Don’s “Interesting” Definitions
This web page describes some
of the many terms & acronyms that I have encountered over a number of years
spent working in GE’s Quality, Engineering, & Finance areas. Enjoy!!
Note: GE-specific links,
advice & “internals” (click here* to view)
require that you to be inside the firewall…
As you read these
perspectives, try to keep these two thoughts in mind…
“Insight, Untested &
Unsupported, is an Insufficient Guarantee of Truth”
Bertrand Russell, Mysticism and Logic, 1929; quoted in a Guide to Critical Thinking
“Foolish Consistency is the
Hobgoblin of Little Minds”
Ralph Waldo Emerson, Essay
II—Self-Reliance, 1841
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Definitions |
1-click Index: A-B-C-D-E-F-G-H-I-J-K-L-M-N-O-P-Q-R-S-T-U-V-W-X-Y-Z
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These all changed when we moved to Oracle...
Using the wrong codes to purchase items can wreak havoc
with your business finance team & manager! Account codes are part of the
40-digit purchase codes & are different from purchase categories;
see GEMSBuy for details |
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Work established for a Project or for a Feature, performed by one Person or several People
for predictable delivery at a program Integration Step, or for delivery at a Milestone |
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There are any number of AcronymWebster lists around GEHC… Ed Chao captured a summary list of interesting & useful CT Acronyms*…view a more extensive but less detailed (& now virtually extinct!) GEMSE HR list* See one
of the many Acronym* external sources also |
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The legacy Budget Performance Report (aka Budget Planning Report or Budget Prediction Report) was both a Financial planning/prediction tool and a report that was part of the financial backbone of CT Engineering, despite the system changes to digitization See Oracle and BPR Report Information* also |
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Browser, MIE, |
All
of the pages at this website are best viewed with GEHC’s standard browser,
MIE; review the MIE* article for more info |
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A GEHC business is a collection of Managers
who drive both people & critical decisions directed
at improving Products and services for their Customers, thereby helping to globally improve humanity
as well as helping GE’s stock price. |
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The portion of C&B that GE automatically provides with employment, funded by each cost
center as a percentage of their salaries. The GE Benefits Page*
provides a detailed explanation of how these funds are deployed |
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The CT Customer Centricity* team was
under Don Shave in 2003 and held responsibilities for Engineering Compliance, IB (Quality), Validation & 6Sigma (see GTO) |
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A checkbook is a legacy tool created by Don Shave (for
John Chiminski’s team) that helped control funds to be spent on equipment,
materials or other key activities for a Program. These
were predicted & controlled with a spending
plan, aka the “Material Expense Plan”. The process of ordering, approving, monitoring &
receiving items is done today through GEMSbuy*, reported back to the program
through the actuals, organized by JENO*. A legacy eCheckBook tool is
AutoReconciliation, which helped automate the monthly translation* of the
886 actuals into the eCheckBook format for each program. This tool concept was also used for T&L
prediction and control, although in a different format |
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The legacy Global CT Eng Leadership CockPit was a web site where our key business links and metrics were displayed |
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"Do-or-Die"
agreements that a Person must deliver |
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C&B, Comp & Ben |
C&B is the area where the majority of our BPR
funds end up. Compensation is the money* that GE shares with us all on a
periodic basis, and Benefits are calculated as a
percentage from Comp (30% - 40%) |
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The people who are REALLY nervous about FCT! These include Siemens*, Picker (aka Marconi)*, Toshiba*, and Philips*… More details may be viewed at the FCT Systems Engineering Competitive Info* site |
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ComplianceWebster is simply
achieving conformity with our official requirements,
also known as our regulations. This conceptually
undemanding act has more depth & breadth than the largest ocean* on Earth, so it’s a really
good idea to consult with some Quality Wizards! |
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An entity in
the Finance system, usually with P&L targets; see a list
on the inner definitions page* |
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Corporate
Research and Development*, the place where Magic (click to
see) so often happens for our Customers!! |
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CT |
