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ge is 124 but thinking like a startupge is 124 but thinking like a startupge is 124 but thinking like a startup

by:QY Precision      2019-09-30
It may not qualify for lightning.
Bolt Lingguang, but Jeffrey Immelt, CEO of General Electric, looks back on June 20, he thought.
He is talking to GE scientists about the new jet engines they are building that are equipped with sensors that can generate a lot of data from each flight
But what is it?
If not more, the data will one day be as valuable as the machine itself.
But GE can\'t use it.
\"We have to be more capable in software,\" Immelt said . \" He decided. Maybe GE —
Manufacturers of power turbines, jet engines, locomotives and medical equipment
Imaging equipment-
Competitors need to be imagined as Amazon and IBM.
At the time, GE was restoring its weight-
In the global financial crisis, GE Capital got rid of its vast financial sector.
With billions of dollars of assets being sold, this unpaid salary has been going on for years, and this summer, GM capital has been removed from the list of financial institutions that the government is considered \"too big to fail, this is a milestone.
But in 2011, GE quietly opened a software center in San Ramon, California.
Located 24 miles east of San Francisco, opposite the bay.
Today, one of the most important projects in Saint Ramon is to build a computer operating system, but on an industrial scale --
Microsoft Windows or Google Android for factory and industrial devices.
The project is at the heart of GE\'s efforts to become what Immelt calls the \"Top Ten software companies\" in 2020.
Silicon Valley veterans are skeptical.
\"GE is trying to do the same with big companies, putting thousands and billions of dollars into it,\" said Thomas Sebel, a technology entrepreneur, it is now the chief executive of C3 IoT, a startup that works for GE.
But they are not software people.
\"GE Digital is headquartered in the San Ramon building and currently has 1,400 employees.
These buildings are designed for free
How software developers work: Open-
Plan floors, bench seats, whiteboards, sofas for temporary meetings, balconies overlooking the ground, and kitchen areas with snacks.
Of course, digital threats are seen in many industries.
However, the scope of the challenge is in GE, a 124-year-
The old company and the largest manufacturer in the country have more than 300,000 employees worldwide.
The company-wide staff are on the pilgrimage to St. Ramon, attending technical briefings, and also immersed in culture.
Their marching command is to try to adapt to digital magic and rush --
Raise the habits of Silicon Valley to GE\'s industrial manufacturing world.
Mr. Immelt said the success or failure of GE over the next decade depends on the shift.
He called it \"probably the most important thing in my career.
\"Obviously, there is no Plan B.
\"Is this or bankruptcy,\" he said . \"
Development of digital technology
Mostly cheap sensors, powerful computing and smart software
Over the years, under the guise of \"Internet of Things\" or \"industrial internet\", entering the industrial world has begun.
\"This is the next battlefield as companies strive to develop the dominant software layer that connects machines.
It is expected to be a huge market for new products, improved services and improved efficiency in industries such as energy, transportation and healthcare.
At a recent meeting with analysts, GE executives predicted that the industrial internet market would reach $2020 by 225 billion.
A major application so far is predictive maintenance.
The software analyzes the data generated by the machine to identify the warning signals that need to be repaired before the failure.
With the new and old spawn sensors of the machine, the amount of data is exploding.
GE estimates that in 2020 of the time, data flowing out of the machines in use will grow by a hundred times.
This should allow for more detailed analysis, giving GE the opportunity to sell \"business results\" such as fuel savings to customers, rather than machines.
Immelt believes that this is an upgrade of the food industry chain.
All of this, however, puts GE in new competition from traditional rivals such as Rockwell Automation, Siemens and United Technologies.
Tech giants, including Amazon, Cisco, Google, IBM and Microsoft, are also focusing on the industrial internet market, as are many startups.
Of course, there are also troublesome precedents in other industries.
Google and Facebook have changed media and advertising, Amazon has redefined retail, and Uber has applied a brand new business model to taxis, which has not changed much for generations.
\"The real danger is that data and analytics become more valuable than the installed devices themselves,\" said Karim Lakhani, a professor at Harvard Business School . \".
\"GE has no choice but to try it on its own.
\"In the factory in Greenville, USA. C.
There is evidence that GE is both producing large generators and potentially transforming successfully. The three-
The building is packed with huge cranes and milling, grinding and welding machines supervised by manufacturing engineers and technicians.
A new GE gas turbine is finishing work.
It looks like the commercial end of a rocket ship lying on one side, with a sparkling steel generator resting.
It weighs 950,000 pounds.
It has a fire area of nearly 2,900 F and can generate enough electricity to supply more than 500,000 households.
In a typical five-year period, half of the gas turbines were put into the market.
This accelerated product development is a manifestation of GE\'s desire to replicate in its industrial enterprises.
This is a story about digital technology changing design and manufacturing practices.
