GE Aircraft Engines

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Dr. David C. Wisler, ManagerUniversity Programs & Aero Technology Labsdave.wisler@ae.ge.com

Engineering – What You Don’t Necessarily Learn in School

GE Aircraft Engines

GE Aircraft Engines

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• Introduction

• Thirteen Insights

• Where we’ve been and where we’re going

• Conclusions

Outline

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Penn State

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Nittany Lions

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Aircraft Engines

Appliances

Capital Services

Power Systems

Lighting

Medical Systems

NBC

Plastics

Industrial Systems

Information Services

Transportation Systems

General Electric CompanyGeneral Electric Company

Eleven Diverse, Boundaryless Businesses …Eleven Diverse, Boundaryless Businesses …

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High Bypass Turbofans

GE90

Low Bypass TurbofansF120 derivatives for JSF

Stationary Gas Turbines

T700/CT7 Growth

CF6

CFM56

F110 Derivatives

F414

Turboshaft/Turboprop

LM6000 (PC),LM6000 DLE (PD)LM6000(PC, PD) SprintLM1600 DLE

LM2500+ LM2500+DLE

GP7000

CF34

GEAE Advanced/Growth Engines for the Future

LV100

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$11 B Total$11 B Total

International

48%USA

52%

MilitaryEngines$1.9B(18%)

EngineServices

$5.1B(48%)

IAD$0.7B(7%)

CommercialEngines$2.9B(27%)

GEAE Revenue

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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

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Insight #1. Learn to be Business Oriented

• Doesn’t mean get an MBA

Operate within this mindset

- How business works

- How economics affects engineering decisions

- How economics affects your customer

• Does mean develop a “business mindset” that understands:

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• 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

Key Ideas:

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1a Understand the Cost of Doing Business

Materials exotic

High selling price

Market limited

Competition fierceManufacturing difficult

Technically complex

Labor expensive

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BigBets

BuildBase

TechInfusion

LifeExtension

Engine Life Cycle

BigBets

BuildBase

TechInfusion

LifeExtension

Engine Life Cycle

$

+

-

1b. Learn Your Company’s Business ModelGEAE’s business model requires competitive

strategies and long term commitment

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1c. Realize that today’s marketplace is global

• Buy “American” or “European” not reality

- 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

• Must think and act multi-culturally with global brains

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GEAE Global Operations

Nearly 200 Locations on 6 Continents

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A DaimlerChrysler Company

Cooperation structures in the aero engines field

Fiat

Volvo

Snecma

MTU

P&W

GE

RR

MTUAero engines

Yesterday’s competitive “enemies” can be tomorrow’s “partners”With permission

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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.

• Work within a financial budget & time schedule

• Adjust to manpower and budget changes needed to meet profit and other business goals

Therefore you will have to:

Profit is a sign of business health

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1e. Learn to Diagnose Marketplace Change

• 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.

Change happens

Manage it

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1f. Beware of your Competition

• Competition in today’s engine market is absolutely fierce.

• Success can breed failure if complacency sets in.

“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

*

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1g. Learn the Color of Money

Type of Money Explanation or Use

Investment

Expense (overhead)

IR&D

Profit (DA)

Contract – What others give you to do work

– Capital improvements(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

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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

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So Learn to be Business Oriented

Engineering is much more than calculating stuff

scientific term

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Insight #2. Expect Tough, Multi-disciplinary Problems

• Problems you’ll encounter are tough and more multi-disciplinary than those in college

• So broaden yourself technically

- 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”

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BUT… Learn when to stopThere comes a point when further design, further analysis, and further research does not add value

and drives in unnecessary cost.

• Over-design things

• Over-research things

• Over-analyze things

• Learn not to:

• Listen to the “Voice of the Customer” (VOC)

• Find what is “Critical to Quality” (CTQ’s)

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Insight #3. Learn to Work and Network in aNew 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

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Develop Good Communication Skills

• 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.

Like it or not, you will have to:

AND … Learn to give a good “elevator speech”

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The Landing Pilot is the Non-Handling Pilot until the

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.”

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...