Computed TomographyWebster is part of the Functional and CT Imaging business at GEMS, and is an overall Area of the Universe that is perhaps quite well-known for the incredible metamorphosisWebster of “Raw X-Rays” to near-perfect images (performed by Engineering* Artisans under the guidance of our Global Business* Leaders), providing virtual medical miracles daily that help us all to save lives, each and every day. Think about it as you work on “stuff” today… Review a
definitive Siemens article about CT
Technology* |
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The people out there who REALLY fund things for us, which is why
we all work so hard to make them smile and keep'em! |
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A key legacy part of the WWPP that defined a number of key attributes of a given SSTR or program, e.g. deliverable timing, major features and a summary of funds See SandBox sheets also |
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The Distributed Defect Tracking System helps us all to manage
our SPR's |
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That sometimes-difficult activity which most Engineers try to get right the 1st time! |
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The term that the FDA applies to the products that we design and build |
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The GEHC Engineering Team* provides the backbone for development of our Products using the funds that are allocated through the WWPP and the S-I & S-II processes See GTO also |
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The Manager who is responsible for all of Engineering |
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The Global Engineering Quality Procedures Manual is structured
around clauses of ISO & FDA regulations (see clause mapping* & internal definition: EQPM*) to define the quality
requirements for all phases of the work done by Engineering as part of the overall GEMSAm Quality System* |
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Estimate, |
Estimates, the backbone of program predictability,
are often significantly mis-calibrated, causing execution slips,
delivery delays and other complexities. The art of estimation is a skill for
which there are a host of external references, such as the SCEA* site and many
others. To generalize this concept a little further, consider that an
estimate is simply a set of “educated guesses” about what seems to be needed
from various skills (e.g. SW, HW, Mech, etc) to design and implement a feature. The overall accuracy of an estimate is always highly
dependent on the people involved in the exercise,
usually improved when repeating something that’s been done before, or is
similar. Remember also that research in the Engineering Program Library will provide useful “lessons learned” information! |
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Microsoft’s Excel*
is the spreadsheet tool that provides the backbone for many FCT Engineering
tools as well as reports from the Finance team. Several links:
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FDA |
The Food and Drug Administration, a key part of the DHSS (Department
of Health and Human Services) controls our regulatory
environment in the USA. Their ORA (Office of Regulatory Affairs) sets out the
FDA Compliance Guidelines* An historical view of a news clip*
(FDA feedback, 2001) shares an executive-level, personal view of some
calibration to this complexity |
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A deliverable item for a Project, a Program or an SSTR that has an estimate of the effort required |
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Finance, Financial |
The GEMS Finance Team* is part of the “back-office”
organization, providing critical data to managers and leaders |
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A Field Modification Instruction corrects a significant defect that
has been delivered by a Program to our Customer who is usually trying to be patient with
our screw-up... See Global FMI PRD* also |
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An Oracle term for the Program ID
that you must have when purchasing stuff at GEMSBuy* |
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GE, General Electric, “The General” |
The General Electric Company*
establishes and funds… The Environment in which we all work to define and deliver many interesting...[ Repeat Ad Infinitum… ]
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GEHC* is the place where many of the people
reading this list spend most of their work time. |
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Good Manufacturing Practices (laid out here* by the FDA)
establish the environment in which we are constrained to operate as we build
& ship our collections of things |
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The Global Technology Organization*
is the group-level parent for all of Engineering,
including FCT |
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HC*, Headcount |
HC is a critical measurement for both Program and Unit people Top-down targets. This funding dimension does not directly equate to dollars, but is converted to expenses using various Liquidation Rates*…see C&B for more details |
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A High Impact Inspection is the process by which Engineers work to ensure that various designs are
robust, adequate and on track to meet the requirements.