Vice President John Rammas
President of Power Generation Engineering, who started his career 40 years ago, in a store --
Royce jet engine factory in Birmingham, England.
He has worked at General Electric for 31 years, raising the level of the company\'s jet engine and power turbine division.
\"I am an old robot,\" he said . \"
But a few years ago, he issued a decree that there would no longer be paper drawings.
In the past, a model of a new part would be made and then converted to a detailed blueprint running 70 pages or more.
These will then be physically sent to GE manufacturing engineers and external suppliers to start setting up tools, casting and cutting for parts. This prototype-and-
A blueprint program of eight weeks.
Now, the engineer uses 3-
D computer model, skip the prototype step and send the model electronically immediately.
This is beyond the scope of computers.
This is a very common auxiliary design.
In Greenville, the designer first contacted manufacturers and suppliers directly in real time in a way that GE called \"digital cues.
\"This means that they can collaborate in a way that changes the workflow, and at the same time, they are more likely to find problems or defects faster.
Traditionally, a group of engineers designed a part before passing it on to the manufacturing industry.
If there is a problem with the supplier side, the design is kicked back and the process is restarted.
\"In this digital world, work is combined,\" Lammas said . \".
Greensville\'s machinery and factories have been transformed
Generate sensors and software.
Matt Krause, plant manager, said that last winter, when a snowstorm shut down the plant for a day, the sensor network detected that the plant consumed 1,000 pounds of hydrogen, used for inert gas in part coating.
The leak has been fixed, saving $350,000 a year.
\"We can see what we have never done before,\" Claus said . \".
GE estimates that, in general, 60 of the 200 steps in design and production have been automated or canceled, reducing working hours by 530,000 hours over three years.
The New York Times may not be eligible for Lightning
Bolt Lingguang, but Jeffrey Immelt, CEO of General Electric, looks back on June 20, he thought.
He is talking to GE scientists about the new jet engines they are building that are equipped with sensors that can generate a lot of data from each flight
But what is it?
If not more, the data will one day be as valuable as the machine itself.
But GE can\'t use it.
\"We have to be more capable in software,\" Immelt said . \" He decided. Maybe GE —
Manufacturers of power turbines, jet engines, locomotives and medical equipment
Imaging equipment-
Competitors need to be imagined as Amazon and IBM.
At the time, GE was restoring its weight-
In the global financial crisis, GE Capital got rid of its vast financial sector.
With billions of dollars of assets being sold, this unpaid salary has been going on for years, and this summer, GM capital has been removed from the list of financial institutions that the government is considered \"too big to fail, this is a milestone.
But in 2011, GE quietly opened a software center in San Ramon, California.
Located 24 miles east of San Francisco, opposite the bay.
Today, one of the most important projects in Saint Ramon is to build a computer operating system, but on an industrial scale --
Microsoft Windows or Google Android for factory and industrial devices.
The project is at the heart of GE\'s efforts to become what Immelt calls the \"Top Ten software companies\" in 2020.
Silicon Valley veterans are skeptical.
\"GE is trying to do the same with big companies, putting thousands and billions of dollars into it,\" said Thomas Sebel, a technology entrepreneur, it is now the chief executive of C3 IoT, a startup that works for GE.
But they are not software people.
\"GE Digital is headquartered in the San Ramon building and currently has 1,400 employees.
These buildings are designed for free
How software developers work: Open-
Plan floors, bench seats, whiteboards, sofas for temporary meetings, balconies overlooking the ground, and kitchen areas with snacks.
Of course, digital threats are seen in many industries.
However, the scope of the challenge is in GE, a 124-year-
The old company and the largest manufacturer in the country have more than 300,000 employees worldwide.
The company-wide staff are on the pilgrimage to St. Ramon, attending technical briefings, and also immersed in culture.
Their marching command is to try to adapt to digital magic and rush --
Raise the habits of Silicon Valley to GE\'s industrial manufacturing world.
Mr. Immelt said the success or failure of GE over the next decade depends on the shift.
He called it \"probably the most important thing in my career.
\"Obviously, there is no Plan B.
\"Is this or bankruptcy,\" he said . \"
Development of digital technology
Mostly cheap sensors, powerful computing and smart software
Over the years, under the guise of \"Internet of Things\" or \"industrial internet\", entering the industrial world has begun.
\"This is the next battlefield as companies strive to develop the dominant software layer that connects machines.
It is expected to be a huge market for new products, improved services and improved efficiency in industries such as energy, transportation and healthcare.
At a recent meeting with analysts, GE executives predicted that the industrial internet market would reach $2020 by 225 billion.
A major application so far is predictive maintenance.
The software analyzes the data generated by the machine to identify the warning signals that need to be repaired before the failure.
With the new and old spawn sensors of the machine, the amount of data is exploding.
