Abstract This document discusses a case study concerning GeneralElectric's thermocouple manufacturing division and its need to implement a just in time manufacturing environment. Yet, an analysis of the case study also reveals a pervasive lack of strong management that has led to several entrenched systemic faults in its production, inventory, and workforce related functions.
From the Paper "General Electric's (GE's) thermocouple manufacturing unit is considering a shift to just-in-time (JIT) manufacturing. After attending an impact conference several of this unit's executives have returned with the intent of configuring the thermocouple manufacturing facility to JIT oriented processes. However, there are numerous impediments that make implementing JIT both daunting and, in fact, impractical under the current circumstances. Chief among these issues are pure inefficiencies and an utter lack of quality in the following areas."
Abstract This paper examines the corporate culture and the operating paradigm at GeneralElectric (GE) that has allowed it to become the industry leading best practices benchmark across a number of industries. In particular, this paper examines Six Sigma as an integral part of GE's legendary success and a vital component of its executive training and development program.
Table of Contents:
Abstract
Overview
GeneralElectric (GE)
Corporate Culture of Quality
Managerial Processes at GE
Top Executive Production
A Culture of Training and Development
GE's Training and Development Model
Conclusion
From the Paper "These programs have proven very efficient at elevating GE's overall service quality metrics and this improvement is reflected in its ROI which is apparent through sales results by industry, division, and department where consolidated revenue rose from just over $134b in 2004 to more than $150b in 2005 (GE, 2005). For GE, it achieves remarkable growth results even from established businesses no longer thought of as growth industries because of its constant re-emphasis on service quality as a way to improve margins. This market success across all its core industries is directly attributable to its operating model based on Six Sigma as well as its corporate culture which emphasizes quality, performance, accountability, and, above all, metrics in every managerial role and position."
Abstract This paper examines the acquisition of RCA by GeneralElectric and considers the effects of the acquisition on NBC and specifically the news organization at NBC. The author lists potential problems to NBC and then concludes that few of these came to pass. The author believes that the resources of GE may well have helped the company's news organization rather than hindered it and that the public interest as a whole has been compromised.
Table of Contents
Introduction
Background
Concerns for News Media
Analysis
Conclusion
From the Paper "When GE purchased RCA and by extension NBC, there was concern among news analysts that the integrity of the NBC news organization would be compromised. This concern arose from the many different businesses in which GE participates and the question as to whether NBC would be able to exercise the same investigative reporting techniques with these various businesses that it had when it was a relatively independent organization."
Abstract This paper will discuss the problems that are associated with GeneralElectric in its moves abroad in global in cost cutting. By making the examples of Hungary and India available, we can assess the issues surrounding this problem.
Abstract This paper discusses the GeneralElectric Corporation (GE), which experienced a long reformation procedure starting in the early 1980s under the management of their Chief Executive Officer (CEO), John F. Welch. It looks at some of the major leadership principles explained by Welch all through these transformations and analyzes how they can serve as a model for other leaders.
Outline
Introduction
Concentrated Growth
Market and Product Development
Innovation and Strategic Alliances
From the Paper "Welch was certain that inflation would turn out to be out of control in the 1980s leading to slower international growth. He said, "There will be no room for the mediocre supplier of products and services - the company in the middle of the pack. The winners in this slow-growth environment will be those who search out and participate in the real growth industries and insist upon being number one or number two in every business they are in - the number one or two leanest, lowest-cost, worldwide producers of quality goods and services or those who have a clear technological edge, a clear advantage in a market niche" (Slater, 1994)."
Abstract This paper begins by discussing GeneralElectric's short-term and long-term objectives. This is followed by an analysis of actions considered necessary to accomplish the objectives. It then discusses issues concerning competitive analysis and competitive advantage. It then concludes with a look at timelines for the accomplishment of these objectives.
From the Paper "GE is one of the biggest and most varied industrial companies in the world. GE is concerned in progressing, manufacturing, as well as marketing a wide array of products for the generation, broadcast, control, distribution, and utilization of electricity since its amalgamation in 1892. Over the years, GE has progressed or obtained new technologies and services that have broadened significantly the scope of its activities (Ashkenas, DeMonaco and Francis, 1998)."
Abstract This paper analyzes the specific components of the statement of changes in owner's equity and statements of cash flows from line items to balances in GeneralElectric. The paper discusses the changes in those balances from the prior year, presents possible specific explanations for any changes from the previous year, and suggests how management can use that information in helping the business to achieve its goals.
From the Paper "General Electric still stands tall in the public's estimation and in its international reputation as a pioneer of Six Sigma management policies regarding internal quality control. (Six Sigma, 2004) According to its annual report, GE Share owners? equity increased $8.9 billion, $4.3 billion and $7.9 billion in 2002, 2001 and 2000. Thus, the performance of the General Electric company in sheer dollar terms continues to improve, not simply as a statistical blip between the current financial year and the financial year of the past, but steadily, and over time. The increases were largely attributable to net earnings of $14.1 billion, $13.7 billion and $12.7 billion. These increases were only partially offset by dividends declared of $7.3 billion, $6.6 billion and $5.6 billion in 2002, 2001 and 2000, respectively."
Abstract This paper discusses in detail the GeneralElectric success story and gives examples of how and why it is one of the most successful stories of the modern economic format.
