...Chi rompe? chi rompe di più? Come fa a rompere? Chiariamogli le idee Il metro funziona? Tutto ok? Metto gli allarmi ©GE Power Systems 2001-2002 (Send comments to Nilesh.Oak@ps.ge.com) Six Sigma Stretch Define 4% What is it that is not happening? (Problem Statement) What makes you say that? (Where is the data?) Ok, so what? Why bother? (Make a Business case) COSA NON VA? DMAIC: Formulating the Practical Problem ©GE Power Systems 2001-2002 (Send comments to Nilesh.Oak@ps.ge.com) What do I want to Improve? 8% Step 1: Select the CTQ Characteristic MISURIAMOLO Customer CTQ (Y) Measurable CTQ (y) Deliverables: Top CTQ(s) and Unit(s) DMAIC: Formulating the Practical Problem ©GE Power Systems 2001-2002 (Send comments to Nilesh.Oak@ps.ge.com) What’s the best way to measure? 8% Step 2: Define Performance Standards USL LSL Tell me what is good/what is bad! Set specification Limits Deliverables: USL, LSL, Target (Continuous), Defect Definition (Discrete) Come lo vorremmo? DMAIC: Formulating the Practical Problem ©GE Power Systems 2001-2002 (Send comments to Nilesh.Oak@ps.ge.com) Can I trust the output data? 8% Step 3: Validate the Measurement System Il metro funziona? Is the variation in measurement of y acceptable? Deliverables: Gage R&R% DMAIC: Formulating the Practical Problem ©GE Power Systems 2001-2002 (Send comments to Nilesh.Oak@ps.ge.com) How good am I today? 8% Step 4: Establish Process...
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...GE’s Two-Decade Transformation Case Analysis March 17, 2005 For: Anne Becker From: Scott Ashby 999004953 _ Phil Parkinson Judy Lee 04003094 Gianni Liburdi 049003649 Executive Summary This report’s objective is to provide analysis of the leadership challenge that General Electric (GE) is currently facing, and to recommend solutions. The primary problem is determining what kind of candidate is required to replace retiring CEO Jack Welch. This has left GE to question how much does the company want to change policy over the previous era, and where does the company want to be in future? Detailed examination of the impact Jack Welch has had as CEO over the past twenty years reveals a leadership style that is the driving force behind a successful transition from a corporate model that was highly centralized and bureaucratic to one that is dynamic, flexible, and many times more profitable. If GE wishes to sustain and build upon the progress of the Welch era, it would do well to nominate a new CEO from within the organization who is familiar with his brand of leadership, and who can continue to provide it for many years to come. 2 Table of Contents Executive Summary................................................................................................................... 2 Table of Contents ....................................................................................................................... 3 Statement of Problem ...............................
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...Innovation Management Sahil Sayal An Academic assessment of General Electric’s MAC 400 Electrocardiogram Machine (ECG) December 2013 M B A F T 6 G r e n o b l e G r a d u a t e S c h o o l o f B u s i n e s s , L o n d o n C a m p u s General Electric’s MAC 400 ECG Machine Word count: 3075 I would like to begin my discussion based on the following quote by Jeff Bezos. “I think frugality drives innovation, just like other constraints do. One of the only ways to get out of a tight box is to invent your way out” The world today is becoming more...
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...preferred entry modes into foreign countries. It will examine the pros and cons of acquisitions, Greenfield ventures, and joint ventures. The paper will look at GE transition from one entry method to another. General Electric’s Joint Ventures General Electric used to prefer acquisitions or Greenfield venture as an entry mode rather than joint ventures. While joint ventures offer firms the opportunity to share costs and risks it also gives joint control to both partners. Joint ventures have many significant disadvantages. General Electric when entering into a joint venture risks giving control of its technology to its partners. They also would not have as tight of control over their subsidiaries that it might need to realize experience curve or locations economics. Finally shared ownership arrangements can lead to conflicts and battles for control between the investing firms if their goal and objective change over time, or if they take different views to what the venture’s strategy should be. GE has found that as much as it would like majority ownership, or even a 50/50 split, sometimes it has to settle for a minority stake to gain access to a foreign market. (Hill, 2006, p. 441) There are three major benefits to Acquisitions. Acquisitions are quick and in many cases the firm makes an acquisition to preempt their competitors. Finally managers believe acquisitions are less than Greenfield ventures. The biggest advantage of establish...
