My internship at GE
Conceptual framework
Working at GE Energy has always been my dream. The fact that I am doing my internship in the company is a dream come true. However, while working with the company, I came to realize of many problems that the company faced. Even though to the outside world the company is doing well, it faces daily internal problems that are always handled on a daily basis. The company could be no company if such matters could have been ignored. Just to pinpoint but a few, some the problems faced by the company emerge from the Generators. Problems arise from the use of LES tools whereby with poor record entry, some the tools could not be accounted for in different projects because either there was no record showing where it was situated to be a certain time. It is for this reason that I created an excel tracker that contained the LES tools being used currently and also the tools that will be used in the future and which projects they could be involved in.
Additionally, I noticed that at times, similar tools were being requested at different sites. Overlapping dates brought about major confusion in the company. This encouraged inefficiencies. However, with the timeline I established, I believe there will be a smooth flow of the tools from one site to another.
Storage of information was done in a haphazard way. This made tracking of information tough. When I was starting my internship, I first had to go through the available documents for me to learn more about what happens within the company. I found it difficult because there were no materials to read. It took me time to realize that there was a mix up of documents. Therefore, creating a pivot table will make it easier for any individual to go through large documents. This will be done by filtering off information that an individual requires. All these problems come to one major problem which is the lack of adequate tools. Therefore, the company should invest more in their equipment to reduce inefficiencies.
Technical part
This section addresses the projects undertaken throughout the internship and the problems handles, the methodology and outcome. As the job history table suggests, I did several assignments that include Field Services Portal (ESP), Tableau System, Financial Forum, Financial Forum Conference Call, Global Opening Letter (GOL), LES Capabilities, Dispatching Repair Reports, and TX Community.
Field Services Portal (FSP)
In this task, I created the sheets that included all the projects marked in Red and grouped them by CPM that was in charge of the site listed in the project. After making, I sent the project to the person in charge for approval, and it included updates or cancels. There were follow-ups if the sheet required any changes. A sample of the FSP I had to work on.
Methodology
For this task, much of the data I obtained from the system. This task completion was through Excel Microsoft Office that I presented to the person in charge for any updates, changes, and approval. The feedback from the person in charge was what determined whether it needed my support.
Limitations
During the first experience with the task, obtaining data from the database was difficult. There were lots of mistakes I made that needed to correct. Making amends for existing FSP projects was challenging.
Suggested solutions and Outcome
I was able to communicate with one of the staff members and asked how one can be able to get data from the databases. She taught me how and I was able to do the task afterward. Sometimes in correcting the existing projects, I would require help from her.
Tableau System and Financial Forum
For this, I did follow up with CPMs on the TILs that fall under my manager and try to eliminate the most I can see every week. I did reflect its performance on the service manager portal. I also attended the weekly calls on Mondays and followed-ups of aged POs. A sample of Tableau system is included below.
Methodology
Gathering of weekly updates from (External Vendors, External Vendors, Tool Center, and Granite) on the Aging Purchase Orders (+30 days) related to my manager. I also did attend the weekly calls on Mondays for discussions and follow-ups of vendors for the Financial Forum.
Limitations
Following up of the TILs, in the beginning, was difficult due to lack of experience and perfect knowledge of the products. Taking of notes was difficult with the various terms and acronyms that were new to me flying across the meeting room.
Suggested solutions and Outcome
I had to go back to product manuals and read more about them and the acronyms. What I found to be difficult to understand, I did ask my manager for assistance.
Financial Forum Conference Call
Each Tuesday of the week, I accompanied my senior service manager (Bandar) and another service manager (Mahmood) for Conference Call.
Methodology
Attending of meeting while writing down important information.
Limitations
Explaining some of the POs was difficult due to lack of better understanding in the beginning.
Suggested solutions and Outcome
In the first two weeks, the service managers were the ones in charge, and I would later learn from them to become efficient.
Global Opening Letter (GOL)
This task involved opening of POs from Jiri (Senior Customer Order & Fulfillment Manager) so as to open the WorkFlows for the requested materials. Depending on the Sites mentioned, I would communicate to the CSM in charge of the site requesting the required docs to issue the PO. Finally filled forms by the documents in hand.
Methodology
It involved downloading the task awarded and communicating to the relevant party. Later, I would get the required documents from the CSM and fill them.
Limitations
Matching the required POs to the relevant Customer Service Manager (CSM) in charge of the sites was confusing. In filling the forms, I made some errors due mismatching of information awarded.
Suggested solutions and Outcome
With time, I got used to the situation and got experienced. I was no longer facing such challenges.
References
The Economist (2002). Solving GE's big problem. (2002). The Economist. Retrieved 27 April 2016, from http://www.economist.com/node/1403742
