomplishments

48. Because only you know: • What do you want? • Where are you going? • What you are willing to sacrifice? • What you are willing to do to get there? Insight #13. Manage Your Career YOU Primary responsibility rests with

49. - Nonsense – You must take care of yourself - Baloney – • What you know counts a lot • Who you know and what they know • about you does count, but your accomplishments count even more Myths about Career Development • Myth #1. Do a good job and the company will take care of you (even for life). • Myth #2. It’s not what you know but who you know that counts

50. - No! – • Your manager’s job is to lead • - May not have time, skill or inclination - Not True – • Read closely • - Ticket to interview Myths about Career Development • Myth #3. Career planning is my manager’s job. • Myth #4. Nobody reads performance appraisals