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Insight #4. Understand the Differences between Academe and Industry

• 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)

• Both are dedicated, but focus and metrics different

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Comparison

• INDIVIDUAL oriented • TEAM orientedAcademia Industry

• Who conceived of the idea? • Where are the results?• Is it ORIGINAL work? • Can we “leverage” existing work?

• Does it contribute to SCIENCE? • Does it contribute to the BUSINESS?

• 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 engineering perspective?

• Can’t schedule ideas • Are we meeting budget, schedule?• Publish, Publish, Publish • Customer, Customer, Customer

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Comparison, Cont’d.

• Will graduate when problem solved • Be done by _________ !

Academia Industry

• 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!

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Venus MarsEarth

Or so it seems

management, contracts/legal, promotion metrics, goals, focus, etc.

Industriesare from Mars

Universitiesare from Venus

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Engineering is the practical application ofscience 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”.

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Insight #5. Learn to Differentiate all over again

• Identify your strong points, fix your weak ones.

• Learn a new kind of differentiation- In manufacturing, the goal is to stamp out variance

- With people, VARIANCE IS EVERYTHING

Your management will do it,so give yourself edge andbeat them to the game.

• Learn to sort out the players- Top

- Vital middle

- Bottom

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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

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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.

• Move on if you can’t fit in (or you may be moved on faster than you think)

• Improve them if needed

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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

Learn to accept right approaches and reject wrong ones

(even if you are a manager)

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History’s Bold Forecasts1. “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

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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.

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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.

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So… Persist with your ideas

• Invent Something

• Make Something Work (or happen)

• Be an “Idea” person

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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?”

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Insight #9. Make Your Manager a Success

• Recommends people to promote

• Determines salary actions

• Writes performance appraisals

• Assigns work projects

• Recommends who to downsize

Your manager:

Regarding your manager as an antagonist is a sure way to fail.

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• 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.

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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

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Have “Lion Pride”

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Insight #11.

Have fun

Love your work

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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?

• How will you contribute to and build upon this heritage?

- Benefit to improving standard of living, safety, etc.- Benefit to society

Do you understand the “Big Picture”?

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Twenty Engineering Achievements that Transformed our Lives

2. Automobile3. Airplane4. Water Purification & Distribution

1. Electrification

5. Electronics6. Radio & Television7. Agricultural Mechanization8. Computers9. Telephony10. Air Conditioning & Refrigeration

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

Cross-functional, M

ulti-disciplinary

Nature of the Accomplish

ments

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Insight #13. Manage Your Career

Primary responsibility rests with

-What do you want?- Where are you going?- What you are willing to sacrifice?- What you are willing to do to get there?

Because only you know:

YOU

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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

- Nonsense – You must take care of yourself

-What you know counts a lot-Who you know and what they know about you does count, but your accomplishments count even more

- Baloney –

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Myths about Career Development

• Myth #3. Career planning is my manager’s job.

• Myth #4. Nobody reads performance appraisals

- No! –-Your manager’s job is to lead- May not have time, skill or inclination

- Not True –

- Read closely- Ticket to interview

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Myths about Career Development

• Myth #5. Can only get ahead in high visibility area.

• Myth #6. I’d rather be lucky than good

• Myth #7. Just tell me the career path to be on.

- May or may not help you –diversity in experience can count a lot

- NO, NO, NO – - Be excellent- The harder I work, the luckier I get

- Sorry, no magic formula –

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In managing your career:

• Face today’s realities- Organizations tend to be much flatter- Fewer managerial positions- Fewer promotional grades from top to bottom- Good News - previously impotent “dual career path” now working better in some companies

• You’ll likely need a mentor and a champion- Mentor – wise counselor- Champion – one who can promote your career

in management circles

• Never stop learning

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Remember

• There are no magic formulas to success

BUT…• In evaluating you, there are three overarching attributes that manager’s look for:

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#1. Technical knowledge and engineering skill- How well do you apply these to provide creative ideas in support of the business?

#3. Execution and productivity- How well do you apply knowledge, understanding and judgment in planning and executing programs?

#2. Teamwork and leadership- How well do you maintain flexible and effective team relationships?