From the Paper "General Electric once again has been named one of the best companies to work for in America. They have also recently been named America's number one most admired company. The criteria for this designation was a survey of the company's employees as well as an outlook from industry insiders and analysts. The company has been on a successful track to repeat their earlier feat of making this designation in 1999. So why do employees want to work for GE? ?According to 4000 business people Fortune surveyed late last year, no company in the nation demonstrates such enviable qualities better than General Electric ? putting GE atop our annual list of America's Most Admired Companies for the fourth year in a row? (Diba and Munoz 1). "
Abstract This paper examines the timeline of growth of GeneralElectric from the year of its conception to the present day; in 2005, GE reorganized its 11 businesses into six industry-focused businesses: GE Infrastructure, GE Industrial, GE Commercial Financial Services, GE NBC Universal, GE Healthcare and GE Consumer Finance. The author analyzes the first quarter 2005 earnings in terms of changes in earnings per share of the organization, revenue and operating margins and factors underlying the financial performance of the major subsidiaries using GE's Annual Earnings, Quarter Earnings, Balance Sheets and Cash Flow statements. The paper relates that orders grew for major equipment and services, which bodes well for performance in the coming months; management expects 2Q revenue to be up 10%, with profit growth of 15%, implying an operating margin of 21.7%. Charts.
Table of Contents
Quick Facts
Top Competitors
Rankings
Key People
Growth -Present Day
Structure and Divisions
Financial Comparison and Forecasted Data 2003-2006
Annual Income Statement
Quarterly Income Statement
1st Quarter of 2005 Analysis
Earnings
Revenues
Cash
Quarter Highlights
Transportation
Energy
Consumer Finance
Commercial Finance
Healthcare
NBCU
Advanced Materials
Infrastructure
Insurance
Consumer and Industrial
Equipment and Other Services
Definitions
From the Paper "In 1876,Thomas Alva Edison, inventor of such groundbreaking technologies as the incandescent electric light bulb and jet engine, opened a new laboratory in Menlo Park, New Jersey. This new and better-equipped laboratory was the birthplace of his most famous invention- the incandescent electric lamp. By the year 1890 he had organized his various businesses into the Edison General Electric Company. However, with the expansion of its businesses it became increasingly clear that it was not feasible for the company to produce complete electrical installations relying solely on its own technology. Hence, in 1892, Edison General Electric Company merged with the Thomson-Houston Company (which was infact a conglomeration of many competitors of GE) and they combined to form the General Electric Company with its headquarters in Schenectady, New York, which became the largest electrical company in American industry."
Abstract This paper discusses GeneralElectric (GE) and its position as a leader in a variety of industries. The paper takes a look at the influence the multi-national conglomeration has had on the business world whether it be in the realm of technology, labor unions, governmental interaction with businesses, free trade policies, or even environmental/business issues. The paper then takes a look at GE's key technologies and presents a SWOT analysis, describing both the strengths and successes of the company as well as its weakness and challenges it may be facing.
From the Paper "In 1878 Thomas Edison founded the Edison Electric Light Company which through mergers and acquisitions became General Electric (GE). The 19th and 20th centuries watched Edison's company grow into a massive multi-national company with branches reaching into a vast number of businesses. In the years since its formation GE has become a global leader in a number of fields beyond the power generation functions that Edison had pioneered. Industries as varied as aircraft engines and financial services have both become staples of income for the multi-faceted organization. With all of the success that GE has enjoyed it appears that the company is destined for a bright future and yet, there are significant issues that must be understood and managed for GE to be a bright star throughout the next two centuries."
Abstract This document introduces and compares two separate organizations where one employs a total quality management program and one does not. GeneralElectric is used to illustrate a total quality management program, Six Sigma, and Advanced Radiology are used to illustrate a company that does not employ any type of total quality management program.
From the Paper "Any organization in any line of business requires a quality management program or some sort of quality program that is instituted from executive management down to the lowest level employee. While each particular function within an organization requires quality processes modeled after its own unique requirements, these individual quality processes should be designed and established based on the principles of the overall quality management program. While there are many different quality management programs, such as: total quality management (TQM), kaizen based programs, and Six Sigma, one feature unique to all of them is that they are, and should be, part of the strategic DNA of an organization and an integral part of the strategic planning process."
Abstract The paper's case study covers some of the strategic difficulties that Jack Welch faced when he first took the reigns of the GeneralElectric company in the early 1980s. The paper then discusses the conference activity, looking at some industry trends in the global consumer goods industry; specifically some aspects relating to Wal-Mart and Kmart.
Outline:
Abstract
Overview
Challenges
Effectiveness
Conference Activity: Industry Trends
Industry Competitors
From the Paper "General Electric (GE) is perhaps only comparable to several other companies in the world and certainly in the U.S. market. As Bartlett and Wozny note, GE is one of the few companies in the world that have such a long, storied history and a direct lineage to one of the most important people to the modern era, Thomas Edison who founded the company in 1878 (2005, p.1). Thus, for Welch, taking over such a large company with disparate operations and divisions spread across the globe was more than just an operational or logistical challenge, but a almost a political or a public service position because of the legacy of the company and its founder. However, Welch succeeded where others perhaps would not have because he chose to set aside the historical legacy that traditionally accompanied the CEO position of GE and concentrate solely on its market relevance and profitability."
