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GE Aviation:
2013
Bundle Case
Competition
GROUP 5
Sevana Melikian
Alex Caruso
Sanjana Kishore
Yin Jin
Levi Lundgreen
Nicholas Born
December 10th, 2013
PRESENTATION OVERVIEW
0 1 Aerospace Industry Landscape
0 2 The Challenge
0 3 Our Approach
0 4 Our Proposed Solution:
The Knowledge Concierge
0 5 Q&A
0 1
G R O W T H
Global Aerospace & defense market
valued at $910 billion, grew at 6.8% in
2012. Defence sector shrinking, while
commercial segment continues to grow
G L O B A L I Z A T I O N
Greater focus on international markets
like Asia & Middle East as US revenues
decline
T A L E N T
Steady loss of experienced personnel
and need to attract highly skilled talent
I N N O V A T I O N
Biggest business priority being cost,
efficiency, reliability & safety
R E G U L A T O R Y
Strict governmental guidelines for
security & compliance will continue
AEROSPACE INDUSTRY LANDSCAPE
AT A G L A N C E :
Source: Air Transport Action Group (2012)
0 2
THE
CHALLENGE
Who has the
knowledge within
GE Aviation?
Who needs the
knowledge?
How do we transfer
the knowledge?
0 3
OUR
APPROACH
§  Catering to Millennials
•  Information on demand
•  Technology
•  Ease of Use & Accessibility
§  Avoiding duplication of effort
•  Using information already in
existence
§  Measurable & Cost Effective
§  Ensure NPI commitments are met
§  Create a method to share both explicit
and tacit knowledge
0 4
OUR
PROPOSED
SOLUTION
The Kn wledge
Concierge
0 5
HOW IT WORKS…
	
  	
  
Hmm…This is not something I
learning in my training. Who
would know about how to
approach this problem?
0 6
HOW IT WORKS…
I found my
solution!
Connect to the
Web Portal
Connect to the
Knowledge
Concierge
Person-to-Person Connection
(Who has the knowledge &
who needs it)
Specific Solution
on the
Web Portal
0 X0 7
Identify the Critical Knowledge Through:
•  Informational Interviews
•  Design Practices Reviews
•  Job Shadowing
HOW IT WORKS…
0 8
The Traditional
Engineer – Manager or Mentor
Relationship
Junior
Engineer
Manager or
Mentor
0 8
Junior
Engineer
Knowledge
Concierge
Collective Knowledge of
GE Aviation
0 9
WEB P ORTAL
SINGLE SIGN-ON
LIVE CONCIERGE CONNECT CONTACT US
1 0
3-D Model Video
Blue Print
The Knowledge Concierge
Web Portal Features:
•  Senior Engineer Profiles
•  Design Practices
•  Currently hard to find, difficult to search,
difficult to read through
•  Blogs/Discussion Boards
1 1
T E A M S T R U C T U R E
*Headcount for pilot project in Cincinnati, OH
1 2
PHASE I:
Find
Knowledge
PHASE II:
Share
Knowledge
PHASE III:
Evaluate
PHASE IV:
Begin
Expansion
•  Hire staff
•  Engage senior
leaders and build
credibility
•  Start work on virtual
portal
•  Timing: Pre-launch
(3-6 months)
•  Soft launch of the KC
•  Test with subset of
population
•  Make changes/edits
as necessary
•  Timing: At 6-month
mark
•  Official launch of
Knowledge
Concierge
•  Marketing and
communications
•  Timing: At Year 1
mark
I M P L E N TAT I O N T I M E L I N E
•  Measure ROI (reduction
in rework, reduction
training, reduction in
errors)
•  Revise model as
necessary
•  Regular surveys
•  Make changes as
necessary
•  Timing: Every 6 months
for 2 years
•  Launch satellite
offices (domestic
and international)
•  Establish Cincinnati
as official hub
•  Timing: Years 2
through 5
1 3
Knowledge
Concierge
Pilot Site:
Cincinnati, OH
G E A v i a t i o n E n g i n e e r i n g
PHASE I:
Find
Knowledge
PHASE II:
Share
Knowledge
PHASE III:
Evaluate
1 4
Knowledge
Concierge Hub:
Cincinnati, OH
Mexico
UK
Poland
Turkey
India
China
G E A v i a t i o n E n g i n e e r i n g
PHASE I:
Find
Knowledge
PHASE II:
Share
Knowledge
PHASE III:
Evaluate
PHASE IV:
Begin
Expansion
1 5
Leadership
•  Authentic support from leadership
throughout the entire process
•  Early adoption of new operating
procedures
•  Relate improvement to culture
Communication
•  Start as soon as possible
•  Create a sense of openness around
procedures
•  Define the why?
