GE 2015 Annual Report Download - page 17

JAMIE MILLER
Transportation, CEO
With our Services teams, we are
increasingly leveraging a computer-
based “Digital Twin” of our equipment
to analyze individual asset
performance, prevent failure
modes and optimize maintenance
throughout its life.
Because we already know the
condition of locomotive engines
through our digital models, we can
route them for remanufacturing
based solely on what needs to
be repaired, rather than using a
standard full remanufacturing spec
for every engine. In our customers’
service shops, we know the exact
maintenance to perform on a
locomotive before it even comes
in for repair.
We are breaking free of our traditional
“functions,” with mission-based and
agile teams—teams with singular
purpose, empowered to leverage any
discipline in our business to achieve
their mission.
DAVID JOYCE
Aviation, CEO
We are applying data analytics and new
digital technologies to advance our
own operations. Digital design tools,
additive manufacturing, advanced
automated machining and advanced
inspection, all are enabling our opera-
tions, partners and suppliers to dramat-
ically reduce cycle time while improving
quality. For example, our most sophisti-
cated turbine blade design concepts
are now on test in two weeks, not the
nine months it once required, thanks to
rapid prototyping and 3D printing.
A digital industrial GE Aviation business
moves at a much faster pace, with the
confidence and speed enabled by a new
reality where physics meets analytics,
and our customers and shareholders win.
LORENZO SIMONELLI
Oil & Gas, CEO
Operations are greatly enhanced by the
knowledge customers gain through our
digital technology. When insights from
equipment, sub-surface reservoirs and
external data points are all brought
together, operational planning and
decision-making become more efficient
and focused—with corresponding gains
in performance and safety.
Using Predix, we now offer oil and gas
operators an enterprise-wide manage-
ment dashboard, which is proving a
crucial advantage in very competitive
conditions.
STEVE BOLZE
Power, CEO
In 2015, we launched Digital Power
Plant, a suite of software applications,
powered by Predix, that helps deliver
more power, higher reliability, greater
efficiencies and lower emissions. The
Digital Power Plant can generate up to
$50 million of incremental value over
the life of an existing plant, and up to
$230 million for a new one.
At the same time, we are transforming
our very own business, creating end-
to-end digital connections across our
operations to benefit our customers. This
Digital Thread weaves together several
initiatives—design system integration,
model-based enterprise and virtual
manufacturing. The advantages of the
Digital Thread are enormous: allowing us
to “see” more and to deliver better out-
comes for our customers, while gener-
ating nearly $900 million in productivity
savings over the next three years.
KATE JOHNSON
GE Digital, Chief Commercial Officer
By the year 2020, all critical industrial
equipment will be connected and one
exabyte (1 million terabytes!) of data per
day will be available.
GE Digital has assembled the people,
process and technology required to de-
liver a broad range of digital capabilities.
These capabilities yield new, compelling
business outcomes for customers,
such as more power at a lower cost,
better health diagnostics per scan with
reduced dose and increased velocity in
transportation.
In GE Digital, almost all of our employ-
ees have a software background and
therefore have what we call a “digital
DNA.” They intuitively focus on speed
of execution and rapid, measurable
results. They understand the power of
customer and partner ecosystems, and
the potential multiplier effect these
ecosystems can have on scalability and
value generation.
JOHN FLANNERY
Healthcare, CEO
With the first industry-specific cloud—
our “GE Health Cloud,” powered by Pre-
dix—tech innovators can join a secure
ecosystem where they can build, deploy
and market their applications. These
apps help doctors to manage complex
data such as 3D imaging scans, while
making clinical collaboration as simple
and routine as social networking.
In perhaps no other sector are the
implications of the Industrial Internet
more in evidence, or more promising,
than in healthcare. And no other compa-
ny has adapted its culture more than we
have to be the best partner possible
for our customers as they work to solve
the challenges ahead.
RUSSELL STOKES
Energy Connections, CEO
Taking innovation into the field, we
are expanding our Software and Grid
Automation businesses to drive better
outcomes for electric utilities. These
solutions sharply reduce the time it
takes to gather, analyze and interpret
equipment data, shave 30% off response
times and reduce repair costs by as
much as 75%.
Energy Connections uses millions of
connected assets and their insights to
support mission-critical, real-time con-
trol systems for pipeline management,
real-time energy market platforms,
gas distribution systems and electrical
transmission and distribution grids.
Our team is completely centered on
delivering in a digital world. We use
Product Lifecycle Management tools
to increase productivity and quality. 3D
modeling and simulation tools com-
press the design cycle for new product
development. The models are linked by
the Digital Thread to our shop floor to
ensure product efficiency and quality.
JÉRÔME PÉCRESSE
Renewable Energy, CEO
The Onshore Wind business has been
pioneering digital systems, launching
its Digital Wind Farm ecosystem in May
2015. Using the power of big data, wind
farms are configured to maximize the
performance of each turbine at each
location according to the surrounding
wind conditions. Their performance
is monitored and adjusted in real time
to ensure that the wind farm operates
as efficiently as possible.
More and more employees are looking
at our operations, seeing opportunities
for digital tools to improve our produc-
tivity and taking the initiative to act.
They know that making renewable
power more affordable will accelerate
penetration and help tackle the energy
challenge—for the benefit of people
everywhere.
What does Digital Industrial
mean for my business,
and how are we driving it?
For full strategy memos from each CEO,
visit gereports.com/ar2015
GE 2015 ANNUAL REPORT 15