For most people, a half-second delay is something to shrug off. For Steve Reed and Trent Lester, a blip that small might raise a red flag in their safety-focused industry. They work at the Subaru factory in Lafayette, Indiana, the company’s only facility outside of Japan and one of the world’s most advanced automobile plants, where each year more than 6,000 people produce up to 400,000 Legacy, Outback, Impreza, and Ascent models. Reed and Lester collect thousands of data points every second, from the status of air compressors to the amount of antifreeze that’s dispensed into each vehicle.
Not long ago, two GE engineers had an idea for a sales pitch — of sorts. Akos Jancsik and Patrick Bean work out of Florida and North Carolina, respectively, and often collaborate to tailor GE software to industrial clients in industries like water treatment and food and beverage manufacturing. The common thread is that most of those factories use similar equipment: pumps, motors, compressors and valves. That equipment yields data that can be harnessed to make plants run more efficiently, but the challenge was explaining how — “data” can be a bit abstract.
On June 26, GE announced a major change in how we run the company, focusing decision-making in the businesses and empowering our leaders with tools and responsibilities to drive growth and innovation — not from the center but from deep in our businesses.
It’s exciting for us at GE Digital to see our investments pay off. But we also should pause to take stock of our progress and refocus on what remains to be done.
The shift to using more efficient lights inspired GE and Intel to create smart LEDs that can see, hear and sense their surroundings, creating data that can improve efficiency and empower smart city services.
Since American inventor Thomas Edison patented the first commercially successful bulb in 1879, the population of light fixtures has exploded. Today, an estimated 2.5 billion light bulbs are sold each year.