•  Sincerely engage all levels in shaping
communication plan
Redefine Operating Norms
•  Incorporating knowledge to G&O’s
•  Reward behaviors at first
•  Monitor Progress
•  Empower employees
CHANGE MANAGEMENT
NECESSARY
The Change Acceleration Process
1 6
NPV Analysis
Calculated IRR = 51%
>
GE’s WACC = 6.35%
FINANCIAL
ANALYSIS
Year 1 Year 2 Year 3 Year 4 Year 5
Labor Costs $(1,485,000) $(1,485,000) $(1,485,000) $(2,565,000) $(2,565,000)
Tech Costs $(60,000) $(60,000) $(60,000) $(60,000) $(60,000)
Admin & Misc. Costs $(140,000) $(140,000) $(140,000) $(140,000) $(140,000)
Benefits (Senior Employees) $(600,000) $- $600,000 $600,000 $600,000
Benefits (Junior Employees) $- $2,400,000 $3,600,000 $3,600,000 $3,600,000
Net Benefits $(2,285,000) $715,000 $2,515,000 $1,435,000 $1,435,000
NPV $(2,148,566) $(1,516,400) $574,462 $1,696,228 $2,751,014
NPV > 0 by Year 3
NPV($)
1 7
The Knowledge Concierge:
Overview
T h e K n o w l e d g e H i e r a r c h y ( D I K W )
EFFECTIVE
KNOWLEDGE
MANAGEMENT
1 8
Thank You!
Q&A
Extra Special Thank You To:
Heather
Porzuczek
Larry
Caruso
Scott
Blosser
Jay
Ramachandran
Ravi
Ravikumar

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2013 Bundle Case Competition - Cornell University - ILR School

  • 1. GE Aviation: 2013 Bundle Case Competition GROUP 5 Sevana Melikian Alex Caruso Sanjana Kishore Yin Jin Levi Lundgreen Nicholas Born December 10th, 2013
  • 2. PRESENTATION OVERVIEW 0 1 Aerospace Industry Landscape 0 2 The Challenge 0 3 Our Approach 0 4 Our Proposed Solution: The Knowledge Concierge 0 5 Q&A
  • 3. 0 1 G R O W T H Global Aerospace & defense market valued at $910 billion, grew at 6.8% in 2012. Defence sector shrinking, while commercial segment continues to grow G L O B A L I Z A T I O N Greater focus on international markets like Asia & Middle East as US revenues decline T A L E N T Steady loss of experienced personnel and need to attract highly skilled talent I N N O V A T I O N Biggest business priority being cost, efficiency, reliability & safety R E G U L A T O R Y Strict governmental guidelines for security & compliance will continue AEROSPACE INDUSTRY LANDSCAPE AT A G L A N C E : Source: Air Transport Action Group (2012)
  • 4. 0 2 THE CHALLENGE Who has the knowledge within GE Aviation? Who needs the knowledge? How do we transfer the knowledge?
  • 5. 0 3 OUR APPROACH §  Catering to Millennials •  Information on demand •  Technology •  Ease of Use & Accessibility §  Avoiding duplication of effort •  Using information already in existence §  Measurable & Cost Effective §  Ensure NPI commitments are met §  Create a method to share both explicit and tacit knowledge
  • 7. 0 5 HOW IT WORKS…     Hmm…This is not something I learning in my training. Who would know about how to approach this problem?
