1. Engineering – What You Don’t Necessarily Learn in School
GE Aircraft Engines
Engineering – What You Don’t
Necessarily Learn in School
Dr. David C. Wisler, Manager
University Programs &
Aero Technology Labs

2. Introduction Thirteen Insights Where we’ve been and where we’re going
Conclusions
Outline

3. Penn State

4. Nittany Lions

5. General Electric Company
Eleven Diverse, Boundaryless Businesses …
Aircraft Engines
NBC
Plastics
Power Systems
Industrial Systems
Appliances
Lighting
Capital Services
Information Services
Transportation Systems
Medical Systems 7

6. GEAE Advanced/Growth Engines for the Future
High Bypass Turbofans
Turboshaft/
Turboprop
GE90
CF6
T700/CT7 Growth
GP7000
LV100
CF34
CFM56
Low Bypass Turbofans
Stationary Gas Turbines
F120 derivatives for JSF
LM6000 (PC),
LM6000 DLE (PD)
LM6000(PC, PD) Sprint
LM1600 DLE
F110 Derivatives
LM2500+
LM2500+DLE
F414 21

7. $11 B Total 48% 52% GEAE Revenue Engine Services $5.1B (48%) IAD $0.7B
(7%)
International
48%
USA
52%
Commercial
Engines
$2.9B
(27%)
Military
Engines
$1.9B
(18%) 11

8. “How can I succeed in Engineering?”
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

9. Insight #1. Learn to be Business Oriented
Doesn’t mean get an MBA
- How business works - How economics affects engineering decisions - How economics affects your customer
Does mean develop a “business mindset”
that understands:
Operate within this mindset

10. Key Ideas: 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

11. 1a Understand the Cost of Doing Business
High selling price
Technically complex
Market limited
Materials exotic
Manufacturing difficult
Competition fierce
Labor expensive

12. $ + - 1b. Learn Your Company’s Business Model
GEAE’s business model requires competitive
strategies and long term commitment $ + -

13. 1c. Realize that today’s marketplace is global
Buy “American” or “European” not reality
Must think and act multi-culturally with global brains
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

14. GEAE Global Operations
Nearly 200 Locations on 6 Continents

15. Fiat Volvo Snecma MTU P&W GE RR
Aero engines
A DaimlerChrysler Company
Cooperation structures in the aero engines field
Fiat
Volvo
Snecma
MTU
P&W GE RR
Yesterday’s competitive “enemies” can be tomorrow’s “partners”
With permission

16. 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

17. 1e. Learn to Diagnose Marketplace Change
Change happens
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.
Manage it

18. * * 1f. Beware of your Competition
“Outside competition, in its eternal efforts
to succeed, wants to snatch your success,
wealth, markets, affirmation, etc” *
Competition in today’s engine market is absolutely fierce.
Success can breed failure if complacency sets in.
Inside competition between you and your fellow workers must be handled more deftly and on a different level *

19. 1g. Learn the Color of Money
Explanation or Use
Type of Money
 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

20. 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

21. So Learn to be Business Oriented
Engineering is much more than calculating stuff
scientific term

22. Insight #2. Expect Tough, Multi-disciplinary Problems
Problems you’ll encounter are tough and more
multi-disciplinary than those in college
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”
So broaden yourself technically

23. BUT… Learn when to stop
There 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)

24. Insight #3. Learn to Work and Network in a
New 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

25. Develop Good Communication Skills
Like it or not, you will have to:
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.
AND … Learn to give a good “elevator speech”

26. 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...
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.”

27. Insight #4. Understand the Differences between
Academe and Industry
Both are dedicated, but focus and metrics different
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)

28. Comparison Academia Industry
INDIVIDUAL oriented • TEAM oriented
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

29. Comparison, Cont’d. Academia Industry
Will graduate when problem solved • Be done by _________ !
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!

30. management, contracts/legal, promotion metrics, goals, focus, etc.
Universities
are from Venus
Industries
are from Mars
Or so it seems
management, contracts/legal, promotion metrics, goals, focus, etc.
Venus
Mars
Earth

31. Engineering is the practical application of
science 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”.

32. Insight #5. Learn to Differentiate all over again
Learn a new kind of differentiation
In manufacturing, the goal is to stamp out variance
With people, VARIANCE IS EVERYTHING
Learn to sort out the players
Top
Vital middle
Bottom
Your management will do it,
so give yourself edge and
beat them to the game.
Identify your strong points, fix your weak ones.

33. 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

34. 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.
Improve them if needed
Move on if you can’t fit in
(or you may be moved on faster than you think)

35. 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
(even if you are a manager)
Learn to accept right approaches and reject wrong ones

36. History’s Bold Forecasts
1. “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

37. 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.

38. 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.

39. So… Persist with your ideas
Invent Something
Make Something Work (or happen)
Be an “Idea” person

40. 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?”

41. Insight #9. Make Your Manager a Success
Recommends people to promote
Determines salary actions
Writes performance appraisals
Assigns work projects
Recommends who to downsize
Regarding your manager as an antagonist is a sure way to fail.

42. 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.

43. 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

44. Have “Lion Pride”

45. Insight #11.
Have fun
Love your work

46. Do you understand the “Big Picture”?
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?
- Benefit to improving standard of living, safety, etc.
Benefit to society
How will you contribute to and build upon this heritage?
Do you understand the “Big Picture”?

