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 dave.wisler@ae.ge.com

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

Penn State

Nittany Lions

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

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

$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

“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

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

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

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

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

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

GEAE Global Operations Nearly 200 Locations on 6 Continents

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

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

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

* * 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 *

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

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

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

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

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)

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

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”

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.”

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)

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

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!

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

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”.

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.

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

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)

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

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

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.

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.

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

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?”

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.

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.

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

Have “Lion Pride”

Insight #11. Have fun Love your work

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”?

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

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:

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 –

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

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 –

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

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

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?

So were have we been and where are we going?

Summer 1918 - Moss tests Turbosupercharger - Pikes Peak

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

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

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

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

GE F110 powered F-14 Tomcat

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

GE CF6 powered MD-11

GE90 Powered Boeing 777

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-211-524D CFM56-5A BR 715 0.6 V2500 A1 JT9D-7R4G2 CF6-80A RB-211-535E4 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

Noise Reduction Advancements Turbojet 120 Normalized to 100,000-lb. thrust Noise levels are for airplane/engine configurations at time of initial service 707-100 110 Noise Level, EPNdB (1500-ft. sidelines) DC-9-10 Second Generation Turbofan 737-200 727-200 100 747-200 737-200 A321 A310 First Generation Turbofan 747-400 A330 DC-10-30 737-300 90 1950 1960 1970 1980 1990 2000 Year of Initial Service

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

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 1996 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

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

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

The Next Generation of Transportation      

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.

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