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STRUCTURAL TRANSITIONS –
GE BEL (A Unit of General Electric)
PGPEX : VLM 2012-13 Team : Mindtree
Team Members: Chetan Patil ( Reg # 16), Ravi Chandrawanshi (Reg # 21) , Santosh (Reg # 25) , Shanmugavel (Reg # 7) ,Vivek Deshmukh (Reg # 9)
Prof. Vidyanand Jha & Prof. Chetan Joshi
Indian Institute of Management, Calcutta
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• GE : 130 Years old Company
• Founded by Thomas Alva Edison
• Systems Driven Company
• Operates in 3 Business Cycles
Operations in over100+ countries
300,000+ employeesworldwide
Manufacturing facilitiesin 40+ countries
Chairman & CEO
Long CycleBusinesses
Short CycleBusinesses
FinancialServices
Power
system
Medical
system
Aircraft
Engines
Transportation
Appliances
Lighting
Plastic
Industrial System
Material
NBC
Consumer Service
Mid Marketing Financial
Specialized Financial
Insurance
Equipment Management
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GE Matrix Organisation Structure – Long Cycle Businesses
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GE India : Established in 1902Diversified – Manufacturing, Service & Technology
President & CEO - GE INDIA
G E E n e r g y
G E C a p i t a l
G
E T r a n s p o r t a t i o n
G E A v i a t i o
n
G E L i g h t i n
g
G E H e a l t h c a r e
G E T e c h n o l o g y c e n t r e
G E I n
t e l l i g e n t p l a t f o r m s
G E A p p l i a n c e s
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Tubes
Generator / HV Tanks
TUBE
DETECTOR
TANK/GEN
• JV : GE & BEL ~ 74:26
• Established : 1997
• Site area : 10 acres
• No of Employees : 600
GEBEL ~ Site Introduction
Products :
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Organization Structure – BEFORE (Functional)
LEADER –
CENTER OF EXCELLENCE
OPERATIONS
LEADERPRODUCT AND PROCESS
QUALITY LEADER
ENGINEERING
MANAGER
PRODUCTION
ENGINEER
MAINTENANCE
ENGINEER
PROCESS
ENGINEER
PPQ
ENGINEER
DESIGN
ENGINEER
TUBES
DIVISION
HV TANK
DIVISION
OPERATIONS
LEADER
PRODUCT AND PROCESS
QUALITY LEADER
PRODUCTION
ENGINEER
MAINTENANCE
ENGINEER
PROCESS
ENGINEER
PPQ
ENGINEER
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Communication Problem
Lack of Coordination
Production Delay
Conflicting Relationship between functional departments
Strategic Problem
Absence of Knowledge sharing
Challenges faced by Company :
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Organization Structure – AFTER (Multidivisional Structure)
LEADER –
CENTER OF EXCELLENCE
OPERATIONS
LEADER
PRODUCT AND
PROCESS QUALITY
LEADER
ENGINEERING
MANAGER
PRODUCTION
ENGINEER
MAINTENANCE
ENGINEER
PROCESS
ENGINEER
PPQ
ENGINEER
DESIGN
ENGINEER
TUBES
DIVISION
HV TANK
DIVISION
OPERATIONS
LEADER
PRODUCTION
ENGINEER
MAINTENANCE
ENGINEER
PROCESS
ENGINEER
… Need realized on the basis of NPI - Vamana
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Hierarchy of authority improved
Task responsibility clarified
Performance measurement improved
Distortion of information removed, fast decision making
Decreased machine maintenance down time
Internal labour market flourish, incentives to perform well.
Total maintenance cost reduced substantially.
Differentiation and Integration achieved
Uniform quality maintained & total production cost reduced
Effective sharing of domain knowledge and skills
Benefits achieved after restructuring:
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Jay Galbraith STAR Model
Strategy
Vision
Direction, Organization Goals
Competitive Advantage
Structure
Leadership
Hierarchy of Authority,
Organizational Roles
People Practices
Staffing and Selection
Mngt by Objectives
Employee Engagement
Rewards
Goals, Objectives, &
Performance Feedback
Compensation/Rewards Values and
Culture
Processes
Communications, Task resp.,
Information Sharing,
Decision Making 10
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Thank You !!