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...ID number: 0971546 Paper in: MBA 23901 Corporate Strategy and Global Business Policy - GE Wind Strategy Study - Date turned in: 05.01.2014 For: BI Norwegian Business School-Fudan University MBA Programme 05.01.2014 Content Table of Contents Content ............................................................................................................................ i Introduction .................................................................................................................. ii 1. Industry Analysis ................................................................................................ 1 2. Competitive Analysis ......................................................................................... 4 3. Value chain analysis ........................................................................................... 7 4. Strategy core analysis ........................................................................................ 8 5. Advantages and disadvantages ...................................................................... 9 6. Conclusion .......................................................................................................... 10 7. Reference ........................................................................
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...customers with a highly efficient online trading system. Remington Peckinpaw has several different projects going on simultaneously in addition the internet and real estate investments are proving to have increasing profits. The increasing business has also attracted newer tech-savvy competitors with a host of new tools that has driven RPM management into confusion on how to manage projects to help compete against the new competition. | | Generic Benchmarking—The purpose of generic benchmarking is to identify potential solutions to the problem statements defined in Task A. You will do this by looking at how companies in other industries have dealt with similar issues. | Topic A: Data Reliability | General Electric is a company that operates in many facets. “GE is an advanced technology, services and finance company taking on the world’s toughest challenges. Dedicated to innovation in energy, health, transportation and infrastructure, GE operates in more than 100 countries and employs about 300,000 people world-wide” (General Electric Company, 2011, p. 1). Because the company focuses its time and resources in various areas, data reliability in project management is imperative. Each major department within the company has a leadership or development program to help employees gain hands-on experience with the company’s strategic business initiatives (General Electric...
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...GE Case Strategic Solution The inherited Problems When Jack Welch inherited the company in 1981, the economic conditions were really tough. The US economy had slid into a recession, the interest rates were high and strength of the dollar made the problems even worse. At that GE was a huge conglomerate of various companies with 43 strategic divisions and 190 departments. Transformational Change Jack wanted a leaner structure and therefore set a very clear agenda for the company. His philosophy was if the business division was not either number 1 or 2 in the market then it should be sold. Therefore his philosophy of fix, close and sell pervaded the entire organization and eventually led to selling of over 200 divisions between 1981 and 1990. Although these divisions comprised on 25% sales of the parent company, however their relative non-performance in the market led to their selling. The company was able to free$11 billion capital and invested double the amount in making profitable acquisitions. The company bought Westinghouse Lighthouse, Employer’s reinsurance etc. In an effort to make the company leaner, Welch reduced the strategic planning staff to half, abolished the strategic planning system staff and the corporate planning staff. Welch also introduced an external market based performance approach as approach to a more lax internal performance approach. The sales, margins were now compared with the competition. The delayering of the organizational structure...
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...GE’s Two-Decade Transformation Case Analysis March 17, 2005 For: Anne Becker From: Scott Ashby 999004953 Phil Parkinson _ Judy Lee 04003094 Gianni Liburdi 049003649 Executive Summary This report’s objective is to provide analysis of the leadership challenge that General Electric (GE) is currently facing, and to recommend solutions. The primary problem is determining what kind of candidate is required to replace retiring CEO Jack Welch. This has left GE to question how much does the company want to change policy over the previous era, and where does the company want to be in future? Detailed examination of the impact Jack Welch has had as CEO over the past twenty years reveals a leadership style that is the driving force behind a successful transition from a corporate model that was highly centralized and bureaucratic to one that is dynamic, flexible, and many times more profitable. If GE wishes to sustain and build upon the progress of the Welch era, it would do well to nominate a new CEO from within the organization who is familiar with his brand of leadership, and who can continue to provide it for many years to come. 2 Table of Contents Executive Summary................................................................................................................... 2 Table of Contents ....................................................................................................................... 3 Statement of Problem ...........