47. Cross-functional, Multi-disciplinary Nature of the Accomplishments
Twenty Engineering Achievements that Transformed our Lives
1. Electrification
5. Electronics
6. Radio & Television
7. Agricultural Mechanization
8. Computers
9. Telephony
10. 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
2. Automobile
3. Airplane
4. Water Purification & Distribution
Cross-functional, Multi-disciplinary
Nature of the Accomplishments

48. 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:

49. Myths about Career Development
Myth #1. Do a good job and the company will take care of you (even for life).
- Nonsense –
You must take care of yourself
Myth #2. It’s not what you know but who you know that counts
What you know counts a lot
Who you know and what they know
about you does count, but your accomplishments count even more
- Baloney –

50. Myths about Career Development
Myth #3. Career planning is my manager’s job.
- No! –
Your manager’s job is to lead
- May not have time, skill or inclination
Myth #4. Nobody reads performance appraisals
- Not True –
Read closely
- Ticket to interview

51. Myths about Career Development
Myth #5. Can only get ahead in high visibility area.
- May or may not help you –
diversity in experience can count a lot
Myth #6. I’d rather be lucky than good
- NO, NO, NO –
Be excellent
The harder I work, the luckier I get
Myth #7. Just tell me the career path to be on.
- Sorry, no magic formula –

52. 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

53. BUT… Remember There are no magic formulas to success
In evaluating you, there are three overarching attributes that manager’s look for:

54. There are three overarching attributes of an engineer
#1. Technical knowledge and engineering skill
- How well do you apply these to provide
creative ideas in support of the business?
#2. Teamwork and leadership
- How well do you maintain flexible and
effective team relationships?
#3. Execution and productivity
- How well do you apply knowledge,
understanding and judgment in planning
and executing programs?

55. So were have we been
and where are we going?

56. Summer 1918 - Moss tests Turbosupercharger - Pikes Peak

58. Top Secret Meeting with GE in Washington, DC Sept 4, 1941
General Arnold says:
“Gentlemen, I give you the Whittle engine”

59. 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

60. World’s First jet flight - Aug. 27, 1939
Heinkel He 178

61. First American Jet Flight
Oct. 2, 1942
Bell XP - 59
An army officer who saw no propeller said:
“How does the damn thing go?”

62. GE F110 powered
F-14 Tomcat

63. GE J47-powered Boeing B47 Bomber
Note engine smoke
and JATO rockets

64. GE CF6 powered MD-11

65. GE90 Powered Boeing 777

66. Specific Fuel Consumption Advancement
0.9
JT3C
Turbojet
Low Bypass Turbofan
High Bypass Turbofan
2nd Gen High Bypass Turbofan
0.8
JT3D-1
CJ805
JT8D-9
0.7
JT8D-217
TAY 620
JT9D-7A
SFC 35K/0.8Mn Uninstalled
JT9D-3A
CFM56-2
CF6-6D
RB D
CFM56-5A
BR 715
0.6
V2500 A1
JT9D-7R4G2
CF6-80A
RB E4
CF6-80C2-B6F
PW2037
CFM56-5C4
PW4056
CF6-80E1-A2
PW4168
PW4098
PW4084
TRENT 895
GE90-85B
0.5
GE90-115B
0.4
1950
1960
1970
1980
1990
2000
2010
2020
Certification Date

67. Noise Reduction Advancements
Turbojet
120
Normalized to 100,000-lb. thrust
Noise levels are for airplane/engine configurations at time of initial service
110
Noise
Level,
EPNdB
(1500-ft.
sidelines)
DC-9-10
Second Generation
Turbofan
100
A321
A310
First Generation
Turbofan
A330
DC-10-30 90
1950
1960
1970
1980
1990
2000
Year of Initial Service

68. Thrust-to-Weight Trend
GE Engines Fn/Wt
Military
F414
J85
F110
F404
TF34
F101
CF700
CF6-50
CFM56-5B
Commercial
CFM56-5C
GE90-115B
TF39
CF6-6
CF6-80
J93
CFM56-7B
GE90-94B
Thrust-to-Weight Ratio
J79
GE90-85B
CJ805
J53
J73
J33
J47-E
J31
J47-C
I-A
J35
Introduction

69. 21st Century Aeropropulsion Preeminence
GENY – The Next Step
Goals
CO2
Ultra Clean: NOX and CO2
20% reduction in engine CO2 (fuel burn) relative to current (GE90) technology
85% reduction relative to ICAO
Ultra Quiet
55% Reduction in noise relative to today’s aircraft
33 EPNdB below Stage 3
Ultra Intelligent
50% reduction in engine in-flight failures
50% reduction in delays and cancellations
On-condition maintenance
What else are we working on? We defined a platform called GenY for entry into service around 2015.
The goal for this platform is a 20% reduction in fuel burn relative to the GE90 which sets today’s standard for the industry. The GenY emissions goal is an 85% reduction in NOx relative to the ICAO standard.
(CUE) We are shooting for a 55% reduction in noise
(CUE) and a 50% reduction in in-flight failures and delays & cancellations.
How are we going to achieve these goals?
21st Century Aeropropulsion Preeminence

70. Hybrid PDE Engine Concept
Traditional Engine Configuration
Combustor
Fan
LP Compr.
HP Comp.
HP Turb
LP Turb
High Pressure Core
Pulse Detonation Engine Core
Hybrid (PDE) Engine Configuration

71. Coming Soon Have you noticed that we have a new name?
We are now GE Transportation which brings
together GE Aircraft Engines and GE Locomotives
So look for our exciting new product!
Coming Soon

72. The Next Generation of Transportation

73. You How are we going to make “Where we’re going” happen?
the students in this room, and those
like you are the future leaders
who will make it happen.

74. Go Lions 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