Many SPR's are created during the HII review cycle as
action item trackers |
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The key markers in a Program plan against
which we all try to demonstrate predictable progress
and eventual success. Milestones are usually the key end-points in
a series of Integration Steps |
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An invaluable aspect of everyone’s individual life, GEHC regards
this as an essential element for employment and assesses each of us annually
in more than a dozen areas. |
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The International Organization for Standardization has been
developed for European countries by many, many people working feverishly over
several years in Geneva, Switzerland creating the ISO*,
resulting in the ISO-9000 requirements and their
related complexities; see Regulatory info also |
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A much-malignedWebster term used for
sealing commitments or targets
in plastic wrappers to try & indicate their longevity |
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Often encountered, “Legacy xxx” describes things that we once
associated with well-understood stuff but that today are frequently found to
be virtually incomprehensibleWebster See Oracle or Finance Info* also |
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Leader, Leadership |
Good Leaders* may be defined as people who
have… The Ability To Inflict “Pain” And In other words, good leaders are more able to persuade teams to
endure short-term pain for long-term gain(s). See “Leadership is Action, not Position*”, quoted by Donald H. McGannon, frequently referenced by others* |
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The time that an entity exists, also known as
“persistence”. Critical entities are relatively short lived, some measured in days, some in months, some longer term. A few
examples…
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A set of instructions for an application (such as Excel) to process one or more actions or functions. These
steps are encoded as Visual Basic*
scripts and vary in complexity from simple selection tools to sophisticated,
erudite manipulation and conversion of data – also see the VBA* overview site. Don’t forget to check the many, many pages of useful help data
in Excel’s VBA tool as well as the “Macro Record” feature, which provides
instant coaching to get you started! |
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“The Buck Stops Here*”…a Leader responsible for controlling multiple, complex business deliverables (This link addresses a posting node on the Islet Foundation*
Public Message Forum) |
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Manufacturing |
The
organization responsible for building the many Products
that Engineering has designed.
The blueprint for each product is captured in a DMR and the quality system records for each
system built are captured in the product’s DHR |
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Man-Year, |
A theoretical standard for the intervals of effort required developing estimates for program features (also defined with Man-Months). The true complexity of this often-misunderstood term is the attempt to convert Man-Years to the Equivalent Applied Work Hours, an error that is often the real root cause for program delays. Conversion of estimates to effort can vary significantly from business to business, region to region and culture to culture. Studies on this subject abound (Fredrick Brook’s 1975 book, “The Mythical Man Month*” is a very well-known software project example), but for our environment, an effort analysis may help clarify the issue. One must also consider points about “Natural Intervals of Time”…Enjoy! ·
Contemplate
pre-technological society for a minute or two (a couple thousand years back),
where Friday’s were not payday or the day before the weekend but simply
another dawn in the current season: Cold days, Warm ones, some in between. A
little less complex… ·
Just a few decades
back, letters to family, friends and the newspapers were written, not typed,
and took some time to write and to read/reply. ·
Rules &
Regulations abound… “Is lunchtime always a fixed thing, or can it
float to your hunger need? How about starting & quitting time? Days off?” Also see an interesting “Threads of Time” discussion here* |
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Metric; |
Measurements are a fascinating aspect of engineering life, some more so than others… hard-to-quantify measurements might include success, leadership, design aestheticsWebster, etc. Metrification of our long-standing measurement system can also be a little confusing … a few key conversion ratios:
Visit NIST (National Inst. of
Standards and Technology)
also |
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Business direction comes from a
Multi-Generational Product Development plan … this is how our Customers get to love us more & more while our Competitors simply stand in awe! |
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A major checkpoint in an SSTR or Program plan (e.g. "M1", "M3",
"TE", etc), usually PRD-derived and often
constructed as the end-point of a number of Integration
Steps |
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MTBF |
Mean Time Between Failure is a critical reliability measure,
established by life-testing |
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New Product Introduction is the process that defines how we
design, create and deliver Products to our Customers |
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Your “Oracle HR ID” is used to access GEMSBuy* and other things; see Oracle for more info. To discover your secret access code, go to the HR web site*, enter your last name and click "Search" to see your OHR ID. Record this for future use |
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The Operating Plan is a financial
position statement for a business that defines how funding will be deployed |
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Oracle* is our new overall finance environment as well as the backbone for manufacturing. It is also the database that forms the heart of GEHC’s financial system from which the BPR is created. Many external web sites, such the Oracle Magazine* provide more info See OHR ID, Unit # to Oracle ADN, GEMSBuy
and Finance Info* also |
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The folks who
MATTER and get all this stuff done! |
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This legacy function of a SandBox defines the level of work (man-month
& material estimates) at
a high level for the WWPP. The effort is loaded as a
percentage per quarter for years 1-3 and by year for years 4 & 5. The loading tool may be used to divide the effort in 3 ways:
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An often-misunderstood tool (built in to Excel)
that allows you to quickly build simple summaries of large amounts of data.