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...GE’s Two-Decade Transformation Case Analysis March 17, 2005 For: Anne Becker From: Scott Ashby 999004953 _ Phil Parkinson Judy Lee 04003094 Gianni Liburdi 049003649 Executive Summary This report’s objective is to provide analysis of the leadership challenge that General Electric (GE) is currently facing, and to recommend solutions. The primary problem is determining what kind of candidate is required to replace retiring CEO Jack Welch. This has left GE to question how much does the company want to change policy over the previous era, and where does the company want to be in future? Detailed examination of the impact Jack Welch has had as CEO over the past twenty years reveals a leadership style that is the driving force behind a successful transition from a corporate model that was highly centralized and bureaucratic to one that is dynamic, flexible, and many times more profitable. If GE wishes to sustain and build upon the progress of the Welch era, it would do well to nominate a new CEO from within the organization who is familiar with his brand of leadership, and who can continue to provide it for many years to come. 2 Table of Contents Executive Summary................................................................................................................... 2 Table of Contents ....................................................................................................................... 3 Statement of Problem ...............................
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...3. Problem Definition The problems and respective impact which GE was facing were: Management Problems: • Higher costs on production, distribution, agency[1] and transaction. Dot-com enterprises with high usage of technology in their process, made GE's costs not more competitive[2]. • GE was running on an old economy business. The company was not ready for changes of the business that were near it and could be running slower. • Because of the dot com bubble, GE was almost obligated to transform into a digital firm. With the raising of new digital firms, more efficient and with lower costs[3], GE's products could be substituted. Organization Problems: • Business processes were not as efficient as the IT based ones. As a consequence, its products had higher prices. This could lower consumer's value or turn into a loss of market share in favor of competitors. • Large vertical organization structure. Thus, total cost of human resources, such as managers and employees, was higher than digital firms[4]. • Distribution of employees was not optimal in order to maximize the use of an information system. This disabled a potential costs reduction[4]. • Extensive time to achieve maximum profit with an IS. Because of its big size, to maximize the use of the IS, a redefinition of all the processes and training of employees was vital after the deployment of the IS. Technology Problems: • Inefficient customer service due to the overload of incoming calls which could not be handled...
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...C A S E S T U D Y MasterCard Best Practice Case Study - Harvard University A T - A - G L A N C E Harvard’s GE MasterCard Corporate Purchasing CardTM delivers a range of benefits such as expense reduction with improved efficiency, tighter cost control and saved manhours: • Ease of use and improved productivity for employee • Reduced bank fees • Reduced check costs and related invoice processing costs • No rework- 100% first pass yield • Improved employee satisfaction • Decreased cycle time -from 22 days to 2 days • Enhanced supplier relationships -reimbursement within 48 hours • Enhanced data capture and more accurate accounting information • Accelerated purchasing process • More efficient A/P team -- 30% reduction in check issuance • Fewer vendor records added to the ERP system • Less activity in the customer service group regarding: problem resolution - 20% reduction in supplier calls www.mastercard.com/gov GE Capital's implementation of the MasterCard Corporate Purchasing CardTM solution at Harvard University has resulted in direct cost savings for the organization, greater employee productivity, enhanced efficiency, improved supplier relations, reduced rework and improved cycle times. The GE Capital MasterCard Corporate Purchasing Card has helped the university more effectively manage and control its payment processes. Harvard University, founded in 1636, is the oldest educational institution in the United States. The university currently...
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...June 3, 2014 GE Tuesday Training GECA- GE Capital Americas: * Many business segments within this vertical. Leasing transactions that are smaller in monetary size; 25 million is max deal. * Healthcare, financial services, financing equipment, venture capital deals, fleet services, equity financing. * Equipment Financing: Loans, Leasing, Sale Leasebacks, Equipment Management and Remarketing * Vendor Financing: solutions to enhance manufactures management position. * Franchise Financing: Financing new locations, acquisitions, reimaging, debt restructuring, refinancing. Franchise restaurants, chain restaurants and limited service hotels. * Fleet Services: rental car companies where they want to lease fleets of vehicles; 400-500 cars. Vehicle financing through remarketing (max return on total fleet investment). * Inventory Financing: Inventory financing through wholesaler and dealer side; 2-sided position by financing creation of vehicle by wholesaler and purchase of vehicle by the dealer who will then sell to public. * Rail Services: Rail cars based out of Chicago; easy business model to make money (leases that are longer in time). Sale Leaseback leasing option (take the fleet that were sold back and get the most revenue can by auctioning; an additional revenue generating service at GE). * CRE: mortgages GECB- GE Capital Bank: * How fund different deals; depends on collateral and the type of transaction (offers alternative services instead...