GE estimates that in 2020 of the time, data flowing out of the machines in use will grow by a hundred times.
This should allow for more detailed analysis, giving GE the opportunity to sell \"business results\" such as fuel savings to customers, rather than machines.
Immelt believes that this is an upgrade of the food industry chain.
All of this, however, puts GE in new competition from traditional rivals such as Rockwell Automation, Siemens and United Technologies.
Tech giants, including Amazon, Cisco, Google, IBM and Microsoft, are also focusing on the industrial internet market, as are many startups.
Of course, there are also troublesome precedents in other industries.
Google and Facebook have changed media and advertising, Amazon has redefined retail, and Uber has applied a brand new business model to taxis, which has not changed much for generations.
\"The real danger is that data and analytics become more valuable than the installed devices themselves,\" said Karim Lakhani, a professor at Harvard Business School . \".
\"GE has no choice but to try it on its own.
\"In the factory in Greenville, USA. C.
There is evidence that GE is both producing large generators and potentially transforming successfully. The three-
The building is packed with huge cranes and milling, grinding and welding machines supervised by manufacturing engineers and technicians.
A new GE gas turbine is finishing work.
It looks like the commercial end of a rocket ship lying on one side, with a sparkling steel generator resting.
It weighs 950,000 pounds.
It has a fire area of nearly 2,900 F and can generate enough electricity to supply more than 500,000 households.
In a typical five-year period, half of the gas turbines were put into the market.
This accelerated product development is a manifestation of GE\'s desire to replicate in its industrial enterprises.
This is a story about digital technology changing design and manufacturing practices.
Vice President John Rammas
President of Power Generation Engineering, who started his career 40 years ago, in a store --
Royce jet engine factory in Birmingham, England.
He has worked at General Electric for 31 years, raising the level of the company\'s jet engine and power turbine division.
\"I am an old robot,\" he said . \"
But a few years ago, he issued a decree that there would no longer be paper drawings.
In the past, a model of a new part would be made and then converted to a detailed blueprint running 70 pages or more.
These will then be physically sent to GE manufacturing engineers and external suppliers to start setting up tools, casting and cutting for parts. This prototype-and-
A blueprint program of eight weeks.
Now, the engineer uses 3-
D computer model, skip the prototype step and send the model electronically immediately.
This is beyond the scope of computers.
This is a very common auxiliary design.
In Greenville, the designer first contacted manufacturers and suppliers directly in real time in a way that GE called \"digital cues.
\"This means that they can collaborate in a way that changes the workflow, and at the same time, they are more likely to find problems or defects faster.
Traditionally, a group of engineers designed a part before passing it on to the manufacturing industry.
If there is a problem with the supplier side, the design is kicked back and the process is restarted.
\"In this digital world, work is combined,\" Lammas said . \".
Greensville\'s machinery and factories have been transformed
Generate sensors and software.
Matt Krause, plant manager, said that last winter, when a snowstorm shut down the plant for a day, the sensor network detected that the plant consumed 1,000 pounds of hydrogen, used for inert gas in part coating.
The leak has been fixed, saving $350,000 a year.
\"We can see what we have never done before,\" Claus said . \".
GE estimates that, in general, 60 of the 200 steps in design and production have been automated or canceled, reducing working hours by 530,000 hours over three years.
The New York Times may not be eligible for Lightning
Bolt Lingguang, but Jeffrey Immelt, CEO of General Electric, looks back on June 20, he thought.
He is talking to GE scientists about the new jet engines they are building that are equipped with sensors that can generate a lot of data from each flight
But what is it?
If not more, the data will one day be as valuable as the machine itself.
But GE can\'t use it.
\"We have to be more capable in software,\" Immelt said . \" He decided. Maybe GE —
Manufacturers of power turbines, jet engines, locomotives and medical equipment
Imaging equipment-
Competitors need to be imagined as Amazon and IBM.
At the time, GE was restoring its weight-
In the global financial crisis, GE Capital got rid of its vast financial sector.
With billions of dollars of assets being sold, this unpaid salary has been going on for years, and this summer, GM capital has been removed from the list of financial institutions that the government is considered \"too big to fail, this is a milestone.
But in 2011, GE quietly opened a software center in San Ramon, California.
Located 24 miles east of San Francisco, opposite the bay.
Today, one of the most important projects in Saint Ramon is to build a computer operating system, but on an industrial scale --
Microsoft Windows or Google Android for factory and industrial devices.
The project is at the heart of GE\'s efforts to become what Immelt calls the \"Top Ten software companies\" in 2020.
Silicon Valley veterans are skeptical.
\"GE is trying to do the same with big companies, putting thousands and billions of dollars into it,\" said Thomas Sebel, a technology entrepreneur, it is now the chief executive of C3 IoT, a startup that works for GE.
But they are not software people.