See Pivot Tables (Math Tools)* as well as Pivot Tables by Ask Mr. Excel*
for some specifics. Don’t forget that there are many pages of good help data
built-in to Excel! |
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GEHC Group Policies define the need & overall requirements for key business activities. These may
be viewed at the GEHC Policies* web page; an Engineering subset is also available |
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The Global Phase Review Discipline (PRD) is a GEHC-wide process intended to improve planning, prediction & execution of programs. View the latest release of the Global PRD process document on eLibrary*. The PRD is tightly coupled to the EQPM and is in turn thereby tightly coupled to our auditable requirements for both the FDA* & the ISO* regulations. The PRD also describes the form of a “skeleton” Program Plan upon which Features are built. See the GEHC eNPI* web site also |
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P&L, Profit & Loss |
Businesses operate on a P&L sheet,
established by Finance and Management
for a Cost Center based upon planned and predicted
income and expense. Engineering cost centers typically
do not generate income but always have expenses |
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Predictability is a critical attribute of many things we work
on. Some examples:
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A
product (aka Device) is typically a simply remarkable
offering we have for our Customers that causes our Competitors to frequently experience fierce
burning sensations*, often resulting in significant organizational
changes after furiously engaging in many loud, late-night
debates about how they're running waaaay behind us! |
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The Manager who is responsible for developing and
delivering several business-critical items, including the WWPP,
the OP, and a BPR with several other
tools that support them |
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A set of structured activities (a collection of Projects
and Features with a Material Expenditure
Plan) that creates a Product for our Customers. Usually tied into the WWPP |
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The Manager who is responsible for planning & delivering a Program, including the tieback and phasing to funding and the MGPD. This person is the source for a multitude of useful data, including the 3-digit program ID Note: program codes are also available at the LTR* site |
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The plan for Program deployment… see the
aforementioned set of structured activities, too... |
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A set of estimated, structured activities
that, when executed to the commitments, will predictably deliver one or more items of significance
for SSTRs or Programs |
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The Person responsible for defining and delivering a Project |
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Quality*, a critical attribute of the work that we do for GE each & every day is often abused & frequently misunderstood, but is never easily defined and almost always interesting!! Several relevant Quality-related links are below… · The FCT Quality System* pages provide eGuidance for FCT’s Quality Management System · View GEHC’s official Quality position at Policy 1.12 (on Policies page)* ·
The GEHC Quality System* defines
global processes & procedures ·
GEHC Regulatory info
may be viewed at Regulatory Support Central* page; advice on
our regulated environment is the final link in this
collection The Bitterness of Poor
Quality Lingers Long |
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The server for FCT Quality, eEngineering & eFinance data
& tools, part of GEHC’s Domino* eTools suite.
Difficulty accessing compressed files? Visit Don for a solution… |
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Record Retention is a critical activity for regulated businesses, directing document longevity.