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...GE Oil and Gas General Electric is a diversified industrial corporation. The company maintains a huge variety of products and services such as aircraft engines, oil and gas production equipment, power generation, household appliances, medical imaging, business and consumer financing and industrial products. The company primarily operates in North America, Europe, Asia, South America, Australia and Africa. GE headquarters is located in Fairfield, Connecticut and employs approximately 307,000 people (General Electronic SWOT Analysis, 2014). GE’s oil and gas business has been the focal point of the company for the last few years; at least since 2011. The company has put together a $17 billion division to take advantage of global demand for new energy resources. GE has built up its oil and gas business by doing more than $14 billion worth of acquisitions since 2007 and putting one of its most promising young executives, Lorenzo Simonelli, in charge of the unit. According to Simonelli, the current plunge in oil prices is giving GE cause to question if they should switch focus onto one of its other businesses. The oil’s plunge to approximately $60 a barrel from $100 a barrel has thrown the company’s economic assumptions into question. (www.wsj.com). Oil & Gas is GE’s fastest growing business. It competes in high-growth markets and creates products like the recently launched first subsea compressor that utilizes GE’s broad technical capabilities. Measurement and Control, a division...
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...Financial Management Weighted Average Cost of Capital 1 Weighted Average Cost of Capital (WACC) • This lecture answers the following questions: - What is the “opportunity” cost of funds for a firm, and thus the firm’s discount rate used in NPV calculations? - What is a firm’s Asset Beta & how do we lever Asset Betas and unlever Equity Betas? - Link to previous lectures - No longer use a “given” discount rate. We will calculate the correct discount rate for our NPV calculations. WACC - 1 2 1.0 The Cost of Capital: Some Preliminaries • A. Required (rate of) Return versus Cost of Capital • Cost of capital - required return - appropriate discount rate all denote the same opportunity cost of using capital in one way as opposed to an alternative investment in the financial market having the same systematic risk. – required return: is from an investor's point of view – cost of capital: is the same return from the firm's point of view – appropriate discount rate: is the same return yet again to be used in a present value calculation WACC - 2 3 B. Required (rate of) Return • COMBINING BOTH INVESTORS’ AND FIRMS’ PERSPECTIVES: • A FIRMS COST OF CAPITAL OR DISCOUNT RATE IS GIVEN BY INVESTORS REQUIRED RATE OF RETURN. • RETURN TO INVESTMENT DECISION!! • NPV of a project is dependent on: • (1) EXPECTED CASH FLOWS • (2) RISK WACC - 3 4 3 Determinants of Required (Rate of) Return • What are investors’ concerned with? (and thus firms should also be concerned...
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...Case Study: GE Healthcare In India: An (Ultra) Sound Strategy? What are the basic facts? GE Healthcare India, a joint venture between General Electric (GE) and the Indian multinational Wipro Ltd., had ended the 2005-2006 year with a significant rise in sales of 10% since last year. They were the market leader in the $77 million ultrasound machine market, beating its competitors, which included Siemens, Toshiba and Philips. The president and CEO of GE Healthcare India, V. Raja read the newspaper headlines which described how government officials in Hyderabad had been confiscating ultrasound machines that they suspected were being used illegally to determine the sex of unborn children. The article featured a poster for GE ultrasound machines, a police officer wrapping up an ultrasound machine and a pregnant belly (Wicks, 2014). As a result of these news articles, 102 clinics had their registrations suspended, police seized 112 ultrasound machines and three suppliers, including Wipro GE Healthcare had been accused of supplying machines to clinics without registering them with the government. This controversy could affect GE Healthcare India’s sales for the next fiscal year and its reputation. What are the ethical issues? The 2001 Indian census revealed that there were 927 girls to every 1000 boys, down from 945:1000 in 1991 and 962:1000 in 1981. By 2001, 14 districts had a ratio of less than 800:1000. A 2006 study confirmed, after analyzing data from more than 1.1 million...
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