There are three overarching attributes of an engineer

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So were have we been and where are we going?

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Summer 1918 - Moss tests Turbosupercharger - Pikes Peak

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Top Secret Meeting with GE in Washington, DCSept 4, 1941

General Arnold says:“Gentlemen, I give you the Whittle engine”

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GE90-115B 115,000 lbs. Thrust (max = 122,965 lbs.)

Fan

IP (booster) compressor

HP (core) compressor

HP turbine

LP turbine

GE I-A 1,250 pounds of thrust

Same scale

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World’s First jet flight - Aug. 27, 1939

Heinkel He 178

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First American Jet FlightOct. 2, 1942

Bell XP - 59

An army officer who saw no propeller said:

“How does the damn thing go?”

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GE F110 poweredF-14 Tomcat

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Note engine smoke and JATO rockets

GE J47-powered Boeing B47 Bomber

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GE CF6 powered MD-11

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GE90 Powered Boeing 777

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Specific Fuel Consumption Advancement

PW4098

PW4084

JT8D-217

JT8D-9

JT3D-1

JT9D-7R4G2

JT9D-3A

JT9D-7A

PW4056PW2037

V2500 A1

PW4168

CJ805

CF6-6DCFM56-2

CFM56-5A

GE90-85B

CF6-80ACFM56-5C4

CF6-80C2-B6F

CF6-80E1-A2

RB-211-535E4

TRENT 895

RB-211-524D

TAY 620

BR 715

1950 1960 1970 1980 1990 2000 2010 2020Certification Date

SF

C 3

5K/0

.8M

n U

nin

stal

led

JT3C

Low Bypass Turbofan

2nd Gen High Bypass Turbofan

High Bypass Turbofan

Turbojet

GE90-115B

0.9

0.8

0.7

0.6

0.5

0.4

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Noise Reduction Advancements

120

110

100

901950 1960 1970 1980 1990 2000

707-100

DC-9-10

737-200

727-200

747-200

DC-10-30

A310

737-300

737-200 A321

747-400 A330

NoiseLevel,

EPNdB(1500-ft.

sidelines)

Turbojet

First GenerationTurbofan

Second GenerationTurbofan

• Normalized to 100,000-lb. thrust• Noise levels are for airplane/engine

configurations at time of initial service

Year of Initial Service

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Thrust-to-Weight Trend

0

1

2

3

4

5

6

7

8

9

1940 1950 1960 1970 1980 1990 2000 2010

I-A

J31J33

J35

J47-C

J73J53

J79

CJ805

J85

J93

CF700

TF39

TF34

CF6-6

CF6-50

F404

CF6-80

F101

F110

J47-E

GE90-115B

GE90-94B

GE90-85B

CFM56-7B

CFM56-5CCFM56-5B

F414

GE Engines Fn/Wt

Introduction

Th

rust

-to

-Wei

gh

t R

atio

Military

Commercial

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GENY – The Next StepGoals

CO2

Ultra Clean: NOX and CO2

•20% reduction in engine CO2 (fuel burn) relative to current (GE90) technology

•85% reduction relative to

1996 ICAO

Ultra Intelligent•50% reduction in engine in-flight failures

•50% reduction in delays and cancellations

•On-condition maintenance

Ultra Quiet•55% Reduction in noise relative to today’s aircraft

•33 EPNdB below Stage 3

21st Century Aeropropulsion Preeminence

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Fan LP Compr

.

LP Turb

HP Comp.

HP Turb

High Pressure Core

CombustorTraditional Engine Configuration

Hybrid (PDE) Engine Configuration

Pulse Detonation Engine Core

Hybrid PDE Engine Concept

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Have you noticed that we have a new name?

We are now GE Transportation which bringstogether GE Aircraft Engines and GE Locomotives

So look for our exciting new product!

Coming Soon

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The Next Generation of Transportation

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How are we going to make“Where we’re going” happen?

the students in this room, and thoselike you are the future leaders

who will make it happen.

You

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You’ve chosen an exciting career and I wish you good success

But remember…Those bright-eyed, bushy-tailed young engineers

will continue to nip at your heels.

Thank you for listening

Go Lions