This is especially important to quality, where regular
audits of various elements require reasonably rapid production of the
required documents. |
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RegulationsWebster are the
external influences that direct and control our technical work at GEHC. This vast compilation of international laws, rules,
policies, guidelines and apparently incongruous, unconventional things
collaborate (sometimes in conflicting ways) to form the complex regulatory
environment inside which we are legally constrained. This set of laws is established by a multitude of expert
lawyers, policy-makers and politicians around the world. Folks at the FDA developed 21CFR,
Parts 800-1299*, the basis of GMP, and folks in Europe
built the ISO regulations. Many other organizations also
have key roles: ·
IEC* ·
CSA* ·
NEMA* ·
IEEE* ·
TÜV* ·
UL* These teams place Safety & Regulatory boundaries around our designs, the details of which are interpreted for the dilettanteWebster & uninitiated masses by our SRE folks. More information is available at Control
Engineering Online* |
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When
used within Engineering, Requirements are the
output of our FCT System Designers who translate Customer needs into a coherent list of for each
Engineering function, probably our most critical activity. You will also
encounter requirements for the Quality system, which
in this area implies Regulations |
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SandBox Sheet |
The legacy input tool for the WWPP that identifies the target timing and phasing, the feature list, estimated heads by skill and various funds for a given SSTR or program See CutLine sheets also |
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ScoreCard, |
The legacy SCI Scorecard (“Simplify, Clarify, & Identify”) was part of the eMonitoring activity for CT engineering finance in 2001 See a Visual
Map of the scorecard |
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Skill is something that our people possess
(e.g. “LPI”, “Manager”, "EE", "SW", "Validation"…) that facilitates their work,
thereby allowing programs to more competently & predictably develop & deliver features
for their business-critical integration steps
and milestones, resulting in… |
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System Problem Reports are created with DDTS
to log, track & manage irritating little headaches that creep into our
“stuff” as we design, implement and deploy things. |
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A SubSystem Technology Roadmap defines where our vision will be taking us, providing that we all did our homework during the MGPD. The features, skills and timing for the SSTRs are captured as WWPP entries, allowing Programs to evaluate the in/out phasing for their deliverables |
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Session 1 and Session 2 are the financial checkpoints that are put together in September & October to form the baseline for next year’s planning, especially for Engineering’s BPR A visit
to the GE Operating System* is worth the load time! |
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Targets mean many things to different people. For this
environment, targets are established as a deliverable objective for a person or a team to achieve. While some targets have
virtually immutable longevity, others are well known
to be short-lived or dynamic |
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Information set ($, Heads, …) by the business leadership
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People incur T&L expenses as approved by their Manager for trips related to their business operation. Legacy prediction & planning for a unit was done in a "checkbook", similar in format to Program Materials. The actual process of reserving, booking, monitoring and reporting trips is done through the GEHC eT&L Portal Site* |
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A collection
of People with similar skills
under a Manager |
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These 2 terms (often incorrectly interchanged!) refer to the
activities that Engineers perform to check their design work, a critical area of our Quality
system. View more info here. Verification is testing
that is done at different levels through the implementation phases of a
design to confirm that both design & implementation meet the requirements. Validation is a higher
level of system testing that confirms that the device meets the customer needs |
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The World Wide Product Plan deploys a 3-5 year view that helps predict the future of an organization |
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If you’re inside the firewall, could you please take a moment to Rate this page for GE?
Your feedback, as always, is highly appreciated!
Disclaimer Many of the entries above are Don Shave’s
exclusive, personal viewpoint… ;-)
You may not quote any elements from this page without Don’s
prior written permission.
All information communicated by
this web site is by nature preliminary & may (or may not) become part of
our products.
While much of this information is not specifically Proprietary to the General
Electric Company,
it should not be shared with any of our
Customers or Competitors without written permission from the author, Don
Shave.
Page last updated: Wednesday, July 13, 2005
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