\"GE Digital is headquartered in the San Ramon building and currently has 1,400 employees.
These buildings are designed for free
How software developers work: Open-
Plan floors, bench seats, whiteboards, sofas for temporary meetings, balconies overlooking the ground, and kitchen areas with snacks.
Of course, digital threats are seen in many industries.
However, the scope of the challenge is in GE, a 124-year-
The old company and the largest manufacturer in the country have more than 300,000 employees worldwide.
The company-wide staff are on the pilgrimage to St. Ramon, attending technical briefings, and also immersed in culture.
Their marching command is to try to adapt to digital magic and rush --
Raise the habits of Silicon Valley to GE\'s industrial manufacturing world.
Mr. Immelt said the success or failure of GE over the next decade depends on the shift.
He called it \"probably the most important thing in my career.
\"Obviously, there is no Plan B.
\"Is this or bankruptcy,\" he said . \"
Development of digital technology
Mostly cheap sensors, powerful computing and smart software
Over the years, under the guise of \"Internet of Things\" or \"industrial internet\", entering the industrial world has begun.
\"This is the next battlefield as companies strive to develop the dominant software layer that connects machines.
It is expected to be a huge market for new products, improved services and improved efficiency in industries such as energy, transportation and healthcare.
At a recent meeting with analysts, GE executives predicted that the industrial internet market would reach $2020 by 225 billion.
A major application so far is predictive maintenance.
The software analyzes the data generated by the machine to identify the warning signals that need to be repaired before the failure.
With the new and old spawn sensors of the machine, the amount of data is exploding.
GE estimates that in 2020 of the time, data flowing out of the machines in use will grow by a hundred times.
This should allow for more detailed analysis, giving GE the opportunity to sell \"business results\" such as fuel savings to customers, rather than machines.
Immelt believes that this is an upgrade of the food industry chain.
All of this, however, puts GE in new competition from traditional rivals such as Rockwell Automation, Siemens and United Technologies.
Tech giants, including Amazon, Cisco, Google, IBM and Microsoft, are also focusing on the industrial internet market, as are many startups.
Of course, there are also troublesome precedents in other industries.
Google and Facebook have changed media and advertising, Amazon has redefined retail, and Uber has applied a brand new business model to taxis, which has not changed much for generations.
\"The real danger is that data and analytics become more valuable than the installed devices themselves,\" said Karim Lakhani, a professor at Harvard Business School . \".
\"GE has no choice but to try it on its own.
\"In the factory in Greenville, USA. C.
There is evidence that GE is both producing large generators and potentially transforming successfully. The three-
The building is packed with huge cranes and milling, grinding and welding machines supervised by manufacturing engineers and technicians.
A new GE gas turbine is finishing work.
It looks like the commercial end of a rocket ship lying on one side, with a sparkling steel generator resting.
It weighs 950,000 pounds.
It has a fire area of nearly 2,900 F and can generate enough electricity to supply more than 500,000 households.
In a typical five-year period, half of the gas turbines were put into the market.
This accelerated product development is a manifestation of GE\'s desire to replicate in its industrial enterprises.
This is a story about digital technology changing design and manufacturing practices.
Vice President John Rammas
President of Power Generation Engineering, who started his career 40 years ago, in a store --
Royce jet engine factory in Birmingham, England.
He has worked at General Electric for 31 years, raising the level of the company\'s jet engine and power turbine division.
\"I am an old robot,\" he said . \"
But a few years ago, he issued a decree that there would no longer be paper drawings.
In the past, a model of a new part would be made and then converted to a detailed blueprint running 70 pages or more.
These will then be physically sent to GE manufacturing engineers and external suppliers to start setting up tools, casting and cutting for parts. This prototype-and-
A blueprint program of eight weeks.
Now, the engineer uses 3-
D computer model, skip the prototype step and send the model electronically immediately.
This is beyond the scope of computers.
This is a very common auxiliary design.
In Greenville, the designer first contacted manufacturers and suppliers directly in real time in a way that GE called \"digital cues.
\"This means that they can collaborate in a way that changes the workflow, and at the same time, they are more likely to find problems or defects faster.
Traditionally, a group of engineers designed a part before passing it on to the manufacturing industry.
If there is a problem with the supplier side, the design is kicked back and the process is restarted.
\"In this digital world, work is combined,\" Lammas said . \".
Greensville\'s machinery and factories have been transformed
Generate sensors and software.
Matt Krause, plant manager, said that last winter, when a snowstorm shut down the plant for a day, the sensor network detected that the plant consumed 1,000 pounds of hydrogen, used for inert gas in part coating.
The leak has been fixed, saving $350,000 a year.
\"We can see what we have never done before,\" Claus said . \".
GE estimates that, in general, 60 of the 200 steps in design and production have been automated or canceled, reducing working hours by 530,000 hours over three years.
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