  • 8. 0 6 HOW IT WORKS… I found my solution! Connect to the Web Portal Connect to the Knowledge Concierge Person-to-Person Connection (Who has the knowledge & who needs it) Specific Solution on the Web Portal
  • 9. 0 X0 7 Identify the Critical Knowledge Through: •  Informational Interviews •  Design Practices Reviews •  Job Shadowing HOW IT WORKS…
  • 10. 0 8 The Traditional Engineer – Manager or Mentor Relationship Junior Engineer Manager or Mentor
  • 12. 0 9 WEB P ORTAL SINGLE SIGN-ON LIVE CONCIERGE CONNECT CONTACT US
  • 13. 1 0 3-D Model Video Blue Print The Knowledge Concierge Web Portal Features: •  Senior Engineer Profiles •  Design Practices •  Currently hard to find, difficult to search, difficult to read through •  Blogs/Discussion Boards
  • 14. 1 1 T E A M S T R U C T U R E *Headcount for pilot project in Cincinnati, OH
  • 15. 1 2 PHASE I: Find Knowledge PHASE II: Share Knowledge PHASE III: Evaluate PHASE IV: Begin Expansion •  Hire staff •  Engage senior leaders and build credibility •  Start work on virtual portal •  Timing: Pre-launch (3-6 months) •  Soft launch of the KC •  Test with subset of population •  Make changes/edits as necessary •  Timing: At 6-month mark •  Official launch of Knowledge Concierge •  Marketing and communications •  Timing: At Year 1 mark I M P L E N TAT I O N T I M E L I N E •  Measure ROI (reduction in rework, reduction training, reduction in errors) •  Revise model as necessary •  Regular surveys •  Make changes as necessary •  Timing: Every 6 months for 2 years •  Launch satellite offices (domestic and international) •  Establish Cincinnati as official hub •  Timing: Years 2 through 5
  • 16. 1 3 Knowledge Concierge Pilot Site: Cincinnati, OH G E A v i a t i o n E n g i n e e r i n g PHASE I: Find Knowledge PHASE II: Share Knowledge PHASE III: Evaluate
  • 17. 1 4 Knowledge Concierge Hub: Cincinnati, OH Mexico UK Poland Turkey India China G E A v i a t i o n E n g i n e e r i n g PHASE I: Find Knowledge PHASE II: Share Knowledge PHASE III: Evaluate PHASE IV: Begin Expansion
  • 18. 1 5 Leadership •  Authentic support from leadership throughout the entire process •  Early adoption of new operating procedures •  Relate improvement to culture Communication •  Start as soon as possible •  Create a sense of openness around procedures •  Define the why? •  Sincerely engage all levels in shaping communication plan Redefine Operating Norms •  Incorporating knowledge to G&O’s •  Reward behaviors at first •  Monitor Progress •  Empower employees CHANGE MANAGEMENT NECESSARY The Change Acceleration Process
  • 19. 1 6 NPV Analysis Calculated IRR = 51% > GE’s WACC = 6.35% FINANCIAL ANALYSIS Year 1 Year 2 Year 3 Year 4 Year 5 Labor Costs $(1,485,000) $(1,485,000) $(1,485,000) $(2,565,000) $(2,565,000) Tech Costs $(60,000) $(60,000) $(60,000) $(60,000) $(60,000) Admin & Misc. Costs $(140,000) $(140,000) $(140,000) $(140,000) $(140,000) Benefits (Senior Employees) $(600,000) $- $600,000 $600,000 $600,000 Benefits (Junior Employees) $- $2,400,000 $3,600,000 $3,600,000 $3,600,000 Net Benefits $(2,285,000) $715,000 $2,515,000 $1,435,000 $1,435,000 NPV $(2,148,566) $(1,516,400) $574,462 $1,696,228 $2,751,014 NPV > 0 by Year 3 NPV($)
  • 20. 1 7 The Knowledge Concierge: Overview
  • 21. T h e K n o w l e d g e H i e r a r c h y ( D I K W ) EFFECTIVE KNOWLEDGE MANAGEMENT 1 8
  • 22. Thank You! Q&A Extra Special Thank You To: Heather Porzuczek Larry Caruso Scott Blosser Jay Ramachandran Ravi Ravikumar